LEADERSHIP AND STYLES

1. Presented BY:
Ashwini Kumbar
MBA
VTU R/O
KALABURAGI

3. • Are you a leader or not?
• Are you a good leader or not?
• Are you a successful leader or not?
• Are you a follower or not?
• Are you Good follower or not?
• Are you a successful follower or not?

7. • According to S P Robbins “Leadership is the ability to
influence a group towards the achievement of
vision or set goals.”

8. Leadership Styles
Positive Leadership:
Negative Leadership:

9. LEADERSHIP STYLES
Autocratic Leadership
Democratic Leadership
Participative Leadership
Laissez-faire Leadership

10. Autocratic Leadership Style
It represents Negative leadership.
Autocratic leadership is a form of management where “authority” is in the
hands of one person alone.
Autocratic leadership style is centered on the boss.
This person can be the leader, manager, or business owner, who typically
has complete control over a project, work area, or whole business.
Leaders make decisions on their own without consulting subordinates or
group members.

11. Examples:
Adolf Hitler Donald Trump
Queen
Elizabeth I
Martha
Stewart

12. Democratic Leadership Style
It represents Positive Leadership.
In this leadership style, subordinates are involved in making decisions.
Unlike autocratic, this headship is centered on subordinates’
contributions.
The democratic leader holds final responsibility, but he or she is known
to delegate authority to other people, who determine work projects.
The most unique feature of this leadership is that communication is
active upward and downward.
With respect to statistics, democratic leadership is one of the most
preferred leadership,
And it involves the following: fairness, competence, creativity, courage,
intelligence and honesty.

13. Examples:
Barak Obama Indra Nooyi
Bill George
Steve Jobs

14. Participative Leadership Style
 It represents Positive leadership.
 A participative leader is a leader who involves sub ordinates in
decision making but may retain the final authority for decision
making with himself or herself.

15. Examples:
Jim Lentz Bob Diamond
Jack Stahl James Parker

16. Laissez-Faire Leadership style
• Laissez-faire leadership gives authority to employees.
• Leaders leave it up to their subordinates to complete responsibilities in a
manner they choose, without requiring strict policies or procedures.
• Examples of businesses where laissez-faire leadership works well:
• Advertising agencies
• Product design firms
• Startup social media companies
• Research and development departments
• Venture capital investment companies
• High-end architectural and specialized engineering firms

17. Examples:
Warren Buffet Gandiji
Donna Karan Andrew Mellon

18. Theories of Leadership
1. Trait Theories- up to 1940s
2. Behavioural Theories--up to 1960s
3. Contingency Theories-- after to 1960s

19. Trait Theories- up to 1940s
• Buddha, Gandhiji, Napoleon, Mao, Churchil, Roosevelt, Nehru, Patel, Indira
Gandhi, Vajpayee,Tata, N R N, Premji, Indra Nooyi, Richard Branson.
Traits
1. Self-Confidence
2. Drive
3. Motivation
4. Integrity
5. Enthusiastic
6. Intelligence
7. Knowledge
8. Courageous

20. • Trait theories of leadership differentiate leaders
from non leaders by focusing on personal
qualities and characteristics.
• Personality, Social, Physical and Intellectual
attributes.
• Nearly 80 traits 20 different studies in 1960s
Big Five traits commonly accepted
1. Extraversion:
2. Conscientiousness(delicately, carefully)
3. Emotional stability

21.  Are Leaders Born or Made?

22. Behavioural Theories--up to 1960s
• Looking at the behaviours exhibited by specific
leaders.
• Critical behavioural determinants of leadership,
we could train people to be leaders.
• There are four main leader behavior studies:
1) University of Lowa studies
2) Ohio State leadership studies.
3) University of Michigan studies.
4) Robert Blake studies and Jane Mouton
Managerial Grid or Leadership Grid.

23. University of Lowa Studies.
- Kurt Lewin
a) Autocratic leader: one who tended to centralize authority,
dictate work methods, make unilateral decisions and limit
employee participation.
b) Democratic leader: one who tended to involve employees in
decision making, delegate authority, encourage participation
in deciding work methods and goals and use feedback for
coaching employees.
c) Laissez-faire leader: one who generally gave the group
complete freedom to make decision and complete the work in
whatever way it saw fit.

24. The Ohio State Leadership Studies
• Bureau of Business Research
• Leader Behavior Description Questionnaire (LBDQ)
• How leader was described.
• Studies were conducted at various sectors.
• 1000 dimensions narrowed to two
a) Consideration
b) Initiating Structure

25. a) Initiating structure: the extent to which a
leader is likely to define and structure his or
her role and those of subordinates in the
search for goal attainment.
b) Consideration: the extent to which a leader is
likely to have job relationships characterized
by mutual trust, respect for subordinates’
ideas, and regard for their feeling.

26. Ohio State University Studies
• Beginning with 1000 dimensions narrowed to two
categories Initiating structure and Consideration
High
Low
Low High
Consideration
Initiating
structure
High consideration
and
Low structure
High structure
and
High considersation
Low consideration
and
Low structure
High structure
and
Low consideration

27. University of Michigan Leadership Studies
• Survey of Research Centre
• Objective: to locate behavioral characteristics of leaders that
appeared to be related to measures of performance
effectiveness.
1. Employee Oriented
2. Production Oriented

28. 1. Employee Oriented : a leader who
emphasizes interpersonal relations, takes a
personal interest in the needs of employees
and accepts individual differences among the
members.
2. Production Oriented: a leader who
emphasizes technical or task aspects of the
job.

29. University of Michigan Studies
• University of Michigan’s Survey Research Centre
• Concern For People
• Concern for Production

30. Robert Blake and Jane Mouton Managerial
Grid/Leadership Grid
The Managerial Grid is based on two behavioural
dimensions:
• Concern for People - This is the degree to which a
leader considers the needs of team members,
their interests, and areas of personal development
when deciding how best to accomplish a task
• Concern for Production - This is the degree to
which a leader emphasizes concrete objectives,
organizational efficiency and high productivity
when deciding how best to accomplish a task.

32. 1. Country Club Leadership - High People/Low
Production
This style of leader is most concerned about
the needs and feelings of members of his/her
team. These people operate under the
assumption that as long as team members
are happy and secure then they will work
hard. What tends to result is a work
environment that is very relaxed and fun but
where production suffers due to lack of
direction and control.

33. 2. Produce or Perish Leadership (Task
Management) - High Production/Low People
Also known as Authoritarian or Compliance
Leaders, people in this category believe that
employees are simply a means to an end.
Employee needs are always secondary to the
need for efficient and productive workplaces.
This type of leader is very autocratic, has
strict work rules, policies, and procedures,
and views punishment as the most effective
means to motivate employees

34. 3.Impoverished Leadership - Low Production/
Low People
This leader is mostly ineffective. He/she has
neither a high regard for creating systems for
getting the job done, nor for creating a work
environment that is satisfying and motivating.
The result is a place of disorganization,
dissatisfaction and disharmony.

35. 4. Middle-of-the-Road Leadership - Medium
Production/Medium People
This style seems to be a balance of the two
competing concerns. It may at first appear to
be an ideal compromise. Therein lies the
problem, though: When you compromise, you
necessarily give away a bit of each concern so
that neither production nor people needs are
fully met. Leaders who use this style settle for
average performance and often believe that
this is the most anyone can expect.

36. 5. Team Leadership - High Production/High People
This is the pinnacle of managerial style. These
leaders stress production needs and the needs
of the people equally highly. The premise here is
that employees are involved in understanding
organizational purpose and determining
production needs. When employees are
committed to, and have a stake in the
organization's success, their needs and
production needs coincide. This creates a team
environment based on trust and respect, which
leads to high satisfaction and motivation and, as
a result, high production.

37. Situational or Contingency Leadership Theories
• Theories are;
1) Fiedler’s contingency leadership theory or model.
2) Heresy and Blanchard’s situational leadership theory.
3) Vroom and Yetton’s normative theory or leader participation
model.
4) House’s Path-Goal theory of leadership.

38. • What makes this difference?
Ans: situation
Situational or Contingency Theory
The theory that effective groups depend on a
proper match between a leader’s style of
interacting with subordinates.
1. Identifying the leadership style
2. Defining the situation

39. Fiedler Contingency Theory of Leadership
• Indira Gandhi- Tough minded, most admired but
failed measurably in 1977 General Election
• K V Kamath successfully lead the ICICI Bank but failed
to lead Infosys
• Manmohan Singh- as FM and First Tenure of UPA as
successful PM- Failed PM in UPA Two.
• Once called iron willed man L K Advani was sidelined
by his own party as not so strong and charismatic as
N Modi
• Yadiyurappa was very well known and successful
opposition leader but failed CM

40. Identifying the Situation
Fiedler has identified three contingency dimensions
that, he argues, define the key situational factors
that determine leadership effectiveness.
1. Leader-Member Relations: is the degree of
confidence, trust, and respect members have in
their leader- good or bad. Joyti Basu was CM for 30
years.
2. Task Structure: is the degree to which the job
assignments are procedureized- structured or
unstructured.
3. Position Power: is the degree of influence a leader
has over power variables such as hiring, firing,
discipline, promotions, and salary increases- strong
or weak. PM Dr. Manmohan Singh is weak.

41. Paul Harsey and
Ken Blachard’s Situational Theory (SLT)
• SLT: is a contingency theory that focuses on
followers’ readiness.
• 400 fortune 500 co;
• 1 million managers trained every year
• Successful leadership is achieved by selecting
the right leadership style at right time. The
situation depends on the level of employee
readiness.

42. • Why focus on the followers?
Ans: Regardless of what the leader does,
effectiveness of the leader depends on the
action of the followers, because ultimately the
followers who accept or reject the leader.
• What dose employee readiness means?
Ans: it refers to the extent to which people have
the ability and willingness to accomplish a
specific task.

43. Most effective leadership depends on
follower’s ability and motivation.
1. Unable and Unwilling: (Highly Directive)clear and
specific directions
2. Unable and willing: (High task oriented) the leader
needs to display high task orientation to
compensate for the followers' lack of ability and
high relationship orientation to get the followers to
“buy into” the leader’s desires.
3. Able and unwilling: (Supportive and participative)
the leader needs to use a supportive and
participative style.
4. Able and willing: leader need not to do much

44. Vroom and Yetton’s Normative Theory
 This model was developed by Victor Vroom and Philip Yetton
related to leadership behavior and participation.
It attempts to show that to what extent leaders should involve
subordinates in decision making.
A current model reflects how and with whom decisions are
made.

46. PATH GOAL THEORY
 It is one of the most respected approaches to understand
leadership.
 The leaders job is to assist his or her followers in attaining their
goals and provide the direction.
 Four leadership styles :
Directive
Supportive
Participative
Achivement oriented.

47. Path goal theory
Leader behavior
• Directive
• Supportive
• Participative
• Achivement oriented
Outcomes
o Performance
o Satisfaction
Environmental Factors
Subordinate Factors