1.
GROUP
MEMBERS:
HIMANI-131106
JASKIRAT-131181
HARLEEN-131447

2.
A leader is one who-
•Guides and directs other people.
•Provides direction for achievement of
objectives.
•Gives direction and purpose.

3.
• “Leadership is a process of influence on a
group in a particular situation at a given
point of time and in a specific set of
circumstances that stimulates people to strive
willingly to attain organizational objectives,
giving them the experience of helping attain
the common objectives and satisfaction with
the type of leadership provided.”
-James Gibbon

4.
BEING A LEADER MEANS BEING A MANAGER MEANS
Motivating, influencing and changing
behaviour.
Practicing stewardship, directing and being
held accountable for resources.
Inspiring, setting the tone and articulating a
vision.
Executing plans, implementing and
delivering goods and services.
Managing people. Managing resources.
Being charismatic. Being conscientious.
Being visionary. Planning, organizing, directing and
controlling.
Understanding and using power and
influence.
Understanding and using authority and
responsibility.
Putting people first; the leader knows,
responds to and acts for his or her followers.
Putting customers first; the manager knows,
responds to and acts for his or her
customers.
Leaders can make mistakes when:-
•They choose the wrong goal, direction or
inspiration due to incompetence or bad
intentions;
•They over lead;
•They are unable to deliver or implement the
vision due to incompetence or a lack of
Managers can make mistakes when:-
•They fail to grasp the importance of people
as the key resource;
•They under lead; treat people like other
resources, numbers;
•They are eager to direct and control but are
unwilling to accept accountability.

5.
INTELLECTUAL LEADERS
Intellectual leaders are those who
win the confidence of their
followers by their superior
intellect or knowledge. Nearly in
all big organisations, there are
experts whose advice is sought
on matters in which they are an
expert. He may be a purchase
specialist, job analyst etc.

6.
AUTOCRATIC LEADERS
Autocrat leader
dominates and drives
his group through
coercion, command and
instilling of fear in his
followers.

7.
DEMOCRATIC LEADERS
A democratic leader is one
who acts according to the
wishes of his followers. He
follows the majority opinion
as expressed by his group.

8.
CHARISMATIC LEADERS
Charisma is a leadership trait
that can help influence
employess to take early and
sustained action. Charismatic
leadership is a type of
influence based on the lead-
er's personal charisma.

9.
 TRANSFORMATIONAL LEADERS
A transformational leader
is one who inspires
organisational success by
profoundly affecting
follower's beliefs in what
an organisation should be
as well as their values,
such as justice and
integrity.

10.
 CHARACTERISTICS
• They develop confidence among followers.
• They promote problem solving skills in the
followers.
• They take personal interest in the growth of
the followers.
• They facilitate organisational changes that
support the vision.

11.
TRANSACTIONAL LEADERS
A transactional leader is
one who guides and
motivates his followers in
the direction of
established goals by
claifying role and task
requirements.

12.
 CHARACTERISTICS
They set goals for the subordinates and
motivate them to achieve the same
• They lay down work standards and evaluate
subordinates on the basis of work standards.
• They offer rewards to the subordinates for
their good performance.

13.
THETRAITTHEORY

14.
Intelligence
Maturity
Vision and foresight
Inner motivation
Sense of responsibility
Empathy
Emotional balance
Human relation attitude

15.
 The list of personality traits is very
long.
 It is difficult to define traits.
 It is difficult to measure traits.
 There have been many people with
the traits specified for leaders, but
they could not prove to be
effective leaders.

16.
Two general types of behavior exhibited by the
leaders-
 concern for people i.e. maintaining the self
esteem of workers, responsibility based on
trust, and satisfying interpersonal relations.
 Concern for production i.e. emphasizes on
technical aspects of job such as quality of policy
decisions, creativeness of research, quality of
staff services, work efficiency.

17.
It is the widely known approach of leadership
style developed by Blake and Mouton. It
identifies five leadership styles based upon the
factors concern for people and concern for
production found in an organisation.
 The 9, 1 Managerial style (Task)
 The 1, 9 Managerial style (Country club)
 The 9, 9 Managerial style (Team)
 The 5,5 Managerial style (Mid of the Road)

18.
The
Managerial
Grid
(Blake and Mouton)

19.
is a style in
which the leader or the manager must
adjust his style to match the development
level of the followers he is leading. The
situational leadership model views leaders
as varying their emphasis on task &
relationship behaviors to best deal with
different levels of follower maturity.
1. Leadership styles
2. Maturity levels of individual or group