1. LEADERSHIP
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Prepared by : Chandan Jha

2. LEADERSHIP
“Organizin
g a group
of people to
achieve a
common
goal ”.
LEADERSHIP
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3. LEADERSHIP CONT’D
“The success or failure of
a group depends on the
leadership qualities of
the leader who heads
the group’’.
“Leaders need to strike a
balance between action and
patience”.
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4. LEADERSHIP CONT’D
If you command wisely,
you will be obeyed
cheerfully.
The art of getting someone
else to do something you
want done because he want to
do it.
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5. LEADERSHIP CONT’D
Communicate
everything to your
associates to more
they know ,
the more they
care.
The essence of
leadership is the
capacity
to build and develop the
self esteem of the
workers.
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6. TYPES OF LEADERS
Most common Leadership Types are:
Autocratic leadership.
Bureaucratic leadership.
Charismatic leadership.
Democratic leadership or participative leadership.
Laissez-faire leadership.
People-oriented leadership or relations-oriented
leadership.
Servant leadership.
Task-oriented leadership.
Transactional leadership.
Transformational leadership.
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7. AUTOCRATIC LEADERSHIP
Autocratic leadership is an
extreme form of transactional
leadership, where a leader
exerts high levels of power
over his or her employees or
team members. People within
the team are given few opportunities for
making suggestions, even if these would be in
the team's or organization's interest.
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8. CONT’D…
Most people tend to resent being treated
like this. Because of this, autocratic
leadership usually leads to high levels of
absenteeism and staff turnover.
Also, the team's output does
not benefit from the creativity
and experience of all team
members, so many of
the benefits of team
work are lost.
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9. BUREAUCRATIC LEADERSHIP
Bureaucratic leaders "work by the book",
ensuring that their staff follow procedures
exactly.
is a very appropriate style for work involving
serious safety risks (such as working with
machinery, working at heights) or where large
sums of money are involved (such as cashhandling).
In other situations, the inflexibility and high
levels of control exerted can demoralize staff, and
can diminish the organizations ability to react to
changing external circumstances.
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10. CHARISMATIC LEADERSHIP
A charismatic leadership style can appear similar to a
transformational leadership style, in that the leader
injects huge doses of enthusiasm into his or her team,
and is very energetic in driving others forward.
However, a charismatic leader can tend to believe
more in him or herself than in their team. This can
create a risk that a project, or even an entire
organization, might collapse if the leader were to
leave: In the eyes of their followers, success is tied up
with the presence of the charismatic leader. As such,
charismatic leadership carries great responsibility,
and needs long-term commitment from the leader. 10
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11. DEMOCRATIC LEADERSHIP
Although a democratic leader
will make the final decision,
he or she invites other members
of the team to contribute to the
decision-making process.
This not only increases job
satisfaction by involving
employees or team
Members in what's going on, but it
also helps to develop people's skills.
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12. CONT’D..
Employees and team members feel in control of
their own destiny, and so are motivated to
work hard by more than just a financial
reward. As participation takes time, this style
can lead to things happening more slowly
than an autocratic approach, but often the
end result is better. It can be most suitable
where team working is essential, and quality
is more important than speed to market or
productivity.
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13. LAISSEZ-FAIRE
LEADERSHIP
This French phrase means "let them do" and is
used to describe a leader who leaves his or her
colleagues to get on with their work. It can be
effective if the leader monitors what is being
achieved and communicates this back to his or
her team regularly.
Often, laissez-faire leadership works for teams in
which the individuals are very experienced and
skilled self-starters. Unfortunately, it can also
refer to situations where managers are not
exerting sufficient control.
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14. PEOPLE-ORIENTED
LEADERSHIP
This style of leadership is the opposite of taskoriented leadership: the leader is totally
focused on organizing, supporting and
developing the people in the leader's team. A
participative style, it tends to lead to good
teamwork and creative collaboration.
However, taken to extremes, it can lead to
failure to achieve the team's goals. In
practice, most leaders use both task-oriented
and people-oriented styles of leadership.
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15. SERVANT LEADERSHIP
This term, coined by Robert Greenleaf
in the 1970s, describes a leader who
is often not formally recognized as such.
When someone, at any level within an organization,
leads simply by virtue of meeting the needs of his or
her team, he or she is described as a "servant
leader".
In many ways, servant leadership is a form of
democratic leadership, as the whole team tends to be
involved in decision-making.
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16. CONT’D…
Supporters of the servant leadership model
suggest it is an important way ahead in a
world where values are increasingly
important, in which servant leaders achieve
power on the basis of their values and ideals.
Others believe that in competitive leadership
situations, people practicing servant
leadership will often find themselves left
behind by leaders using other leadership
styles.
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17. TASK-ORIENTED LEADERSHIP
A highly task-oriented leader focuses only
on getting the job done, and can be quite
autocratic.
He or she will actively define the work
and the roles required, put structures in
place, plan, organize and monitor.
However, as task-oriented leaders spare
little thought for the well-being of their
teams, this approach can suffer many of
the flaws of autocratic leadership, with
difficulties in motivating and retaining
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staff.
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18. TRANSACTIONAL LEADERSHIP
This style of leadership starts with the
premise that team members agree to obey
their leader totally when they take a job.
The transaction is that the organization pays
the team members, in return for their effort
and compliance. As such, the leader has the
right to punish team members if their work
doesn't meet the pre-determined standard.
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19. CONT’D…
Transactional leadership is really just a
way of managing rather a true leadership
style.
As the focus is on short-term tasks. It has
serious limitations for knowledge-based or
creative work, but remains a common
style in many organizations.
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20. TRANSFORMATIONAL
LEADERSHIP
A person with this leadership style is a true
leader who inspires his or her team with a
shared vision of the future.
Transformational leaders are highly visible, and
spend a lot of time communicating. They don't
necessarily lead from the front, as they tend to
delegate responsibility amongst their teams.
While their enthusiasm is often infectious, they
can need to be supported by "detail people".
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21. CONT’D…
The transformational leadership style is the
dominant leadership style taught in the
"How to Lead: Discover the Leader Within
You" leadership program,
Although we do recommend
that other styles are brought
as the situation demands.
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22. CONT’D…
In many organizations, both
transactional and transformational
leadership are needed.
The transactional leaders (or
managers) ensure that routine work
is done reliably, while the
transformational leaders look after
initiatives that add value.
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23. COMMON ACTIVITIES
Planning
Organizing
Staffing
Directing
Controlling
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24. PLANNING
Manager
Planning
Budgeting
Sets targets
Establishes
detailed steps
Allocates
resources
Leader
Devises strategy
Sets direction
Creates vision
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25. ORGANIZING
Manager
Creates
structure
Job
descriptions
Staffing
Hierarchy
Delegates
Training
Leader
Gets people on
board for strategy
Communication
Networks
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26. STAFFING
Staffing is the process
of acquiring, deploying,
and retaining a
workforce of sufficient
quantity and quality to
create positive impacts
on the organization’s
effectiveness.
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27. STAFFING CONT’D
Deployment involves decisions about how
those recruited will be allocated to
specific roles according to business
demands.
It also concerns the subsequent
appointment to more advanced jobs
through internal recruitment, promotion
or reorganisation.
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28. DIRECTING WORK
Manager
Solves problems
Negotiates
Brings to
consensus
Leader
Empowers
people
Cheerleader
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29. CONTROLLING
Manager
Implements
control systems
Performance
measures
Identifies
variances
Fixes variances
Leader
Motivate
Inspire
Gives sense
of accomplishment
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30. LEADERSHIP TRAITS
Intelligence
Personality
More intelligent
than non-leaders
Scholarship
Knowledge
Being able to get
things done
Verbal facility
Honesty
Initiative
Aggressive
Self-confident
Ambitious
Originality
Sociability
Adaptability
Physical
Doesn’t see to be
correlated
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31. LEADERSHIP STYLES
Delegating
Low relationship/ low
task
Responsibility
Willing employees
Participating
High relationship/ low
task
Facilitate decisions
Able but unwilling
Selling
High task/high
relationship
Explain decisions
Willing but unable
Telling
High Task/Low
relationship
Provide instruction
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Closely supervise
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32. NEW LEADERS TAKE NOTE
General
Advice
Take advantage of
the transition
period
Get advice and
counsel
Show empathy to
predecessor
Learn leadership
Challenges
Need knowledge
quickly
Establish new
relationships
Expectations
Personal
equilibrium
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33. NEW LEADER TRAPS
Not learning
quickly
Isolation
Know-it-all
Keeping
existing team
Taking on too
much
Captured by
wrong people
Successor
syndrome
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34. BASIC PRINCIPLES OF LEADERS
You need your people more than
they need you.
Follow the golden rule-treat others
the way you wanted to be treated.
A leader is always on stage, people
watch and analyze your action.
Assume positive intent.
Recognize that it is only possible to
change behavior, not people.
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35. BASIC PRINCIPLES,
CON’T
Decide about new organization
architecture
Build personal credibility and
momentum
Earn right to transform entity
Leaders are not normal hold your
self to a high slandered.
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36. CORE TASKS
Create Momentum
Master
technologies of
learning,
visioning, and
coalition building
Manage oneself
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37. CREATE MOMENTUM
Learn and know
about company
Securing early
wins
First set short
term goals
When achieved
make a big deal
Should fit long
term strategy
Foundation for
change
Vision of how
the organization
will look
Build political
base to support
change
Modify culture
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to fit vision
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38. CREATE MOMENTUM
Build credibility
Demanding but can
be satisfied
Accessible but not
too familiar
Focused but
flexible
Active
Can make tough
calls but humane
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39. MASTER TECHNOLOGIES
Learn from internal and external
sources
Visioning - develop strategy
Push vs. pull tools
What values does the strategy embrace?
What behaviors are needed?
Communicate the vision
Simple text
- Best channels
Clear meaning - Do it yourself !
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40. ENABLING TECHNOLOGIES, CON’T
Coalition building
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Don’t ignore politics
Technical change not
enough
Political management
isn’t same as being
political
Prevent blocking
coalitions
Build political capital
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41. MANAGE ONESELF
Be self-aware
Define your
leadership style
Get advice and
counsel
Advice is from
expert to
leader
Counsel is
insight
Types of help
Technical
Political
Personal
Advisor traits
Competent
Trustworthy
Enhance your
status
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42. A SUCCESSFUL LEADER
SHARES THE FOLLOWING
VIEWS-
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43. MISSION
Leaders know what their mission is.
They know why the organization
exists. A superior leader has a well
thought out mission describing the
purpose of the organization.. Every
employee should be able to identify
with the mission and strive to
achieve it.
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44. VISION
Where do you want your
organization to go?
Many vision needs to be
abstract enough to
encourage imagine it but concrete
enough for followers to see it,
understand it and be willing to climb
onboard to fulfil it.
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45. GOAL
Practically speaking, not all
executives immediately possess all
of the characteristics that spell
success.
Many leaders learn along the
way with hard work.
In actuality, greater
competency can be
achieved as a leader
gains more on-the-job experiences.
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46. A STRONG TEAM
Realistically, few
executives possess
all of the skills and
abilities necessary
to demonstrate total
mastery of every
requisite area
within the
organization.
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To complement the
areas of weakness, a
wise leader
assembles effective
teams of
experienced,
credentialed, and
capable individuals
who can supplement
any voids in the
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leader's skill set.

47. COMMUNICATION
SKILLS
Leader must regularly
be in touch
with key
individuals.
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48. Inspiration
Quite often,
employees need
someone to look
up to for
direction,
guidance, and
motivation.
Employees need
someone to look up
to, admire, and
follow. Even when
the production or
delivery of services
looks like "it is all
going well”
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49. HOW FAR CAN YOU GO?
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50. Presented by;
CHANDAN JHA
chandanjha16@yahoo.co.in
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