leader and manager,Leadership styles and theories.

1. Mohamed Abu elnour

2. Agenda
 1-Leader and manger.
 2-Leader Traits.
 3-Leadership styles.
 4-Leadership theories.
 5-Facts about leadership.

3. What's the leadership ?
 Leading people
 Influencing people
 Commanding people
 Guiding people

4. Leader and Manger
Leader Manger
 Do the right things
 Focus on people
 Inspire
 Ask what and why?
 Innovate
 Create Change
 Outcome oriented
 Originates
 Show a direction
 charisma
 Transformational
 Problems are opportunities
 Followers
 Do Things right
 Focus on things
 Control
 Ask how and when?
 Administer
 Mange Change
 Rules oriented
 Imitates
 Plans and budget
 Authority
 Transactional
 Problems are problems
 Subordinates

5. Leader Traits
 Motivating Be organized
 Inspiring Strong communication skills
 Honesty Team Builder
 Initiative Make a difference
 Ambitious Enthusiasm
 Self-confidence Clear Vision
 Be Knowledge Coaching
 Sociability Problem solving
 Adaptability Intelligent
 Encouraging Trust
 Be passionate Decision Maker
 Experience Creative
 Charisma Good listener
• Be Positive

6. Leadership styles
 There's no “best” leadership style.
 What are the factors for selecting leadership
style?
1. Objectives that need to be achieved.
2. Followers.
3. Situation
• So leadership style is the approach for providing
the right way to the team members, implementing
planning strategies ,and motivating people by
including all the leadership styles.

7. Leadership styles
1. Autocratic
2. Democratic
3. Laissez Faire
4. Bureaucratic
5. Charismatic
6. Task Orientated
7. Transformational
8. Transactional

8. Leadership styles
1)Autocratic 2)Democratic (Participative)
 Leader make decision without
reference to anyone else .
 Team agreement not needed.
 Demotivation ,alienation of
staff as they cannot question
decision or give suggestions.
 Valuable when quick decision
are needed or high level of
management control are
needed.(Military
,manufacturing)
 Encourage decision
making from different
prospective.
 Team agreement is needed.
 Help motivation
,involvement, improving
share of ideas and
experience business.
 Can delay decision making
as its time consuming.
 Need knowledgeable and
skillful team members.

9. Leadership styles
3) Bureaucratic 4) Charismatic
 Leader follow rules and
procedures without any
deviation
 They Act as enforcer rather than
leader.
 This style doesn't work in
organization that require staff to
be creative, innovative, and
flexible plus this style produce
culture of resentment..
 Suitable for work involving high
level of health, safety , security
concerns.
 Leaders instill inspiration,
motivation ,excitement and
commitment in staff.
 They adept using body ,verbal
language can tailor their actions
and words to suit given situation
or person.
 The team can become reliant on
one person and collapse if they
leave.
 Similar to transformational
leader.

10. 5)Laissez –faire(Free rein style)
 The leadership responsibilities are shared by all.
 Leader doesn’t involved with people other than to provide
resources or advise if required.
 Can be useful when team members are highly capable, able to
analyse the situation and close monitoring of decision is not
needed.
 When there's full trust and confidence in the team members as it
depend on good teamwork and good interpersonal relation.
 Not suitable for lesser experienced employees or poor self
motivation people.
 This French phrase mean (let them do it)

11. 6)Task Orientated
 Focus only on getting the job done.
 Monitor and organize peoples work and put structure
,plan , roles ensure deadlines are met.
 Leaders work well with staff who can not self manage
their time.

12. Transformational and transactional
 7)Transformational
 Leaders arouse emotions in their followers
which motivates them to act .
 Leadership is proactive and forms new
expectations in followers.
 Leaders are distinguished by their capacity
to inspirational motivation and provide
individualized consideration,
intellectual stimulation and idealized
influence to their followers.
 Leaders create learning opportunities for
their followers and stimulate followers to
solve problems
 Leaders possess good visioning, and
management skills, to develop strong
emotional bonds with followers
 leader changes the organizational culture.
 8)Transactional
 Leaders are aware of the link between the
effort and reward.
 Leadership is responsive and its basic
orientation is dealing with present issues
 Leaders rely on standard forms of
inducement, reward, punishment and
sanction to control followers.
 Leaders motivate followers by setting goals
and promising rewards for desired
performance
 Leadership depends on the leader’s power
to reinforce subordinates for their successful
completion of the bargain.
 leaders work within the organizational
culture as it exists.
 Transactional is four element contingent
reward, active management by exception,
passive management by exception and
laissez faire.

13. Leadership theories:-
 1-Great man Theory
 2-Behavioral Theory.
 3-Situational Theory.
 4-Contingency Theory.
 5-Trait Theory.
 6-Participative Theory.
 7-Mangement Theory.
 8-Servant Theory.

14. 1)Great man Theory
 Great leader are born, not made.
 They will arise when there's a greet need.
 " leaders possess characteristics or traits not found in
the rest of the population. This concept is based on the
belief that great leaders are not made but born with
unique characteristics which allow them to rise to the
occasion during difficult periods in history to
overcome obstacles and lead their nation successfully.

15. 2)Behavioral theory
 Based upon the belief that great leaders are made, not
born.
 This leadership theory focuses on the actions of
leaders not on mental qualities or internal states,
According to this theory, people can learn to become
leaders through teaching and observation.
Country
club(accommodating)
Team leader or
managment(sound)
Impoverished(indifferent)
Produce or perish authority-
compliance(dictatorial)
Middle of the
road(status quo)
High
High
Low
Low Concern for production
Concern For
people

16. Concern for people:-this level to which leader considers people , interests,
development and needs when accomplishing a task.
Concern for production:-this level to which leader emphasizes,
organizational , productivity when accomplishing a task.
Its known by managerial gird.
3)Situational leadership
Choosing the Right Leadership Style for the Right People
 A)The Hersey-Blanchard Situational Leadership Theory was created by Dr
Paul Hersey, a professor and author of "The Situational Leader," and Ken
Blanchard, author of the best selling "The One-Minute Manager," among others.
 The theory states that instead of using just one style, successful leaders should
change their leadership styles based on the maturity of the people they're leading
and the details of the task.
 Using this theory, leaders should be able to place more or less emphasis on the
task, and more or less emphasis on the relationships with the people they're
leading, depending on what's needed to get the job done successfully.

17. Leadership styles
 According to Hersey and Blanchard, there are four main leadership
styles:4S
 Telling (S1) – Leaders tell their people exactly what to do, and how to do
it. (one way communication)
 Selling (S2) – Leaders still provide information and direction, but
there's more communication with followers (two way). Leaders "sell"
their message to get the team on board.
 Participating (S3) – Leaders focus more on the relationship and less
on direction. The leader works with the team, and shares decision-
making responsibilities.
 Delegating (S4) – Leaders pass most of the responsibility onto the
follower or group. The leaders still monitor progress, but they're less
involved in decisions.
 As you can see, styles S1 and S2 are focused on getting the task done.
Styles S3 and S4 are more concerned with developing team members'
abilities to work independently.

18. Maturity level
Maturity Maturity
level
Description
M1 Low People at this level of maturity are at the bottom level of the scale.
They lack the knowledge, skills, or confidence to work on their own,
and they often need to be pushed to take the task on.( unable,
unwilling)
M2 Moderate At this level, followers might be willing to work on the task, but they
still don't have the skills to do it successfully( unable ,willing )
M3 Moderate followers are ready and willing to help with the task. They have more
skills than the M2 group, but they're still not confident in their
abilities( capable , unwilling)
M4 High These followers are able to work on their own. They have high
confidence and strong skills, and they're committed to the task.(
capable ,willing )
According to Hersey and Blanchard, knowing when to use each style is
largely dependent on the maturity of the person or group you're
leading. They break maturity down into four different levels:

19. Development level
 A good leader develops “the competence and commitment of their
people so they’re self-motivated rather than dependent on others for
direction and guidance.
 According to Hersey's "the situational book ,the leader’s high, realistic
expectation causes high performance of followers; the leader’s low
expectations lead to low performance of followers.
 According to Ken Blanchard, "Four combinations of competence and
commitment make up what we call 'development level.'“
 “competence” mean (ability, knowledge, and skill)
 “commitment” (confidence and motivation)

21. B) Vroom and Yetton's Normative Model
 Decision acceptance increases commitment and effectiveness of action.
 Participation increases decision acceptance.
 Vroom and Yetton defined five different decision procedures. Two are
autocratic (A1 and A2), two are consultative (C1 and C2) and one is
Group based (G2).
 A1: Leader takes known information and then decides alone.
 A2: Leader gets information from followers, and then decides alone.
 C1: Leader shares problem with followers individually, listens to ideas
and then decides alone.
 C2: Leader shares problems with followers as a group, listens to ideas
and then decides alone.
 G2: Leader shares problems with followers as a group and then seeks
and accepts consensus agreement.
 This types effect on decision quality and acceptance.

22. c) House Path-Goal Theory
 The Path-Goal Theory of Leadership was developed to
describe the way that leaders encourage and support their
followers in achieving the goals they have been set by
making the path that they should take clear and easy.
 In particular, leaders:
 1-Clarify the path so subordinates know which way to go.
 2-Remove roadblocks that are stopping them going there.
 3-Increasing the rewards along the route
 House and Mitchell (1974) describe four styles of leadership :
supportive ,directive, participative, achievement oriented.

23. 4) Contingency Theory
 Contingency theory is similar to situational theory in that there is an
assumption of no simple one right way.
 The main difference is that situational theory tends to focus more on the
behaviors that the leader should adopt, given situational factors (often
about follower behavior),
 whereas contingency theory takes a broader view that includes contingent
factors about leader capability and other variables within the situation.
 Fiedler's Least Preferred Co-worker (LPC) Theory
 Leaders prioritize between task-focus and people-focus.
 Relationships, power and task structure are the three key factors that drive effective
styles
 Leader-Member Relations: The extent to which the leader has the support
and loyalties of followers and relations with them are friendly and
cooperative.
 Task structure: The extent to which tasks are standardized, documented
and controlled.
 Leader's Position-power: The extent to which the leader has authority to
assess follower performance and give reward or punishment

24. Fiedler identified the a Least Preferred Co-Worker scoring for leaders by asking
them first to think of a person with which they worked that they would like least
to work with again, and then to score the person on a range of scales between
positive factors (friendly, helpful, cheerful, etc.) and negative factors (unfriendly,
unhelpful, gloomy, etc.).
A high LPC leader generally scores the other person as positive and a low LPC
leader scores them as negative.
High LPC leaders tend to have close and positive relationships and act in a
supportive way, even prioritizing the relationship before the task.
Low LPC leaders put the task first and will turn to relationships only when they
are satisfied with how the work is going.
A high LPC approach is best when leader-member relations are poor, except
when the task is unstructured and the leader is weak, in which a low LPC style is
better.

25. 5)Trait theory
 The trait model of leadership is based on the behavior and personality
characteristics of many leaders both successful and unsuccessful and is
used to predict leadership effectiveness.
 Assume that people inherit certain qualities and traits that make them
better suited to leadership.(born not made)
 The resulting lists of traits are then compared to those of potential leaders
to assess their likelihood of success or failure.
 Successful leaders definitely have interests, abilities, and personality traits
that are different from those of the less effective leaders.
 identify physiological (appearance, height, and weight), demographic (age,
education and socioeconomic background), personality, self-confidence,
and aggressiveness), intellective (intelligence, decisiveness, judgment, and
knowledge), task-related (achievement drive, initiative, and persistence),
and social characteristics (sociability and cooperativeness) charisma ,
flexibility ,creativity with leader emergence and leader effectiveness.

26. Advantages of theory
a) It serves as a yardstick against which the leadership traits of an individual can be
assessed
b) It gives a detailed knowledge and understanding of the leader element in the leadership
process.
c) The manager aware of their strengths and weaknesses and thus they get an
understanding of how they can develop their leadership qualities.
Limitations of The Trait Theory
a) The list of possible traits to be very long. More than 100 different traits of successful
leaders in various leadership positions have been identified.
b) There is also a disagreement over which traits are the most important for an effective
leader .
c) The model attempts to physical traits such as, height and weight, to effective leadership.
Most of these factors relate to situational factors. For example, a minimum weight and
height might be necessary to perform the tasks efficiently in a military leadership
position. In business organizations, these are not the requirements to be an effective
leader.
d) Not all traits are born some are developed .
e) How do we explain people who possess those qualities but are not leaders? This
question is one of the difficulties in using trait theories to explain leadership.

27. 6)Participative Theory:
 It’s the same of transformational style.
7) Management Theory:
 It’s the same of transactional style.
8)Servant Theory:
 The servant-leader is servant first… It begins with the
natural feeling that one wants to serve, to serve first.
Then conscious choice brings one to aspire to lead.
 Characteristics of being a servant leader
a)listening: communication skills is motivated to actively listen, hear
what is not said.
b)Empathy: employees are seen as needing appreciation and respect.
c)Healing: problem solver ,manages conflict.

28. d)Awareness: self and general awareness, holistic
e)Persuasion: convince not coerce
f)Conceptualization: personal vision, implements goals and strategy,
think outside limits of business.
g)Foresight: can see what could happen, learn and reflect on the past and
can use this in future.
h)Stewardship: openness and persuasion are more important than
control
j)Commitment to growth: people have value beyond what they can
contribute, everyone involved in decision, personal ,professional and
spiritual growth.
k)Community building: within the organization and between
organizations.

29. Facts
 A good leader inspires people to have confidence in their leader
while a greet leader inspires people to have confidence in
themselves.
 A leader is one who inspires, motivates, and leads people to
accomplish the organizational goals.
 “You don’t have to be in a management position to be a leader,
leaders are found throughout all levels in an organization”
 “Leadership plays a major role in determining the success or
failure of an organization”
“Leadership skills can be developed, if you want to be a successful
leader you must work to develop your skills.”
 “Leadership is the ability to direct people, more important, to
have those people accept that direction”. (Lombardi, 2001)

30. Its better to lead from behind and to put others
in front,
especially when you celebrate victory when nice
things occur.
you take front line when theirs danger.
then people will appreciate your leadership.
(Nelson Mandela)