SUBMITTED BY: ANUP GOPINATH (2K11AO6) INDRAJITH (2K11A13) RANJEET JOON (2K11A23) SHACHI AHUJA (2K11A27) MOHIT MADAN

(2K11A44)

A leader is one who guides and directs other people and gives their efforts,

directions and purpose.

The leader influences the followers in such a way that they willingly strive towards the accomplishment of common objectives .

Leadership may be defined as the process of influencing the behavior and performance of others in group efforts towards the achievement of specific goals in a given situation.
Leadership is the ability of a manager to induce subordinates to work with confidence

and zeal

BY Koontz and ODonnell

Power and Understanding People: The first ingredient of leadership is power. Leaders have the power to make a lot of crucial decisions. The second ingredient is the fundamental understanding of people.

Inspiring Followers: The third ingredient of leadership is the rare ability to inspire followers to apply their full capabilities to a project. The leader must be able to convince the employees that their willingness to do work will bring best result in their performance.

Style of the Leader: The fourth ingredient of leadership has to do with the style of the leader and the climate he or she develops. The leader must be able to influence the behavior of employees to create an environment where everyone contributes towards an effective performance. Relationship with the Boss: An effective manager must develop a healthy relationship with their boss. Thus, the managers must understand the bosss goals and pressures and give attention to his or her concerns

Early trait theories identified:

Physical characteristics (height, appearance) Personality characteristics (extrovert) Skills and abilities (intelligence) Social factors (interpersonal skills)

Some studies have identified these traits:

Drive Motivation Integrity Honesty Self-confidence Cognitive ability Knowledge

It emphasizes symbolic leader behavior that transforms employees to pursue organizational goals over self interests.

Key characteristics of Charismatic leaders:

Self confidence A vision Ability to articulate the vision Perceived as being a Change Agent Environmental Sensitivity

AUTOCRATIC LEADER
AUTOCRATIC LEADER

FOLLOWER

FOLLOWER

FOLLOWER

Here all decision making power is centralized in the leader, as with dictators. Leaders do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision making as only one person decides for the whole group and keep each decision to him/herself until he/she feels it need to be shared with the rest of the group.

DEMOCRATIC OR PARTICIPATIVE LEADER

DEMOCRATIC OR PARTICIPATIVE LEADER

FOLLOWER

FOLLOWER

It favours decision making by the group. Such a leader gives instructions after consulting the group. They can win the coperation of the group and can motivate them effectively and positively. The decisions are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them.

FREE-REIN LEADER

FREE-REIN LEADER

FOLLOWER
FOLLOWER

FOLLOWER

This type of leader does not lead, but leaves the group entirely to itself.

It allows maximum freedom to subordinates, they are free hand in deciding their own policies and methods.

This approach was developed by Robert Blake and Jane Mouton.

It has two dimensions:

concern for people concern for production

It includes the attitude of a supervisor toward a wide variety of things : quality of policy decisions. procedures and processes. creativeness of research. quality of service. work efficiency . volume of output.

Degree of personal commitment towards goal achievement. Maintenance of self esteem of workers.

Placement of responsibility on the basis of trust.

MANAGERIAL GRID

This concept was developed by Robert Tannenbaum and Warren H. Schmidt. It involves a variety of styles ,ranging from one that is highly boss-centered to one that is highly subordinate-centered. The continuum theory recognizes that the appropriate style of leadership depends on the leader, the followers, and the situation.

personality, confidence in subordinates,

inclination towards leadership styles and

Forces operating in the managers

feelings of security in uncertain situations.

Forces in subordinates such as their willingness to assume responsibility, their knowledge and experience, and their tolerance for ambiguity.

The forces in the situation such as organizational values and traditions, effectiveness of subordinates working as a unit , the nature of a problem and the feasibility of safely delegating the authority to handle it , and the pressure of time.