LEADERSHIP

1
LEADERSHIP

• LEADERSHIP VS.MANAGEMENT
• TRAIT THEORIES
• ASSUMPTION OF NATURAL LEADER
• TRAITS
• FINDINGS
• CRITICISMS
• CONCLUSION

2

• BEHAVIOURAL APPROACH
• IOWA STUDIES
• AUTOCRATIC
• DEMOCRATIC
• LAISSEZ-FAIRE
• OHIO STATE
• INITIATING STRUCTURE
• CONSIDERATION
• MANAGERIAL GRID
• CONCLUSION

3

• SITUATIONAL THEORIES
• FIEDLERS CONTIONGENCY MODEL
• LPC SCALE
• INTERPRETATION OF LPC
• ASSESSING THE SITUATION
• LEADER-MEMBER RELATIONS
• TASK STRUCTURE
• POSITION POWER
• MATCHING STYLE AND SITUATION
• STRATEGIES OF LEADERSHIP
• CONCLUSION

4

• HERSEY AND BLANCHARDS SITUATIONAL LEADERSHIP
  THEORY
• USE OF OHIO GRID
• CONCEPT OF READINESS/MATURITY
• 4 LEVELS
• TELLING
• SELLING
• PARTICIPTING
• DELEGATING
• CONCLUSION

5

• VROOM AND YETTONS DECISION TREE
• 5 STYLES
• AUTOCRATIC 1 (A1)
• AUTOCRATIC 11 (A11)
• CONSULTATIVE 1 (C1)
• CONSULTATIVE 11 (C11)
• GROUP 11(G11)
• 7 TO 12 DECISION RULES

6

• HOUSES PATH GOAL THEORY
• MAJOR CONCEPTS
• LEADER BEHAVIOUR
• DIRECTIVE
• SUPPORTIVE
• PARTICIPATIVE
• ACHIEVEMENT-ORIENTED
• SITUATIONAL FACTORS
• SUBORDINATES CHARACTERISTICS
• ENVIRONMENT
• CHOOSING LEADER BEHAVIOURS
• ADVANTAGES
• DISADVANTAGES

7

• TRANSACTIONAL VS CHARISMATIC LEADERSHIP
• RESEARCH
• BEST LEADERS
• SITUATIONAL
• TRAINING
• PROBLEMS WITH UNETHICAL BEHAVIOUR
• LMX
• RELATIONSHIP
• SUBSTITUTES
• CONSTRAINTS ON LEADERSHIP