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Leadership

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Divvya Gupta
Divvya Gupta

Leadership (Organizational Behaviour and Human Resource Managemeent) 1. What is Leadership? 2. Characteristics of leadership 3. Leadership theories 4. Styles of Leadership This video is very helpful in understanding the leadership styles in a better way: https://youtu.be/XKUPDUDOBVo

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A leader is one who knows the way, goes the way, and shows the way.
LEADERSHIP Presented By:- Divvya Gupta
What is leadership? Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards goals. Keith Davis It is also defined as the capacity to influence a group towards the realization of a goal.
Leadership
Characteristics of Leadership
Characteristics of Leadership It is a inter-personal process in which a manager is into influencing and guiding workers towards attainment of goals. It denotes a few qualities to be present in a person which includes intelligence, maturity and personality. It is a group process. It involves two or more people interacting with each other. A leader is involved in shaping and molding the behavior of the group towards accomplishment of organizational goals. Leadership is situation bound. There is no best style of leadership. It all depends upon tackling with the situations.
Leadership Styles All leaders do not possess same attitude or same perspective. Thus, all of the leaders do not get the things done in the same manner. Their style varies. Some of the important leadership styles are as follows: Autocratic leadership style The Laissez Faire Leadership Style Democratic/Participative leadership style Bureaucratic leadership
Leadership Styles LEADERSHIP IS ACTION, NOT POSITION.
THEORIES OF LEADERSHIP Just as management knowledge is supported by various theories, the leadership function of management too is authenticated by various theories.
Trait Theory It is the theory that considers personal qualities and characteristics that differentiate leaders from non leaders. The trait leadership theory believes that people are either born or are made with certain qualities that will make them excel in leadership roles. That is, certain qualities such as intelligence, sense of responsibility, creativity and other values puts anyone in the shoes of a good leader.
Behavioral Theories Theories proposing that specific behaviors differentiate leaders from non leaders. Behavioral theories assume that leaders can be made, rather than are born. Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they look at what leaders actually do.
There are two important Behavioral studies 1. Ohio State Studies The study led to the conclusion that there were two groups of behaviors that were strongly correlated. These were defined as Consideration (People Oriented behavioral Leaders) and Initiating Structure (Task Oriented Leaders). 2. University of Michigan Studies Under the general direction of Rensis Likert, the focus of the Michigan studies was to determine the principles and methods of leadership that led to productivity and job satisfaction. Two types of leadership behaviors were identified: employee oriented and production oriented
Contingency Theories The Contingency Leadership theory argues that there is no single way of leading and that every leadership style should be based on certain situations, which signifies that there are certain people who perform at the maximum level in certain places; but at minimal performance when taken out of their element.
Some of the major contingency theories are: 1. Fiedler Model Fiedler's contingency theory is one of the contingency theories that states that effective leadership depends not only on the style of leading but on the control over a situation.
2. Hersey and Blanchards Situational Theory - According to this model, the leader has to match the leadership style according to the readiness of subordinates which moves in stage and has a cycle. Therefore, this theory is also known as the life-cycle theory of leadership. The readiness(R) is divided into four levels For each of the four levels of readiness, the leadership style used may be a combination of task and relationship behavior By combining the task and the relationship behavior, we arrive at the following four different styles of leadership which correspond with the different levels of readiness
CAN YOU FIND THE RIGHT PATH?
3. Path Goal Theory The theory is based on the premise that an employees perception of expectancies between his effort and performance is greatly affected by a leaders behavior. The leaders help group members in attaining rewards by clarifying the paths to goals and removing obstacles to performance. They do so by providing the information, support, and other resources which are required by employees to complete the task.
Leader Member Exchange Theory (LMX) According to the theory, leaders form different kinds of relationships with various groups of subordinates. One group, referred to as the in- group, is favored by the leader. Members of in- group receive considerably more attention from the leader and have more access to the organizational resources. By contrast, other subordinates fall into the out-group. These individuals are disfavored by the leader. As such, they receive fewer valued resources from their leaders.
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Leadership

  • 1. A leader is one who knows the way, goes the way, and shows the way.
  • 3. What is leadership? Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards goals. Keith Davis It is also defined as the capacity to influence a group towards the realization of a goal.
  • 6. Characteristics of Leadership It is a inter-personal process in which a manager is into influencing and guiding workers towards attainment of goals. It denotes a few qualities to be present in a person which includes intelligence, maturity and personality. It is a group process. It involves two or more people interacting with each other. A leader is involved in shaping and molding the behavior of the group towards accomplishment of organizational goals. Leadership is situation bound. There is no best style of leadership. It all depends upon tackling with the situations.
  • 7. Leadership Styles All leaders do not possess same attitude or same perspective. Thus, all of the leaders do not get the things done in the same manner. Their style varies. Some of the important leadership styles are as follows: Autocratic leadership style The Laissez Faire Leadership Style Democratic/Participative leadership style Bureaucratic leadership
  • 9. THEORIES OF LEADERSHIP Just as management knowledge is supported by various theories, the leadership function of management too is authenticated by various theories.
  • 10. Trait Theory It is the theory that considers personal qualities and characteristics that differentiate leaders from non leaders. The trait leadership theory believes that people are either born or are made with certain qualities that will make them excel in leadership roles. That is, certain qualities such as intelligence, sense of responsibility, creativity and other values puts anyone in the shoes of a good leader.
  • 11. Behavioral Theories Theories proposing that specific behaviors differentiate leaders from non leaders. Behavioral theories assume that leaders can be made, rather than are born. Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they look at what leaders actually do.
  • 12. There are two important Behavioral studies 1. Ohio State Studies The study led to the conclusion that there were two groups of behaviors that were strongly correlated. These were defined as Consideration (People Oriented behavioral Leaders) and Initiating Structure (Task Oriented Leaders). 2. University of Michigan Studies Under the general direction of Rensis Likert, the focus of the Michigan studies was to determine the principles and methods of leadership that led to productivity and job satisfaction. Two types of leadership behaviors were identified: employee oriented and production oriented
  • 13. Contingency Theories The Contingency Leadership theory argues that there is no single way of leading and that every leadership style should be based on certain situations, which signifies that there are certain people who perform at the maximum level in certain places; but at minimal performance when taken out of their element.
  • 14. Some of the major contingency theories are: 1. Fiedler Model Fiedler's contingency theory is one of the contingency theories that states that effective leadership depends not only on the style of leading but on the control over a situation.
  • 15. 2. Hersey and Blanchards Situational Theory - According to this model, the leader has to match the leadership style according to the readiness of subordinates which moves in stage and has a cycle. Therefore, this theory is also known as the life-cycle theory of leadership. The readiness(R) is divided into four levels For each of the four levels of readiness, the leadership style used may be a combination of task and relationship behavior By combining the task and the relationship behavior, we arrive at the following four different styles of leadership which correspond with the different levels of readiness
  • 17. 3. Path Goal Theory The theory is based on the premise that an employees perception of expectancies between his effort and performance is greatly affected by a leaders behavior. The leaders help group members in attaining rewards by clarifying the paths to goals and removing obstacles to performance. They do so by providing the information, support, and other resources which are required by employees to complete the task.
  • 18. Leader Member Exchange Theory (LMX) According to the theory, leaders form different kinds of relationships with various groups of subordinates. One group, referred to as the in- group, is favored by the leader. Members of in- group receive considerably more attention from the leader and have more access to the organizational resources. By contrast, other subordinates fall into the out-group. These individuals are disfavored by the leader. As such, they receive fewer valued resources from their leaders.