2. • ZEENAT RIDA 2016-1908
• ADEEL AZIZ 2016-1904
• MUHAMMAD MUNEEB 2016-1919
• TANVEER AHMAD 2016-1923
Presented By:
3. Leadership is the process of social influence in which one
person can enlist the aid and support of others in the
accomplishment of a common task. M. Chemers
Leadership is ultimately about creating the way for people
to contribute to making something extraordinary happen.
Alan Keith
Leadership is the ability of superior to influence the
behavior of subordinates or group and persuade them to
follow to particular course of action
Chester Bernard
4. Importance of Leadership
1. Employees perform 60% of their total capabilities because of
the following reasons:
• Social pressure
• Need for a job
• Authority of superior
2. Rest of the 40% is done with the help of the leadership, because
leadership is:
• Source of motivation
• Basis of cooperation
• Directing group activities
• Promoting the spirit of coordination among the employees
• Fulfilling the social responsibility
5. Leadership is not about who’s smarter
or tougher but about qualities such as
motivating power, empathy,
integrity, and intuitive abilities,
which fall within the domain of
“emotional intelligence”.
7. Instructional leadership:
1. Focuses on “the behaviors of teachers as they
engage in activities directly affecting the growth of
students.
2. Allocate authority and influence to formal
administrative roles.
3. It concern about the behaviors on student
achievement and other important school outcomes.
8. Transformational Leadership
1. Transformational leadership focuses on “the
commitments and capacities of organizational
members”
2. Transformational leadership raise
organizational member’s levels of personal
commitment to achieve organizational goals
resulting in greater productivity.
9. Moral Leadership
1. The focus of moral leadership is on the
values and ethics of leadership.
2. It promotes equity, democratic community
and social justice.
10. Participative Leadership
1. It also called “group”, “shared” or “teacher
leadership”.
2. It stresses the “decision making process of
the group”.
3. It increase the organizational effectiveness.
11. Contingency Leadership
1. It’s focus on “how leaders respond to the
unique organizational circumstances or
problems that they face”.
2. Contingency leaders typically in formal
administrative roles are capable of mastering
a wide range of leadership styles.
12. Managerial Leadership
1. Focuses on the “functions, tasks, or behaviors of
leader”.
Leadership versus Management
Management power comes from organizational
structure.
Leadership power comes from Personal source.
Leader empowers the employees while manager
command the employees
13.
14.
15. Trait theory
Focuses on individual characteristics of successful leaders.
Leaders possess a set of traits which make them distinct from
followers.
A strong desire for accomplishment.
Creativity and intelligence.
Initiative.
High tolerence.
Ability to influence others.
According to this theory leaders are born not made.
16. Traits of Leaders
Stogdill, 1948 survey: Analyzed 124 traits. An individual does NOT
become a leader solely based on possessing these traits. The traits
must be relevant to the situation in which the leader is functioning.
The survey argued that leadership was determined by the situational
factor
Intelligence
Physical Features
Inner Motivation
Maturity
Vision & Foresight
Acceptance of Responsibility
Open-Minded and adaptability
Self-confidence
Human Relations Attitude
Fairness and Objectivity
17. Behavioural Theory
Main focus on behaviours of actual leaders.
Determines how various kinds of specific leaders behaviour
affect the performance and satisfaction of followers.
Pattern of actions used by different individuals
determines leadership potential.
A leader’s behavior is the best predictor of his leadership
influences and as a result, is the best determinant of his or
her leadership success.
18. Contingency theory
Behaviour of leader depends upon
characteristic of situation in which leader
is in.
Implies under what conditions will employee
oriented leadership will be effective and
under what type of conditions production
oriented leadership be more effective.
19. While trait and behavior theories do
help us understand leadership, an
important component is missing: the
environment in which the leader exists.
Contingency Theory deals with this
additional aspect of leadership
effectiveness studies.
20. Most popular theories –
1. Fiedler’s contingency
model.
2. The path-goal theory.
3. Situational leadership
theory.
21. Fiedler’s theory
The theory that effective groups depend upon a proper
match between a leader's style of interacting with
subordinates and the degree to which the situation gives
control and influence to the leader.
There are basically three steps in the model
Identifying Leadership Style
Defining the Situation
Matching leaders and situations
22. Path – goal theory
. The Path-Goal is a theory based on specifying a
leader's style or behavior that best fits the employee
and work environment in order to achieve
a goal (House, Mitchell, 1974).
The goal is to increase your employees' motivation,
empowerment, and satisfaction so they become
productive members of the organization.
Leader’s job is to use structure,support and rewards to
create a work environvent that helps employees
reach the organisation’s goals
23. Situational leadership theory
Paul hershey and Kenneth blanchard :
Maturity of followers as a contingency variable.
Situational leadership requires leader’s emphasis
on task behaviours and relationship behaviour
according to maturity of followers in performing
their tasks.
26. Autocratic or authoritarian style
Under the autocratic leadership style, all decision-making
powers are centralized in the leader, as with dictator leaders.
They do not entertain any suggestions or initiatives from
subordinates. The autocratic leadership has been successful as
it provides strong motivation to the leader.
It permits quick decision-making, as only one person decides
for the whole group and keeps each decision to himself until he
feels it is needed to be shared with the rest of the group.
High degree of dependency on the leader
May be valuable in some types of business where decisions
need to be made quickly and decisively
27. Leadership style in France
French management style is more autocratic,
though this is not always evident at first
glance. In France, the boss seems to have a
more roving role than his focused German
counterpart, and often appears to consult with
middle managers, technical staff and workers,
but decisions are generally made by the chief
executive and orders are top-down.
28. Participative or democratic style
The democratic leadership style favours decision-making by the
group .
They can win the cooperation of their group and can motivate
them effectively and positively.
The decisions of the democratic leader are not unilateral as
with the autocrat because they arise from consultation with the
group members and participation by them.
Consultative: process of consultation before decisions
are taken
Persuasive: Leader takes decision and seeks to persuade
others that the decision is correct.
30. Laissez –Faire or free rein style
A free rein leader does not lead, but leaves the group entirely
to itself such a leader allows maximum freedom to
subordinates, i.e. they are given a free hand in deciding their
own policies and methods.
1. Can be very useful in businesses where creative ideas are
important
2. Can be highly motivational, as people have control over their
working life
3. Can make coordination and decision making time-consuming
and lacking in overall direction
4. Relies on good team work.
5. Relies on good interpersonal relations
31.
32.
33. Summary
The literature reviewed over the past decade revealed six major
categories of leadership. Instructional, Transformational, moral,
participative, contingency and managerial leadership. Leadership
theories can be classified as trait, behavioral, contingency, pat-goal
and stiuational leadership theory. Trait theory campares the leader
from non leaders. Behavior theory has no conclusive results so it has
been incorporated into contingency theory of leadership. The
contingency theory is based on two different assumptions about leader
adaptability. One assumes that leaders must change their behavior to
fit the situation. And other approach assumes that the leader must
change the situation to fit the leader's behavior, which is assumed to
be immutable. Three major styles of leadership are authoritative,
Democratic, and laissez fair. Most important conclusion from
leadership theory is that the traits or skills of a leader, leader’s
behaviors, and various situational factors interacting together may
ultimately determine a leader’s effectiveness.
34. References:
Educational Administration: Concepts and Practices
by Fred C. Lunenburg
Hemphill, John K. (1949). Situational Factors in
Leadership. Columbus: Ohio State University Bureau of
Educational Research.
Fiedler, Fred E. (1967). A theory of leadership
effectiveness. McGraw-Hill:
Tittemore, James A. (2003). Leadership at all Levels.
Canada:
35. “Together we will make it
happen”
COMPOSED BY FUTURE
LEADERS
Thank You !!
