leadership-nature, management and leadeship function of leader leadership styles continuum of leadership behaviour theories related to leadership

1. LEADERSHIP
-Shruti
-Shivam Jangra
-Shivam Tomar
-S krishna
-Shantam
-Rohit Tiwari
-Sanjna Singh

2. LEADERSHIP
 Creates an inspiring vision of the
future.
 Motivates and inspires people to
engage with that vision.
 Manages delivery of the vision.

3. NATURE OF LEADERSHIP
 Personal quality
 Presupposes the existence of a group of
followers
 Process of inter-personal influence
 Community of interests between leaders and his
followers
 Continuous process of influencing behaviour
 Specific in nature
 Reciprocal relationship-

4. MANAGEMENT
 Management is a term used to
represent planning, organising,
staffing, directing and controlling
the organisational operations to
realise certain group goals. It
includes leadership.

5. Management and Leadership
are not synonymous:
 A Manager may not be a leader in the sense
that he is not able to win the trust and
confidence of his subordinates and the
subordinates do not look up to him for
support and guidance. However, a good
manager in order to be more successful must
possess the qualities of an effective leader.

6. Management and Leadership
are not synonymous
 But a Leader need not be a manager. It is not
essential for a leader to be appointed formally or
have some formal authority.There can be leaders of
employee groups who are not managers. Moreover
all work done by a leader may not be management
activities and employees look towards them for
guidance, support and assistance.
 Thus, it is essential that a person to be an effective
manager must be an effective leader but, a strong
leader can sometimes be a weak manager.

8. Functions of LEADER
 Initiates action

9. •Motivation to the subordinates
•Providing guidance to the subordinates

10. •Creating confidence among peers and subordinate
•Builds good work environment

11. • facilitates Co-ordination for achieving organisational goals
•Building morale of the subordinates so as to bring out the best
in them

12. Leadership Styles
 Autocratic or Authoritarian Leadership
 Paternalistic Leadership
 Participative or Democratic Leadership
 Laissez-Faire or Free-Rein Leadership

13. Autocratic or Authoritarian
Leadership
 An autocratic leader takes all the decisions himself.
 Does not consult his subordinates.
 Demands unquestioned obedience.
 Characteristics: centralization of authority, close
supervision, one way communication and rigid controls.
 Three types of autocratic leadership:
1) Strict autocrat
2) benevolent autocrat
3) incompetent autocrat

14. Paternalistic Leadership
 Authoritarian by nature but has consideration for his
subordinates.
 Heavily work centered but takes care of his subordinates.
 Instead of pressure he encourages his subordinates.
 Treats the followers as members of his family.
 He promises to fulfill their needs if they work hard to
achieve common goals.
 Superior than autocratic leadership.
 Successful in Japan due to its culture.

15. Laissez-Faire or Free-Rein
Leadership
 Allows the group to establish its own goals.
 Decision making authority given to subordinates.
 Leader does not direct at all.
 Also known as PermissiveStyle Leadership.
 Leader intervenes only during crises.
 Successful when subordinates are highly competent.

16. Participative or Democratic
Leadership
 Permits subordinates to participate in decision making.
 The final decision is the combined efforts of all.
 Main features: decentralization of authority, group decision making
and two way communication.
 Allows sufficient freedom to talk to him.
 Considered to be more effective than other styles.

17. CONTINUUM OF LEADERSHIP
BEHAVIOUR
 In actual practice leadership styles do not exist
independent of each other and it is not possible to
classify them into distinct categories.The leadership
continuum was originally written in 1958 byTannenbaum
and Schmidt and was later updated in the year 1973.The
concept of leadership continuum has been developed to
highlight the variability and inter-dependence of
leadership styles. At one end of the continuum is the
boss centered leadership and at the other extreme is the
sub-ordinate centered leadership as shown in figure
1.The left side shows a style where control is maintained
by a manager and the right side shows the release of
control.

19. The continuum identified four main styles
of leadership:
•Tells
•Sells
•Consults
•Joins

20. Choosing a leadership
Following factors should be taken in consideration while choosing a leadership style:
•Forces in the Manager:
1. Personality and experience,Value systems
2. Confidence in subordinates
3. Leadership inclinations
4. Feelings of security in an uncertain situation
•Forces in the subordinate: :
1. Degree of tolerance for ambiguity
2. Interest in the problem and feelings as to its importance
3. Knowledge and experience to deal with the problem
4. Understanding and identification with the goals of the organization
.
•Forces in the situation:
1. Type of organization
2. Group effectiveness
3. Nature of the problem
4. Time pressure

21. Theories
Major approaches to the study of
leadership
Trait (1940s-50s)
Behavioural (1950s-60s)
Situational (1970s)

22. Traits Theory
Trait theory is also called great man theory.
What characteristicsor
traitsmake a person a
leader?

23. Traits or Characteristics
 Sound Pysique
 Intelligence
 Empathy
 Maturity
 Self confidence
 Foresight and vision
 Objectivity
 Decisiveness
 Responsibility
 Human&relation
attitude

24. Behavioural Theory
The most important aspect of
leadership is not the triats of the
leader but what the leader does in
various situations. Successful leaders
are distinguished from unsuccessful
leaders by their particular style of
leadership.

27. Situational Theory
The effectiveness of the leaderis not the only
determined by his or her style of behaviour
but also by the situation surrounding the
leadership environment. Situational factors
include the characteristics of the leader and
the subordinates and nature of task the
structure of the group and the type on
reinforcement.

28. Renesis Likert- Management
System Theory
 He was an American educator and
organizational psychologist best known for
his research on management sties.
 He and his associates conducted extensive
surveys of leadership patterns and
management styles in a large number of
organizations.
 They developed a 4 level model of leadership
behavior and assigned numbers from 1-4 in
order of stages of evolution

29. He found that most individual fit into one or the
other of his 4 systems in terms of certain operatin
characteristics related to decision making,
motivation, leadership, communication etc
Likert categorized his four management systems
as follows:
1) Exploitative Authoritative
2) Benevolent Authoritative
3) Consultative Authoritative
4) Participative System

30. Exploitative authoritative
system
1) Workers abide by the decisions made by the
superiors
2) Subordinates do not participate in decision
making
3) Use fear and threats to make sure their work
is done
4) No teamwork involved

31. Benevolent authoritative
1) Decisions are made by those at the top
management
2) Motivated through rewards for their
contribution
3) Information flows from subordinates to
managers but its restricted to what the
managers want to hear

32. Consultative system
1) Motivated with rewards and degree of
involvement in the decision making
2) Involvement is incomplete and major
decisions are still made by the senior
management
3) Greater flow of information (than
benevolent)
4) Information from subordinate to manager is
incomplete and euphemistic

33. Participative system
1) Management have complete confidence in their
subordinates
2) There's a lot of communication and subordinates
fully involved in the decision making process
3) Subordinates comfortably express opinions and
there's a lot of teamwork
4) Employees throughout the organization feel
responsible for achieving organizations objectives
5) Subordinates are rewarded economic rewards for
achieving organizational goals
6) Participative in nature