1. WELCOME TO OUR
PRESENTATION

2. Our Presentation topic is
The Leadership style of
Palli Karma-Sahayak
Foundation (PKSF)

3. GROUP MEMBERS
Student Name Student ID No.
Md. Nadimur Rahman Sujon 09102101191
Md. Bellal Hossain Raju 09102101198
Kamrun Nahar Shila 09102101208
Md. Habibur Rahman Khan Naim 09102101217
Md. Fagly Rabbi (18th) 08092101072

4. PREPARED FOR
Farhana Islam
Lecturer,
Department of Management,
Bangladesh University of Business & Technology
(BUBT)

5. OBJECTIVE OF THE PRESENTATION
 To get a overview of the Palli Karma-Sahayak
Foundation.
 To obtain information concerning the pattern of
leadership that practices by Palli Karma-Sahayak
Foundation.
 To obtain general idea about leadership and its types.
 To obtain general idea about behavioral, path-goal, and
trait theories of leadership.
 To identify the leadership style of Palli Karma-Sahayak
Foundation,
 To identify the position of Palli Karma-Sahayak
Foundation in managerial grid.

6. Palli Karma-Sahayak Foundation (PKSF)
Type Government
Industry Microcredit
Founded 1990
PKSF Bhaban, Plot: E-4/B,
Headquarters Agargaon Administrative Area,
Share-E-Bangla Nagar, Dhaka-
1207, Bangladesh
Key people Dr. Qazi Kholiquzzaman Ahmad
Chairman
Products Microcredit loans, finacial
services etc.
Website www.pksf-bd.org

7. Palli Karma-Sahayak Foundation (PKSF)
PKSF was established by the Government of
Bangladesh in 1990 as the apex organization
with the mandate to alleviate poverty through
generating employment. PKSF disburses fund to
microfinance institutions (MFIs) who are its
Partner Organizations (POs) to implement
development programs designed for the poor of
Bangladesh.

8. PKSF’s Partner Organizations
As shown in Figure, in fiscal year 2009 PKSF has 257
POs, giving it access to all districts in the country.

9. PKSF’s Vision
PKSF’s vision is to alleviate poverty and
improve the quality of life of the poor – the
landless and the asset less people by providing
them with resources for creation of employment
with a view to enhancing economic conditions.

10. PKSF’s Operational Activities
PKSF comprises six core programs and five special
programs, amounting to eleven activities. These are:
Core Programs:
 Rural Microcredit (RMC)
 Urban Microcredit (UMC)
 Agricultural Sector Microcredit (ASMC)
 Microenterprise (ME)
 Seasonal Loan (SL)
 Ultra Poor (UP)

11. Special programs
 Special Assistance for Housing of SIDR-affected
Borrowers (SAHOS)
 Food Security for Vulnerable Group Development
(FSVGD)
 Rehabilitation of SIDR-affected Coastal Fishery, Small
Business & Livestock Enterprises (RESCUE)
 Rehabilitation of Non-Motorized Transport Pullers and
Poor Owners (RNPPO)
 Financial Services for the Overseas Employment of the
Ultra Poor (FSOEUP)

12. Questions on leadership
 What is leadership?
 Discuss the types of leader or different types of leadership.
 Discuss the behavioral theory of leadership.
 Discuss the path-goal theory of leadership.
 Discuss the traits theory of leadership.

16. WHAT IS LEADERSHIP?
LEADERSHIP IS THE ABILITY TO INFLUENCE A GROUP
TOWARD THE ACHIEVEMENT OF GOALS.
THE SOURCE OF THIS INFLUENCE MAY BE FORMAL.
According to Stephen P. Robbins & Timothy A. Judge:
“Leadership is the ability to influence a group toward the
achievement of a vision or set of goals”.

17. TYPES OF LEADERSHIP
Leadership can be divided from three
views such as:
 On the basis of the formalities,
 On the basis of the use of authority,
 On the basis of the nature of people.

18. ON THE BASIS OF FORMALITIES
Two types of leadership
Formal Leadership: When the
leadership is created by the
designation according to the
formal organogram of the
organization, is called formal
leadership.
Informal Leadership: While
people working together in a
organization; their class, race,
attitude, perception, personal
liking and disliking etc create
informal leadership.

19. ON THE BASIS OF THE USE OF AUTHORITY
Three types of leadership
Autocratic Leadership: In this leadership,
leaders centralize power and decision making in
themselves. The leaders take full authority and
assume full responsibility.
Participative or Democratic Leadership: In
this leadership, leaders clearly decentralize
authority. The leader and the group act as a
social unit.
Laissez-faire or Free-rein Leadership: A
free-rein leader does not lead, but leaves the
group entirely to itself. Such a leader allows
maximum freedom to subordinates; they are
given a free hand in deciding their own policies
and methods.

20. ON THE BASIS OF THE NATURE OF PEOPLE
Two types of leadership
Positive Leadership: If the
leaders approach people to
motivate emphasizes rewards
(economic or otherwise) the
leader uses positive leadership.
Negative Leadership: If the
leaders approach people to
motivate emphasizes threats, fear,
harshness and penalties, the
leader applying negative
leadership.

21. BEHAVIORAL THEORIES
Theories proposing that specific
behaviors differentiate leaders from
nonreaders.
Relationship based behavioral theories
focus on the development and
maintenance of relationships – process
orientated

22. BEHAVIOR PERSPECTIVE COND..
People-oriented Behaviors
 Showing mutual trust and respect
 Concern for employee needs
 Desire to look out for employee welfare
Task-oriented Behaviors
• Assign specific tasks.
• Ensure employees follow rules.
• Push employees to reach peak performance.

23. IMPORTANT BEHAVIORAL STUDIES
Ohio State University
Studies that sought to identify independent dimensions of
leader behavior.
It has two key dimensions of leader behavior:
Initiating structure - attempts to organize work, work
relationships, and goals.
Consideration - concern for followers’ comfort, well-
being, status, and satisfaction.
Both are important.

24. IMPORTANT BEHAVIORAL STUDIES
University of Michigan
Studies that sought to identify the behavioral
characteristics of leaders related to performance
effectiveness.
Also it has two key dimensions of leader behavior:
 Employee-oriented – emphasize interpersonal
relationships and is the most powerful dimension
 Production-oriented – emphasize the technical aspects of
the job

25. THE MANAGERIAL GRID
A two-dimensional view of leadership style that is
based on concern for people versus concern for
production.
•Style is determined by position on the graph

26. THE MANAGERIAL GRID
1 (1,9) (9,9)
2
3
Concern for People
4
5 (5,5)
6
7
8
9 (1,1) (9,1)
1 2 3 4 5 6 7 8 9
Concern for Production

27. LEADERSHIP STYLES ASSOCIATED WITH
MANAGERIAL GRID
Blake and Mouton recognize five extreme of styles which are:
The Indifferent or Impoverished Management (1, 1)
The Country Club or Accommodating Management (1, 9)
The Status Quo or Middle-of-the-Road Management (5, 5)
The Dictatorial or Task Management (9, 1)
The Sound or Team Management (9, 9)

28. PATH-GOAL THEORY
In path goal theory Leader’s job is to provide
followers with the information, support or other
resources necessary for them to achieve their goals.
Four leadership behaviors in path goal theory:
I. Directive leader
II. Supportive leader
III.Participative leader
IV.Achievement-oriented leader

29. PATH-GOAL THEORY (CONT.)

30. CONTINGENCY FACTORS
The theory states that each of these styles will be
effective in some situations but not in others. It
further states that the relationship between a
leader’s style and effectiveness is dependent on
the following variables:
 Employee characteristics
 Characteristics of work environment

31. TRAIT THEORIES
Theories that attempt to isolate characteristics that
differentiate leaders from nonreaders.
Core traits identified are-
 Achievement drive: High level of effort, high levels of
ambition, energy and initiative .
 Honesty and integrity: trustworthy, reliable, and open.
 Self-confidence: Belief in one’s self, ideas, and ability.
 Leadership motivation: An intense desire to lead others to
reach shared goals

32. TRAIT THEORIES
Cognitive ability: Capable of exercising good judgment,
strong analytical abilities, and conceptually skilled.
 Knowledge of business: Knowledge of industry and other
technical matters.
Emotional Maturity: well adjusted, does not suffer from
severe psychological disorders.

33. LEADERSHIP STYLE OF PALLI-KARMA
SAHAYAK FOUNDATION
Palli Karma-Sahayak Foundation
Basis of leadership model Concentrate on partnership.
Management orientation toward
Both individual and teamwork.
performing specific task
Employee orientation toward Both individual and group
performing specific task responsibility.
Management orientation toward
Both production and people oriented.
achieving goal
Employee orientation toward Either individual or group
achieving goal responsibility.

34. FINDINGS AND ANALYSES
Base of PKSF Explanation
leadership
style
Based on the Formal leadership Because PKSF follow the formal organogram of the
formality organization that is designed by top authority of the
organization, this provides a sequential authority of
leadership.
Based on the Participative leadership Because decisions are taken department wise and
use of individually together by a discussion with top level
authority management who decentralize their power of decision
making to those.
Based on the Positive leadership Because management provide employee motivation
nature of through training or a give a chance to solve while they do
people mistake, they also provide rewards if they achieve specific
goal perfectly.

35. PLACE OF LEADERSHIP STYLE OF PKSF IN THE
MANAGERIAL GRID

36. By discussing with the deputy manager of operations department of
PKSF we find that Palli Karma-Sahayak Foundation follow Participative
Leadership style and stay at the middle of-the-road management which also
known as 5,5 of the managerial grid, which consider as fair leadership
practices.
Impact on employees:
 Employees are not really discontent nor are they happy.
 Good harmony within the group.
Impact on organization:
 Average performance but satisfactory.

37. CONCLUSION
Over the last year, PKSF has been able to reach a wider section
of society and to meet their demands by providing training in many
fields; and throughout the year, PKSF has continued to deepen and scale
up its mainstream programs and projects. Responding to the evolving
needs of the poor PKSF has become the house for financial and
programmatic innovations, where a number of new initiatives are in
the process of development.
This is the ultimate result of their leadership practices and activities

38. RECOMMENDATIONS
Our recommendations toward their leadership style are,
 They should hold their leadership practices,
 They should more concentrate on their production ,
 They should hold their positive attitude toward their
employees,
 They should more efficient to handle internal conflict,
 They should improve their performance appraisal process
because maximum employees are not fairly satisfied with it,
 They should practice informal leadership sometimes because
it provides better feedback than formal leadership.