LEADERSHIPLEADERSHIP

Submitted toSubmitted to : :

Mr.Hussain KhorasaniMr.Hussain Khorasani

Submitted bySubmitted by : :

Taqdees Tahir (BB/852)Taqdees Tahir (BB/852)

Huma Siddiqui (BB/783)Huma Siddiqui (BB/783)

Muhammad Shahid (BB/805)Muhammad Shahid (BB/805)

Nasir Saleem (BB/809)Nasir Saleem (BB/809)

Omair Ahsan (BB/808)Omair Ahsan (BB/808)

LeadershipLeadership

Leadership can be defined as:Leadership can be defined as:

“ “The art or process of influencing The art or process of influencing people so that they will strive people so that they will strive willingly and enthusiastically toward willingly and enthusiastically toward the achievement of group goals.”the achievement of group goals.”

TYPES OF LEADER IN TYPES OF LEADER IN ORGANIZATIONORGANIZATION

FORMAL LEADERFORMAL LEADER

INFORMAL LEADERINFORMAL LEADER

LEADERSHIP BASICLEADERSHIP BASIC

Leadership has been defined as:Leadership has been defined as:

An integral part of the group process. An integral part of the group process.

As an influence process,As an influence process, As the initiation of structure, and As the initiation of structure, and As the instrument of goal As the instrument of goal

achievement.achievement.

Group phenomenonGroup phenomenon

InfluenceInfluence

Goal directedGoal directed

HierarchyHierarchy

INGREDIENTS OF LEADERSHIPINGREDIENTS OF LEADERSHIP

The ability to use power effectively and The ability to use power effectively and in a responsible mannerin a responsible manner

The ability to comprehend that human The ability to comprehend that human beings have different motivation force at beings have different motivation force at different times and in different situationsdifferent times and in different situations

The ability to inspireThe ability to inspire

The ability to act in a manner that will The ability to act in a manner that will develop a climate conductive to develop a climate conductive to responding to and arousing motivationsresponding to and arousing motivations

THREE APPROACHES TO THREE APPROACHES TO UNDERSTANDING LEADERSHIPUNDERSTANDING LEADERSHIP

The three general approaches have The three general approaches have been used to understand leadership been used to understand leadership are:are:

Trait ApproachTrait Approach Behavior ApproachBehavior Approach Contingency ApproachContingency Approach

1) 1) EARLY TRAIT APPROACH:EARLY TRAIT APPROACH:

From 1900s to 1940s, most leadership From 1900s to 1940s, most leadership studies focused on identifying leadership studies focused on identifying leadership characteristics or traits.characteristics or traits.

Trait approach aimed at identifying Trait approach aimed at identifying individual characteristics such as individual characteristics such as demographic factor or personality traits.demographic factor or personality traits.

2) 2) BEHAVIOR APPROACH:BEHAVIOR APPROACH: Leadership behavior concerned with Leadership behavior concerned with

defining and organizing the task to help defining and organizing the task to help followers achieve the goals.followers achieve the goals.

Leadership behavior that aimed at Leadership behavior that aimed at creating mutual trust and respect creating mutual trust and respect with followers.with followers.

3)3)CONTIGENCY APPROACH:CONTIGENCY APPROACH:

Strong-willed and domineering more Strong-willed and domineering more effective then one who is soft-spoken effective then one who is soft-spoken and allows participation. and allows participation.

LEADERSHIP TRAITSLEADERSHIP TRAITS

Theorists explain leadership ability in Theorists explain leadership ability in terms of inherent characteristics or terms of inherent characteristics or qualities that people posses to qualities that people posses to different degrees.different degrees.

Employees provided four traits in Employees provided four traits in over 50% of their responses:honest, over 50% of their responses:honest, competent, forward looking, and competent, forward looking, and inspiring. inspiring.

RANKINGRANKING CHARACTERISTICSCHARACTERISTICS PERCENTPERCENT

11 Honest Honest 8888

22 Forward-looking Forward-looking 7575

33 Inspiring Inspiring 6868

44 Competent Competent 6363

55 Fair-minded Fair-minded 4949

66 Supportive Supportive 4141

77 Broad minded Broad minded 4040

88 Intelligent Intelligent 4040

99 Courageous Courageous 3535

1010 Dependable Dependable 3232

1111 Straightforward Straightforward 2929

1212 Cooperative Cooperative 2828

1313 Imaginative Imaginative 2828

1414 Caring Caring 2323

1515 Determined Determined 1717

1616 Ambitious Ambitious 1313

1717 Loyal Loyal 1313

1818 Mature Mature 1313

1919 Self-controlled Self-controlled 1111

2020 Independent Independent 55

LEADERSHIP STYLESLEADERSHIP STYLES

The leadership styles are:The leadership styles are:

1.1. AutocraticAutocratic2.2. Participative or democraticParticipative or democratic3.3. Free-reinFree-rein 1) 1) AUTOCRATIC LEADERSHIP:AUTOCRATIC LEADERSHIP: The autocratic leader command and The autocratic leader command and

expect complains is dogmatic and expect complains is dogmatic and positive, and leads by the ability to positive, and leads by the ability to withhold or give reward and punishment. withhold or give reward and punishment.

2) 2) DEMOCRATIC OR DEMOCRATIC OR PARTICIPATIVE LEADERSHIP:PARTICIPATIVE LEADERSHIP:

The democratic or participative, The democratic or participative, leaders consults with subordinates leaders consults with subordinates on proposed action and decision.on proposed action and decision.

3)3)FREE-REIN LEADERSHIPFREE-REIN LEADERSHIP::

The free-rein leader uses his or her The free-rein leader uses his or her power very little, if at all, giving power very little, if at all, giving subordinate a high degree of subordinate a high degree of independence in their operations. independence in their operations.

AUTOCRATIC LEADER

FOLLOWER FOLLOWER FOLLOWER

DEMOCRATIC LEADER

FOLLOWER FOLLOWER FOLLOWER

FREE-REIN LEADER

FOLLOWER FOLLOWERFOLLOWER

THE FLOW OF INFLUENCE WITH THREE LEADERSHIP STYLES

CONTINGENCY THEORY OF CONTINGENCY THEORY OF LEADERSHIPLEADERSHIP

Fred Fiedler developed the first Fred Fiedler developed the first comprehensive leadership contingency comprehensive leadership contingency model in the 1960s.model in the 1960s.

basic premise is that the match between the basic premise is that the match between the leader styles and the leadership situation.leader styles and the leadership situation.

The theory holds that people become leaders The theory holds that people become leaders not only because the attributes of their not only because the attributes of their personalities but also because of their personalities but also because of their situational factors and the interaction situational factors and the interaction between leaders and group members. between leaders and group members.

The following are the three situational The following are the three situational factors:factors:

1)Position power1)Position power

2)Task structure2)Task structure

3)Leader-member relation3)Leader-member relation

1)1)POSITION POWERPOSITION POWER:: contingency model, refers to the contingency model, refers to the

leaders official power and influence leaders official power and influence over subordinates to hire, fire, reward, over subordinates to hire, fire, reward, or punish.or punish.

2)2)TASK STRUCTURE:TASK STRUCTURE:

It refers to the degree of clarity a task,It refers to the degree of clarity a task, the quality of performance can be more easily the quality of performance can be more easily

controlled and group member can be held more controlled and group member can be held more definitely responsible for performance.definitely responsible for performance.

3)3)LEADER-MEMBER RELATION:LEADER-MEMBER RELATION:

It refers to cohesion of the group and the quality It refers to cohesion of the group and the quality of interaction between the leader and follower of interaction between the leader and follower and among group member.and among group member.

Leadership performance depends as much on the Leadership performance depends as much on the organization as it depends on the leaders own organization as it depends on the leaders own attribute.attribute.

THE PATH-GOAL THEORYTHE PATH-GOAL THEORY The path-goal theory suggests that the main The path-goal theory suggests that the main

function of the leader is to clarify and set function of the leader is to clarify and set goals with subordinates, help them find the goals with subordinates, help them find the best path for achieving the goals, and best path for achieving the goals, and remove obstacles.remove obstacles.

Leader behavior categories into four groups:Leader behavior categories into four groups:

1) Supportive leadership1) Supportive leadership

2) Participative leadership2) Participative leadership

3) Instrumental leadership3) Instrumental leadership

4) Achievement-oriented leadership4) Achievement-oriented leadership

1) 1) SUPPORTIVE LEADERSHIP:SUPPORTIVE LEADERSHIP:

Supportive leadership behavior gives Supportive leadership behavior gives consideration to the need of subordinate, consideration to the need of subordinate, shows a concern for their well being, and shows a concern for their well being, and creates a pleasant organizational climate.creates a pleasant organizational climate.

2) PARTICIPATIVE LEADERSHIP:2) PARTICIPATIVE LEADERSHIP:

Participative leadership allows subordinates Participative leadership allows subordinates to influence the decision of their superiors to influence the decision of their superiors and can result in increased motivation and can result in increased motivation

3)3)INSTRUMENTAL LEADERSHIP:INSTRUMENTAL LEADERSHIP:

Instrumental leadership gives subordinates Instrumental leadership gives subordinates rather specific guidance and clarify that is rather specific guidance and clarify that is expected of them; this includes aspect of expected of them; this includes aspect of planning, organizing, coordinating, and planning, organizing, coordinating, and controlling by the leader.controlling by the leader.

4)4)ACHIEVEMENT-ORIENTED LEADERSHIP:ACHIEVEMENT-ORIENTED LEADERSHIP:

Achievement-oriented leadership involved Achievement-oriented leadership involved setting challenging goals, seeking setting challenging goals, seeking improvement of performance. improvement of performance.

LEADER MEMBER EXCHANGE LEADER MEMBER EXCHANGE THEORYTHEORY

The leader member exchange theory describes The leader member exchange theory describes the different kinds of relationships b/w a leader the different kinds of relationships b/w a leader and a follower and describes what the leader and and a follower and describes what the leader and the follower give to and receive back from the the follower give to and receive back from the relationship.relationship.

This model focuses on the leader-follower dyad---This model focuses on the leader-follower dyad---(a dyad is two individuals regarded as a pair.(a dyad is two individuals regarded as a pair.

The leader develops with the subordinate a The leader develops with the subordinate a special relationship characterized by mutual special relationship characterized by mutual trust,commitment and involvement.trust,commitment and involvement.

The relationship b/w a leader and The relationship b/w a leader and subordinates can be classified as in-subordinates can be classified as in-group or out-group relationship.group or out-group relationship.

Research suggesst that it is Research suggesst that it is desireable for leaders to develop desireable for leaders to develop special relationships with their special relationships with their subordinates,for subordinates who subordinates,for subordinates who are in the in-group are loyal to their are in the in-group are loyal to their leaders and perform a high level then leaders and perform a high level then the subordinates in the out-groupthe subordinates in the out-group

NEW TOPICS IN LEADERSHIP NEW TOPICS IN LEADERSHIP RESEARCHRESEARCH

TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIP

CHARISMATIC LEADERCHARISMATIC LEADER

LEADER MOODLEADER MOOD

GENDER AND LEADERSHIPGENDER AND LEADERSHIP

CONCLUSIONCONCLUSION

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