Leadership Theories For HRM Specialization.

1. Group No 03

2. • Miss. S.K.Manisha Basini 2012/BAD/123
• Mr. E.M.M.K Edirisingha 2012/BAD/126
• Mr. Packiyanathan Mathushan 2012/BAD/131
• Miss. Mithula Thurairajasingam 2012/BAD/136
• Mr. U.L.Mohamed Manas 2012/BAD/140
• Mr. Wickramarajasingam Parasuraman 2012/BAD/168
• Miss. Priyatharshini Suntharam 2012/BAD/185
• Mr. Rajakulendran Pushpakanthan 2012/BAD/186
• Miss. Puwanambigei Mohan 2012/BAD/187

4. The theory popularized in the 1840s by
“Thomas Carlyle” when he analyzed the
behaviors of military figures of the time.
Great-man theories examples.
 Mahadma Ghandhi
 Abraham Lincoln
 Steve Jobs

5. Great-man theory stated that
leaders were born and cannot be
made. Particular characteristics or
traits found in a leader is definitely
inborn.
“LEARDERS ARE BORN”

6. • Leaders are not fundamentally different
from followers, many followers have the
same charcteristics like leadrers
• There are certain characterstics which do
contribute to leadership, success;
intelligence,initiative,stress,tolerance,repon
sibility,friendlines,and dominance

7. • Gender bias
• No specific proof or bias
• Leadership can be taught
• Environmental and situational factors do
influence leadership
• Not enough great leaders in the world

9. Charismatic leadership is
“ Resting on devotion to the exceptional
sanctity, heroism or exemplary character of
an individual person, and of the normative
patterns or order revealed or ordained by
him”
-Max Weber

10. Communication
Maturity
Humility
Compassion
Substance
Confidence
Positive body language
Listening skills
Self-monitoring
Self-improvement

11. Ability to affect change
Energetic and driving leader
Sensitivity to people emotions
Supportive environment
Vision and articulation

12. Lack of Clarity
Reliance on Leader
 Lack of Successors and Visionaries
Poor management
Autonomy
Broken trust

14. Transactional leadership is a style of
leadership in which the leader
promotes compliance of his/her
followers through both rewards and
punishments.

15. • Employees are motivated by reward and
punishment.
• The subordinates have to obey the orders.
• The subordinates are not self-motivated.

16. • Leaders overemphasize detailed and short-
term goals, not follower’s creativity.
• Leaders are found to be effective & efficiency
decisions which are aimed at cutting costs and
improving productivity.
• Leaders tend to be highly directive and action
oriented.
• assumes that subordinates can be motivated
by simple rewards.

18. Transformational Leadership refers to
the process whereby an individual
engages with others and creates a
connection that raises the level of
motivation and morality in both the
leader and the follower.

19. He identified their three ways in which
leaders transform followers:
 Increasing their awareness of task importance
and value.
 Getting them to focus first on team
organizational goals, rather than their own
interests.
 Activating their higher order needs.

20. Transformational leadership is
defined as how the leader affects
followers, Who are intended to trust,
admire and respect the
transformational leader.
- Bass.B.M-

21. People will follow a person who inspires
them.
A person with Vision and passion can
Achieve great things.
The way to get things done is by injecting
enthusiasm and energy.

22. Transformational leadership makes use of
impression management and therefore lend
itself to amoral self promotion by leaders.
The theory is very difficult to trained or
taught because it is a combination of many
leadership theories.
Followers might be manipulated by leaders
and there are chances that they lose more
than they gain.