Chapter No 03.ppt chapter number 3 which is leadership

leadership presentation

1. LEADERSHIPLEADERSHIP

2. LeadershipLeadership
Process of influencing others to achieve
organisational goals.
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3. Power? Power?
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4. Sources of leadership powerSources of leadership power
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Coercive powerReward power
Legitimate
power
Expert power Referent power
Information
power
Influence
positio
n

5. Effective use of powerEffective use of power
Likely reaction to use of power:
= Resistance

= Compliance

= Commitment
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Referent
Expert
Legitimate
Information
Reward
Coercion

6. Effective Leader ??????Effective Leader ??????
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7. 1. Leadership traits1. Leadership traits
Distinctive internal qualities or characteristics
of an individual, such as
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8. 8
Abraham Lincoln Hitler

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10. 2. Leadership behaviour2. Leadership behaviour
Theoretical approach based on the idea that
specific behaviours may make some leaders more
effective than others.
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11. LOWA and Michigan LOWA and Michigan
Leadership stylesLeadership styles
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12. MichiganMichigan
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13. Ohio state studies Ohio state studies
Initiating structure:
Degree to which a leader
defines their own role
and the roles of
subordinates in terms of
achieving unit goals
Consideration:
Degree to which a leader
builds mutual trust with
subordinates, respects
their ideas and shows
concern for their feelings
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14. Developing leadership theoryDeveloping leadership theory
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15. Fiedler’s contingency model Fiedler’s contingency model
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Least Preferred Coworker Orientation: Personality traits indicating
the extent to which an individual places a higher priority on task
accomplishment than on personal relationship.
The least-preferred coworker scale (LPC) is a management
heuristic that
 assigns an individual's leadership style as either task-
oriented or relationship-oriented. The scale utilizes a subjective
evaluation of an individual's attitudes toward their least favorable
coworker.

16. Assessing the Situation Assessing the Situation
•Leader member relations: To what extent group
support leader ?
•Task Structure : Clarity of goals, tasks and
Performance standards
•Position Power: Ability of reward and punishment
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High LPC = Task Oriented Low LPC= Relationship-Oriented
1,2,3,8 Remaining
The most effective leader in this situation would be high LPC – that
is, a leader who can focus on building relationships first.

18. Normative Leadership Normative Leadership
Model Model
•Model helping leaders assess critical situational
factors affecting extent to which they should
involve subordinates in particular decisions.
•Narrative leadership is interpreted as the leader who
aspires to construct leadership by telling stories.
Leadership is a task of persuasion, of winning
people's minds and hearts. Storytelling is thus
inherently suited for the task of leadership.
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•(Autocratic) A1: Leader takes known information
and then decides alone.
•(Autocratic) A2: Leader gets information from
followers, and then decides alone.
•(Consultative) C1: Leader shares problem with
followers individually, listens to ideas and then
decides alone.
•(Consultative) C2: Leader shares problems with
followers as a group, listens to ideas and then
decides alone.
•(Collaborative) G2: Leader shares problems with
followers as a group and then seeks and accepts
consensus agreement.

20. Situational Leadership Situational Leadership
theory theory
•Behaviour of leaders depends upon Readiness of
Followers
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21. Developing leadership Developing leadership
theorytheory
Path–goal theory
Theory attempting to explain how leader behaviour
can positively influence the motivation and job
satisfaction of subordinates.
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22. Developing leadership Developing leadership
theorytheory
Path–goal theory:
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Leader behaviour
• Directive
• Supportive
• Participative
• Achievement
Environmental contingency factors
• Task structure, formal authority, work groups
Subordinate contingency factors
•Personality, experience, abilities, needs
Outcomes:
• Performance
• Satisfaction

23. Transactional
V/S
Transformational
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24. Transformational leadership/ Transformational leadership/
transactional leadership transactional leadership
Transformational leaders
Leaders who motivate individuals to perform beyond
normal expectations by inspiring subordinates to focus
on broader missions transcending their own self-
interests.
Transactional leadership, also known as managerial
leadership, focuses on the role of supervision,
organization, and group performance. Leaders who
implement this style focus on specific tasks and use
rewards and punishments to motivate followers.
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25. Transformational Transformational
leadershipleadership
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Motivate others
Vision beyond self-interest
Seek intrinsic higher level goals
Seek performance beyond expectations
Have charisma
Key
characteristics
of
transformational
leaders