LEADERSHIP

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LEADERSHIP

• Submitted to
• Mr.Hussain Khorasani
• Submitted by
• Taqdees Tahir (BB/852)
• Huma Siddiqui (BB/783)
• Muhammad Shahid (BB/805)
• Nasir Saleem (BB/809)
• Omair Ahsan (BB/808)

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Leadership

• Leadership can be defined as
• The art or process of influencing people
  so that they will strive willingly and
  enthusiastically toward the achievement of group
  goals.

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TYPES OF LEADER IN ORGANIZATION

• FORMAL LEADER
• INFORMAL LEADER

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LEADERSHIP BASIC

• Leadership has been defined as
• An integral part of the group process.
• As an influence process,
• As the initiation of structure, and
• As the instrument of goal achievement.

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• Group phenomenon
• Influence
• Goal directed
• Hierarchy

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INGREDIENTS OF LEADERSHIP

• The ability to use power effectively and in a
  responsible manner
• The ability to comprehend that human beings have
  different motivation force at different times and
  in different situations
• The ability to inspire
• The ability to act in a manner that will develop
  a climate conductive to responding to and
  arousing motivations

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THREE APPROACHES TO UNDERSTANDING LEADERSHIP

• The three general approaches have been used to
  understand leadership are
• Trait Approach
• Behavior Approach
• Contingency Approach

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• 1) EARLY TRAIT APPROACH
• From 1900s to 1940s, most leadership studies
  focused on identifying leadership characteristics
  or traits.
• Trait approach aimed at identifying individual
  characteristics such as demographic factor or
  personality traits.
• 2) BEHAVIOR APPROACH
• Leadership behavior concerned with defining and
  organizing the task to help followers achieve the
  goals.

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• Leadership behavior that aimed at creating mutual
  trust and respect with followers.
• 3)CONTIGENCY APPROACH
• Strong-willed and domineering more effective then
  one who is soft-spoken and allows participation.
  

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LEADERSHIP TRAITS

• Theorists explain leadership ability in terms of
  inherent characteristics or qualities that people
  posses to different degrees.
• Employees provided four traits in over 50 of
  their responseshonest, competent, forward
  looking, and inspiring.

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RANKING CHARACTERISTICS PERCENT
1 Honest 88
2 Forward-looking 75
3 Inspiring 68
4 Competent 63
5 Fair-minded 49
6 Supportive 41
7 Broad minded 40
8 Intelligent 40
9 Courageous 35
10 Dependable 32
11 Straightforward 29
12 Cooperative 28
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13 Imaginative 28
14 Caring 23
15 Determined 17
16 Ambitious 13
17 Loyal 13
18 Mature 13
19 Self-controlled 11
20 Independent 5
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LEADERSHIP STYLES

• The leadership styles are
• Autocratic
• Participative or democratic
• Free-rein
• 1) AUTOCRATIC LEADERSHIP
• The autocratic leader command and expect
  complains is dogmatic and positive, and leads by
  the ability to withhold or give reward and
  punishment.

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• 2) DEMOCRATIC OR PARTICIPATIVE
  LEADERSHIP
• The democratic or participative, leaders consults
  with subordinates on proposed action and
  decision.
• 3)FREE-REIN LEADERSHIP
• The free-rein leader uses his or her power very
  little, if at all, giving subordinate a high
  degree of independence in their operations.

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AUTOCRATIC LEADER
FOLLOWER
FOLLOWER
FOLLOWER
DEMOCRATIC LEADER
FOLLOWER
FOLLOWER
FOLLOWER
FREE-REIN LEADER
FOLLOWER
FOLLOWER
FOLLOWER
THE FLOW OF INFLUENCE WITH THREE LEADERSHIP STYLES
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CONTINGENCY THEORY OF LEADERSHIP

• Fred Fiedler developed the first comprehensive
  leadership contingency model in the 1960s.
• basic premise is that the match between the
  leader styles and the leadership situation.
• The theory holds that people become leaders not
  only because the attributes of their
  personalities but also because of their
  situational factors and the interaction between
  leaders and group members.

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• The following are the three situational factors
• 1)Position power
• 2)Task structure
• 3)Leader-member relation
• 1)POSITION POWER
• contingency model, refers to the leaders official
  power and influence over subordinates to hire,
  fire, reward, or punish.

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• 2)TASK STRUCTURE
• It refers to the degree of clarity a task,
• the quality of performance can be more easily
  controlled and group member can be held more
  definitely responsible for performance.
• 3)LEADER-MEMBER RELATION
• It refers to cohesion of the group and the
  quality of interaction between the leader and
  follower and among group member.
• Leadership performance depends as much on the
  organization as it depends on the leaders own
  attribute.

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THE PATH-GOAL THEORY

• The path-goal theory suggests that the main
  function of the leader is to clarify and set
  goals with subordinates, help them find the best
  path for achieving the goals, and remove
  obstacles.
• Leader behavior categories into four groups
• 1) Supportive leadership
• 2) Participative leadership
• 3) Instrumental leadership
• 4) Achievement-oriented leadership

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• 1) SUPPORTIVE LEADERSHIP
• Supportive leadership behavior gives
  consideration to the need of subordinate, shows a
  concern for their well being, and creates a
  pleasant organizational climate.
• 2) PARTICIPATIVE LEADERSHIP
• Participative leadership allows subordinates to
  influence the decision of their superiors and can
  result in increased motivation

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• 3)INSTRUMENTAL LEADERSHIP
• Instrumental leadership gives subordinates rather
  specific guidance and clarify that is expected of
  them this includes aspect of planning,
  organizing, coordinating, and controlling by the
  leader.
• 4)ACHIEVEMENT-ORIENTED LEADERSHIP
• Achievement-oriented leadership involved setting
  challenging goals, seeking improvement of
  performance.

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LEADER MEMBER EXCHANGE THEORY

• The leader member exchange theory describes the
  different kinds of relationships b/w a leader and
  a follower and describes what the leader and the
  follower give to and receive back from the
  relationship.
• This model focuses on the leader-follower
  dyad---(a dyad is two individuals regarded as a
  pair.
• The leader develops with the subordinate a
  special relationship characterized by mutual
  trust,commitment and involvement.

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• The relationship b/w a leader and subordinates
  can be classified as in-group or out-group
  relationship.
• Research suggesst that it is desireable for
  leaders to develop special relationships with
  their subordinates,for subordinates who are in
  the in-group are loyal to their leaders and
  perform a high level then the subordinates in the
  out-group

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NEW TOPICS IN LEADERSHIP RESEARCH

• TRANSFORMATIONAL LEADERSHIP
• CHARISMATIC LEADER
• LEADER MOOD
• GENDER AND LEADERSHIP

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CONCLUSION

• Leadership required creating shared visions of
  future objectives, determining how they can be
  obtained, convincing other to join the effort to
  succeed.