Powerpoint presentation

1. LEADERSHIP
Concept and Theories
BY :- SHRUTI MISHRA

2. Contents
oIntroduction
oFour Factors & Principles of leadership
oLaize faire & Paternalistic
oDemocratic & Authoritarian
oManagerial Grid
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3. Definition
Leadership is a process by which a person influences others to accomplish an
objective and directs the organization in a way that makes it more cohesive and
coherent.
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4. What is leadership?
There are many ways of looking at leadership and interpretations about what it
means.
oLeadership means different things to different people.
oLeadership is often taken to represent:
oGetting others to follow
oThe use of authority in decision-making
oA personal characteristic
oAn ability to achieve effective performance in others
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5. Four Factors of Leadership
1. LEADER
2. FOLLOWER
3. SITUATION
4. COMMUNICATION
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6. Principles of Leadership
1.Know yourself and seek self-
improvement
2.Be technically proficient
3.Make sound and timely decisions
4.Set the example
5.Know your people and look out for
their well-beingTrain as a team
6. Develop a sense of responsibility in
your workers
7. Keep your workers informed
8. Use the full capabilities of your
organization
9. Seek responsibility and take
responsibility for your actions
10. Ensure that tasks are understood,
supervised, and accomplished
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Jyoti

7. Leadership styles
Leaders exercise their authority in different ways. In doing so, they are said to
exhibit a “leadership style”
Leadership styles are essentially about:
The way that the functions of leadership are carried out
The way that a leader behaves
Features of Leadership
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8. Types of Leadership
There has been substantial research into the types and effectiveness of various
leadership styles, with the four most common generally accepted to be:
1. Authoritarian
2. Democratic
3. Paternalistic
4. Laissez-Faire
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9. Authoritarian or Autocratic
Autocratic leaders hold onto as much power and decision-making as possible
Focus of power is with the manager
Communication is top-down & one-way
Formal systems of command & control
Minimal consultation
Use of rewards & penalties
Very little delegation
McGregor Theory X approach
Most likely to be used when subordinates are unskilled, not trusted and their ideas are
not valued
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10. Democratic or Participative
Focus of power is more with the group as a whole
Leadership functions are shared within the group
Employees have greater involvement in decision-making – but potentially this slows-
down decision-making
Emphasis on delegation & consultation – but the leader still has the final say
Perhaps the most popular leadership style because of the positive emotional
connotations of acting democratically
A potential trade-off between speed of decision-making and better motivation &
morale?
Likely to be most effective when used with skilled, free-thinking & experienced
subordinates
Shilpa21-10-2017 SHRUTI MISHRA

11. Paternalistic
Leader decides what is best for employees
Links with Mayo – addressing employee needs
Akin to a parent/child relationship – where the leader is seen as a “father-
figure”
Still little delegation
A softer form of authoritarian leadership, which often results in better
employee motivation and lower staff turnover
Typical paternalistic leader explains the specific reason as to why he has taken
certain actions
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12. Laissez-faire (free- rein) or Delegative
Laissez-faire means to “leave alone”
Leader has little input into day-to-day decision-making
Conscious decision to delegate power
Managers / employees have freedom to do what they think is best
Often criticised for resulting in poor role definition for managers
Effective when staff are ready and willing to take on responsibility, they are
motivated, and can be trusted to do their jobs
Importantly, laissez-faire is not the same as abdication
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13. Traditional views v/s Modern Views
THE TRADITIONAL VIEW SEES
LEADERSHIP AS ABOUT:
Command & Control
Decision-making
MORE MODERN VIEW HAS LEADERSHIP
HAVING A WIDER ROLE, INCLUDING
Inspiration
Creating a vision
Building effective teams
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14. Management v/s Leadership
Leadership drives the interpersonal aspects of the organization, such as moral
and team spirit.
Management deals with the conceptual issues of the organization, such as
planning, budgeting, and organizing.
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15. Continuum Leadership Behaviour
Management
Control
Employee
Control
Autocratic
Style
Paternalistic
Style
Participative
Style
Delegative
Style
Free Reign
Style
Shruti21-10-2017 SHRUTI MISHRA

16. Managerial Grid
Robert Blake and Jane Mouton
High
Country Club (1, 9)
strong on people skills, weak on
tasks
Team Leader (9,9)
strong on tasks, strong on people
skills
9
8
7
6
5
Improvised (1,1)
weak on tasks, weak on people skills
Authotarian (9,1)
strong on tasks, weak on people
skills
4
3
2
1
0 1 2 3 4 5 6 7 8 9 High
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17. Team Leader
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18. Task Manager
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19. Middle of the road Manager
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20. Impoverished Manager
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21. Country Club Manager
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22. As a generalisation, in most business sectors there has
been a gradual shift away from autocratic leadership.
Possible reasons for this include:
Changes in society’s values
Better educated workforce
Focus on need for soft HR skills
Changing workplace organisation
Greater workplace legislation
Pressure for greater employee involvement
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23. Bibliography
http://www.nwlink.com/~donclark/leader/leadstl.html
http://www.nwlink.com/~donclark/leader/leadmodels.html#grid
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24. THANKYOU
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