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The document discusses various leadership theories and styles. It begins with definitions of leadership and compares the differences between leadership and management. It then covers several leadership theories including: - Trait theory, which focuses on inherent qualities and characteristics of leaders. - Behavioral theories like Ohio State and University of Michigan studies, which evaluate leadership behaviors and styles. - Contingency theories like Fiedler's model and path-goal theory, which emphasize that effective leadership depends on matching a leader's style to specific situational factors. - Hersey-Blanchard's situational leadership model outlines different leadership styles that may be applied depending on the maturity of followers. The document provides an overview of different

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Leadership Strategies and Practices Your Company Name
AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 01 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 02 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 03 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 06 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 05 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 04 AGENDA
What is Leadership John C Maxwell Leadership is influence nothing more, nothing less. “ “ WWW.COMPANY.COM
Definition of Leadership Leadership is the process of influencing people and providing an environment for them to achieve team or organizational objectives. What is Leadership
Leadership Is… LeaderSH P Vision Followership Influence + + =
Who Is A Leader? A leader is a person who has a vision, a drive and a commitment to achieve that vision, and the skills to make it happen.
I never thought in terms of being a Leader I thought very simply in terms of helping People AND “ “ John Hume Leadership Quotes
Leadership Quotes Leadership is not a position or a title it is action and example
Leadership Quotes Are those who always empower others SH P Leader Bill Gates
Difference Between Managers & Leaders • Innovate • Develop • Inspire • Long term view • Ask what & why • Originate • Challenge the status quo • Do right things Leaders • Administer • Maintain • Control • Short term view • Ask How & when • Initiate • Accept the status quo • Do things right Managers vs
Leadership vs Management Leadership Management Role Visionary/ strategic thinker Enterprise builder/ productivity expert Focus Define purpose/ set direction Nurture organizational structure/establish systems and processes Approach Create a mission statement Deliver on the mission statement Methodology Evaluate strengths, needs and marketplace Organize teams, plan budgets, set timelines and maintain quality Style / tone Inspire people/foster commitment Develop talent/ solve problems Outcome Reach long range goals and objectives Manage projects effectively and efficiently WWW.COMPANY.COM 11
Inspire People 03 Empower People 06 Shared Vision 01 Honest 04 Forward Looking 07 Lead Change 02 Set Example 05 Competent 08 Qualities of a Good Leader
Formal and Informal Leadership Informal Leadership ▪ Arises when a person without formal authority is influential in directing the behaviors of others. Although not formally appointed or elected he becomes a leader through his actions or personal attractions. Formal Leadership ▪ Occurs when a manager leads by exercising formal authority. ▪ The exercise of formal authority through assigning duties derives, from the managers official position within the organization’s hierarchy of authority. ▪ Any employee who is assigned a managerial position has the opportunity and responsibility to exercise formal leadership. WWW.COMPANY.COM 13
Styles of leadership
Leadership Styles Based on Authority Do this! Do this or that as you see fit What do you think we should do? Autocratic Laissez-faire Democratic WWW.COMPANY.COM 15
Leadership Styles Based on Authority Authoritarian Democratic Free –rein (Laissez faire) Based On Authority Retained Persuasive Consultative WWW.COMPANY.COM 16
• Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders. • They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the managers. • It permits quick decision-making, as only one person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group. • High degree of dependency on the leader. Autocratic Leadership
Autocratic Leadership Advantages & Disadvantages • Subordinates are not informed about why they are asked to do a particular work • Subordinates are forced to follow the directions. • Depends entirely upon the efficiency of the leader. • Creative ideas are not utilized. • Organizational continuity is threatened Disadvantages of Autocratic Style of Leadership • Provides for quick decision-making • Subordinates like to work under centralized authority • Confidential matters can be kept secretly. • Less competent subordinates are required. Advantages of Autocratic Style of Leadership WWW.COMPANY.COM 18
WWW.COMPANY.COM 19 Democratic Leadership Process of consultation before decisions are taken Consultative Leader takes decision and seeks to persuade others that the decision is correct. Persuasive
Democratic Leadership Advantages & Disadvantages Advantages of Democratic Leadership Style • It fits almost every business. • It often has solutions for complex problems. • It promotes a creative environment. • It builds strong teams. Disadvantages of Democratic Leadership Style • It tends to become apologetic. • It is time-consuming. • It takes long to process decisions. • It can seem to be uncertain.
Laissez Faire Leadership A free rein leader does not lead, but leaves the group entirely to itself such a leader allows maximum freedom to subordinates, i.e. they are given a free hand in deciding their own policies and methods.
• When team members have the skills to succeed. • When group members are experts. • When independence is valued. Benefits of Laissez-Faire Leadership • Lack of role awareness. • Poor involvement with the group. • Low accountability. • Passivity and avoidance. Downsides of Laissez-Faire Leadership Laissez-faire Leadership Advantages & Disadvantages
Based on Task vs People Emphasis High relationship and low-task [ Supporting Style ] High task and high relationship [ Participative Style ] High task and low relationship [ Autocratic Style ] Low-task and low relationship [ Free Rein Style ] People emphasis High Low High Low Task emphasis WWW.COMPANY.COM 23
Based On Assumptions About People They distrust people and believe in close supervision and tight control over the subordinates. They are participative , trust subordinate and allow them to participate in decision-making. Mc Gregor’s Theory Theory X Theory Y WWW.COMPANY.COM 24 Based on Assumptions About People
Likert's Styles Of Leadership Benevolent Authoritative Consultative Leadership Participate Leadership Exploitative Authoritative Likert’s Four Styles WWW.COMPANY.COM 25
WWW.COMPANY.COM • A charismatic personality that inspires others to do business with him. • A much stronger interest in dealing with customers than employees. • A strong dislike for bureaucratic rules and regulations. • Anxiety to consolidate business gains as quickly as possible. Entrepreneurial Leadership
Transactional Leadership Where leaders & followers are in some type of exchange relationship in order to get needs met
Transformational Leadership- 4 Components Inspirational Motivation • Clear vision • Optimism • Inclusion • Productivity Individual Consideration • Mentorship • Empathy • Purpose • Strengths & skills Idealized Influence • Role model • Walk the walk • Enthusiasm & optimism • Embody values Intellectual Stimulation • Innovation • Creativity • Goals • Challenge WWW.COMPANY.COM 28
Transactional vs Transformational Leadership • Leader’s source of power • Follower reaction • Time Frame • Rewards • Supervision Categories • Rank, position • Compliance • Short term • Pay, promotion, etc. • Important Transactional • Character, competence • Commitment • Long term • Pride, self-esteem, etc. • Less important Transformational WWW.COMPANY.COM 29
Theories of Leadership
Leadership Theories Trait Theory Contingency Theory Leader Behavior Theory The Management Grid
Trait Theory of Leadership Personality Traits • Supervising ability • Intelligence • Initiative Abilities • Self-assurance • Decisiveness • Masculinity/ femininity • Maturity • Working class affinity Personal Traits • Need for occupational achievement • Self-actualization • Power over others • High financial rewards • Job security Motivators
What Makes a Leader Development Maturity and Charisma Analytical Ability Contextualize Decisions Honesty and Integrity Self Confidence A Desire to Lead A Drive to Achieve A Born Leader WWW.COMPANY.COM 33
Traits and Skills (Leaders vs Non-Leaders) They distrust people and believe in close supervision and tight control over the subordinates. They are participative , trust subordinate and allow them to participate in decision-making. Traits • Adaptable to situations • Alert to social environment • Ambitious, achievement oriented • Assertive • Cooperative • Decisive • Dependable • Dominant (power motivation) • Energetic (high activity level) • Persistent • Self-confident • Tolerate of stress • Willing to assume responsibility Skills • Clever (intelligent) • Conceptually skilled • Creative • Diplomatic and tactful • Fluent in speaking • Knowledgeable about the work • Organized (administrative ability) • Persuasive • Socially skilled WWW.COMPANY.COM 34
Behavioral Theory of Leadership Behavioral Theory Leadership behaviors can be taught. Trait Theory Leader are born, not made.
Managerial Grid 1 2 3 4 5 6 7 8 9 9 8 7 6 5 4 3 2 1 Country Club Management 1.9 Team Management 9.9 Impoverished Management 1.1 Task Management 9.1 Middle Of The Road Management 5.5 Concern For People Concern For Production
Behavioral Theory Studies-Ohio State Studies Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.
Emphasizing interpersonal relations, taking a personal interest in the needs of employees and accepting individual differences among members. Employee-oriented Production-oriented Leader One who emphasizes technical or task aspects of the job. University of Michigan Studies
Contingency Theories & Situational Theories of Leadership Contingency Theories 01 02 03 04 05 Fiedler Model Hersey and Blanchard's Situational Theory Leader Member Exchange Theory Path Goal Theory Leader Participation Model WWW.COMPANY.COM 39
Take a Break
Contingency Theory • Behavior of leader depends upon characteristic of situation leader is in. • Implies under what conditions will employee oriented leadership will be effective and under what type of conditions production oriented leadership be more effective.
• The theory that effective groups depends upon a proper match between a leader’s style of interesting with subordinates and the degree to which the situation gives control and influence to the leader. • There are basically three steps in the model ✓ Identifying leadership style ✓ Defining the situation ✓ Matching leaders and situations Fiedler's Model
Category 1 2 3 4 5 6 Leader member relations Good Good Poor Poor Good Good Task structure High High Low Low High High Position power Strong Weak Strong Weak Strong Weak Fiedler's Contingency Model Favorable Moderate Unfavorable Performance Good Poor Task oriented Relationship oriented WWW.COMPANY.COM 43
Least Preferred Co-worker (LPC) Scale Scale Pleasant 8 7 6 5 4 3 2 1 Unpleasant Friendly 8 7 6 5 4 3 2 1 Unfriendly Rejecting 8 7 6 5 4 3 2 1 Accepting Tense 8 7 6 5 4 3 2 1 Relaxed Cold 8 7 6 5 4 3 2 1 Warm Supportive 8 7 6 5 4 3 2 1 Hostile Boring 8 7 6 5 4 3 2 1 Interesting Quarrelsome 8 7 6 5 4 3 2 1 Harmonious Scoring Your final score is the total of the numbers you circled on the 18 scales 57 or less = Low LPC (Task motivated) 58-63 = Middle LPC (socio-independent leaders, task or with how others view them) 64 or above = High LPC (motivated by relationship) WWW.COMPANY.COM 44
Contingency Model Octant Leader-member relations Task Structure Position power Preferred leadership Style 1 Good High Structure Strong power Low LPCs Middle LPCs 2 Weak power 3 Low Structure Strong power 4 Weak power 5 Poor High Structure Strong power High LPCs 6 Weak power 7 Low Structure Strong power 8 Weak power Low LPCs
The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the groups or organization. Path Goal Theory Employee Goals Path WWW.COMPANY.COM 46
Path Goal Theory Leader behavior • Directive • Participative • Achievement oriented • Supportive Outcome • Performance • Satisfaction Environment Contingency factors • Task Structure • Formal authority system • Work group Subordinate contingency factors • Locus of control • Experience • Perceived ability WWW.COMPANY.COM 47
Path Goal Theory Path-Goal Leadership Path Path Defines Goals Clarifies path Removes Obstacles Provides support Obstacle(s) Subordinates Goal(s) (Productivity) WWW.COMPANY.COM 48
Directive Leadership Provides guidance and psychological structure Supportive Leadership Provides nurturance Participative Provides involvement Achievement oriented Provides challenges Autonomous Need for control need for clarity High expectations Need to excel Unsatisfied Need affiliation need human touch Dogmatic Authoritarian Ambiguous Unclear Unstructured complex Ambiguous Unclear rules Complex Ambiguous Challenging Complex Repetitive Unchallenging Mundane & mechanical How Path Goal Theory Works Leadership behavior Subordinate behavior Task characteristics WWW.COMPANY.COM 49
Directive behavior Supportive behavior Share ideas and facilitate in decision making Explain decisions and provide opportunity for clarification Provide specific instructions and closely supervise performance Turn over responsibility for decisions and implantation Followers can accept or reject the leader Hersey & Blanchard's Situational Leadership (SLT) S1 S2 S3 S4
Four Leadership Styles (Hersey & Blanchard) The leader define the roles needed to do the job and tells followers what, where, how, and when to do the tasks. Telling The leader provides followers with supportive instructions, but is also supportive. Selling The leader and followers share in decisions about how best to complete a high-quality job Participating The leader provides little specific, close direction or personal support to followers. Delegating 01 02 03 04
Leader-Member Exchange Theory WWW.COMPANY.COM 52 High interactions Leader Personal Compatibility, Subordinate and/or Extroverted Personality Subordinate A Subordinate B Subordinate C In group Subordinate D Subordinate E Subordinate F Out group Trust
Autocratic Leader solves the problem along using information that is readily available to him/her I (AI) Autocratic Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed. II (AII) Consultative Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone. I (CI) Group Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision. II (GII) Consultative Leader shares problem with group members collectively, but makes decision alone II (CII) Normative Decision Model (Vroom & Yetton) WWW.COMPANY.COM 53
Participative Leadership WWW.COMPANY.COM 54 Continuum Of Decision Procedures No participation by followers High participation by followers Autocratic Decision Delegated Decision Joint Decision Consultative Decision
Participative Leadership Process Facilitate the conversation. Communicate their decision back to the group. Openly share information and knowledge. Synthesize all the available information. Encourage people to share their ideas. Take the best possible decision. WWW.COMPANY.COM 55
Four Types of Participative Decision Making Autocratic participative decision-making implies that while possible solutions are brainstormed collectively, the responsibility of taking the final decision is still on the leader alone. Democratic or participative leadership encourages participation of all members, but the final decision is taken by the leader. Consensus decision-making is a leadership style where the leader gives up control and responsibility of decision- making, leaving it entirely to the group. Collective decision-making is a form of leadership style where all decision are taken by the group, and the responsibility for these decisions are also entirely on the group. Participative decision- making styles Democratic Consensus Collective Autocratic WWW.COMPANY.COM 56
Icons For Leadership WWW.COMPANY.COM 57
Additional Slides
WWW.COMPANY.COM 59 Our Vision This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Our Mission This slide is 100% editable. Adapt it to your needs and capture your audience's attention. &
Anita Parker CEO Adapt it to your needs and capture your audience's attention. John Parker Editor Adapt it to your needs and capture your audience's attention. Tom Torres Web designer Adapt it to your needs and capture your audience's attention. Meet our Team WWW.COMPANY.COM 60
About Us Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Target Audiences Preferred by many Values client
Satisfaction Adapt it to your needs and capture your audience's attention. Values Adapt it to your needs and capture your audience's attention. Communication Adapt it to your needs and capture your audience's attention. Our Main Goals
Comparison vs Boss takes credit gives credit Leader WWW.COMPANY.COM 63
WWW.COMPANY.COM 64 Financial Highlights +6% to 203.8 cents Minimum Normal Earning +8% to 225.8 cents Maximum Dividend per share
Dashboard 20 100 60 40% (Low) 20 100 60 80% (High) This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 65
Location United States Brazil China Australia WWW.COMPANY.COM 66
Timeline This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2012 2013 2015 2014 2017 WWW.COMPANY.COM 67
Post it This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 68
NEWSPAPER This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Newspaper
This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 01 02 03 Business Puzzle
Target Achievement This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
Venn This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2. 1. 3. 4. WWW.COMPANY.COM 72
Mind Map Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 73
Lego Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. 01 02 03 04 05 06 07 WWW.COMPANY.COM 74
20% for Leader 10% for employee Silhouettes This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
Bar Graph 4 3 4 5 3 5 2 3 Q1 Q2 Q3 Q4 Sales Budget Quarter Sales Budget % Q1 $4K $3K 150% Q2 $3K $5K 88% Q3 $4K $2K 120% Q4 $5K $3K 135% Sales vs Budget 2016 • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 76
Hierarchy WWW.COMPANY.COM 77 Manager Team Leader CEO Sales Managers Team Members Sales Members Support
Funnel 01 02 03 04 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 78
Pie Chart 14% 38% 23% 25% This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 79
WWW.COMPANY.COM 80 Address: # street number, city, state Contact Number: 0123456789 Email Address: emailaddress@123gmail.com THANK YOU

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Leadership Strategies And Practices Powerpoint Presentation Slides

  • 2. AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 01 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 02 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 03 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 06 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 05 AGENDA This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 04 AGENDA
  • 3. What is Leadership John C Maxwell Leadership is influence nothing more, nothing less. “ “ WWW.COMPANY.COM
  • 4. Definition of Leadership Leadership is the process of influencing people and providing an environment for them to achieve team or organizational objectives. What is Leadership
  • 6. Who Is A Leader? A leader is a person who has a vision, a drive and a commitment to achieve that vision, and the skills to make it happen.
  • 7. I never thought in terms of being a Leader I thought very simply in terms of helping People AND “ “ John Hume Leadership Quotes
  • 8. Leadership Quotes Leadership is not a position or a title it is action and example
  • 9. Leadership Quotes Are those who always empower others SH P Leader Bill Gates
  • 10. Difference Between Managers & Leaders • Innovate • Develop • Inspire • Long term view • Ask what & why • Originate • Challenge the status quo • Do right things Leaders • Administer • Maintain • Control • Short term view • Ask How & when • Initiate • Accept the status quo • Do things right Managers vs
  • 11. Leadership vs Management Leadership Management Role Visionary/ strategic thinker Enterprise builder/ productivity expert Focus Define purpose/ set direction Nurture organizational structure/establish systems and processes Approach Create a mission statement Deliver on the mission statement Methodology Evaluate strengths, needs and marketplace Organize teams, plan budgets, set timelines and maintain quality Style / tone Inspire people/foster commitment Develop talent/ solve problems Outcome Reach long range goals and objectives Manage projects effectively and efficiently WWW.COMPANY.COM 11
  • 12. Inspire People 03 Empower People 06 Shared Vision 01 Honest 04 Forward Looking 07 Lead Change 02 Set Example 05 Competent 08 Qualities of a Good Leader
  • 13. Formal and Informal Leadership Informal Leadership ▪ Arises when a person without formal authority is influential in directing the behaviors of others. Although not formally appointed or elected he becomes a leader through his actions or personal attractions. Formal Leadership ▪ Occurs when a manager leads by exercising formal authority. ▪ The exercise of formal authority through assigning duties derives, from the managers official position within the organization’s hierarchy of authority. ▪ Any employee who is assigned a managerial position has the opportunity and responsibility to exercise formal leadership. WWW.COMPANY.COM 13
  • 15. Leadership Styles Based on Authority Do this! Do this or that as you see fit What do you think we should do? Autocratic Laissez-faire Democratic WWW.COMPANY.COM 15
  • 16. Leadership Styles Based on Authority Authoritarian Democratic Free –rein (Laissez faire) Based On Authority Retained Persuasive Consultative WWW.COMPANY.COM 16
  • 17. • Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders. • They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the managers. • It permits quick decision-making, as only one person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group. • High degree of dependency on the leader. Autocratic Leadership
  • 18. Autocratic Leadership Advantages & Disadvantages • Subordinates are not informed about why they are asked to do a particular work • Subordinates are forced to follow the directions. • Depends entirely upon the efficiency of the leader. • Creative ideas are not utilized. • Organizational continuity is threatened Disadvantages of Autocratic Style of Leadership • Provides for quick decision-making • Subordinates like to work under centralized authority • Confidential matters can be kept secretly. • Less competent subordinates are required. Advantages of Autocratic Style of Leadership WWW.COMPANY.COM 18
  • 19. WWW.COMPANY.COM 19 Democratic Leadership Process of consultation before decisions are taken Consultative Leader takes decision and seeks to persuade others that the decision is correct. Persuasive
  • 20. Democratic Leadership Advantages & Disadvantages Advantages of Democratic Leadership Style • It fits almost every business. • It often has solutions for complex problems. • It promotes a creative environment. • It builds strong teams. Disadvantages of Democratic Leadership Style • It tends to become apologetic. • It is time-consuming. • It takes long to process decisions. • It can seem to be uncertain.
  • 21. Laissez Faire Leadership A free rein leader does not lead, but leaves the group entirely to itself such a leader allows maximum freedom to subordinates, i.e. they are given a free hand in deciding their own policies and methods.
  • 22. • When team members have the skills to succeed. • When group members are experts. • When independence is valued. Benefits of Laissez-Faire Leadership • Lack of role awareness. • Poor involvement with the group. • Low accountability. • Passivity and avoidance. Downsides of Laissez-Faire Leadership Laissez-faire Leadership Advantages & Disadvantages
  • 23. Based on Task vs People Emphasis High relationship and low-task [ Supporting Style ] High task and high relationship [ Participative Style ] High task and low relationship [ Autocratic Style ] Low-task and low relationship [ Free Rein Style ] People emphasis High Low High Low Task emphasis WWW.COMPANY.COM 23
  • 24. Based On Assumptions About People They distrust people and believe in close supervision and tight control over the subordinates. They are participative , trust subordinate and allow them to participate in decision-making. Mc Gregor’s Theory Theory X Theory Y WWW.COMPANY.COM 24 Based on Assumptions About People
  • 25. Likert's Styles Of Leadership Benevolent Authoritative Consultative Leadership Participate Leadership Exploitative Authoritative Likert’s Four Styles WWW.COMPANY.COM 25
  • 26. WWW.COMPANY.COM • A charismatic personality that inspires others to do business with him. • A much stronger interest in dealing with customers than employees. • A strong dislike for bureaucratic rules and regulations. • Anxiety to consolidate business gains as quickly as possible. Entrepreneurial Leadership
  • 27. Transactional Leadership Where leaders & followers are in some type of exchange relationship in order to get needs met
  • 28. Transformational Leadership- 4 Components Inspirational Motivation • Clear vision • Optimism • Inclusion • Productivity Individual Consideration • Mentorship • Empathy • Purpose • Strengths & skills Idealized Influence • Role model • Walk the walk • Enthusiasm & optimism • Embody values Intellectual Stimulation • Innovation • Creativity • Goals • Challenge WWW.COMPANY.COM 28
  • 29. Transactional vs Transformational Leadership • Leader’s source of power • Follower reaction • Time Frame • Rewards • Supervision Categories • Rank, position • Compliance • Short term • Pay, promotion, etc. • Important Transactional • Character, competence • Commitment • Long term • Pride, self-esteem, etc. • Less important Transformational WWW.COMPANY.COM 29
  • 32. Trait Theory of Leadership Personality Traits • Supervising ability • Intelligence • Initiative Abilities • Self-assurance • Decisiveness • Masculinity/ femininity • Maturity • Working class affinity Personal Traits • Need for occupational achievement • Self-actualization • Power over others • High financial rewards • Job security Motivators
  • 33. What Makes a Leader Development Maturity and Charisma Analytical Ability Contextualize Decisions Honesty and Integrity Self Confidence A Desire to Lead A Drive to Achieve A Born Leader WWW.COMPANY.COM 33
  • 34. Traits and Skills (Leaders vs Non-Leaders) They distrust people and believe in close supervision and tight control over the subordinates. They are participative , trust subordinate and allow them to participate in decision-making. Traits • Adaptable to situations • Alert to social environment • Ambitious, achievement oriented • Assertive • Cooperative • Decisive • Dependable • Dominant (power motivation) • Energetic (high activity level) • Persistent • Self-confident • Tolerate of stress • Willing to assume responsibility Skills • Clever (intelligent) • Conceptually skilled • Creative • Diplomatic and tactful • Fluent in speaking • Knowledgeable about the work • Organized (administrative ability) • Persuasive • Socially skilled WWW.COMPANY.COM 34
  • 35. Behavioral Theory of Leadership Behavioral Theory Leadership behaviors can be taught. Trait Theory Leader are born, not made.
  • 37. Behavioral Theory Studies-Ohio State Studies Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.
  • 38. Emphasizing interpersonal relations, taking a personal interest in the needs of employees and accepting individual differences among members. Employee-oriented Production-oriented Leader One who emphasizes technical or task aspects of the job. University of Michigan Studies
  • 39. Contingency Theories & Situational Theories of Leadership Contingency Theories 01 02 03 04 05 Fiedler Model Hersey and Blanchard's Situational Theory Leader Member Exchange Theory Path Goal Theory Leader Participation Model WWW.COMPANY.COM 39
  • 41. Contingency Theory • Behavior of leader depends upon characteristic of situation leader is in. • Implies under what conditions will employee oriented leadership will be effective and under what type of conditions production oriented leadership be more effective.
  • 42. • The theory that effective groups depends upon a proper match between a leader’s style of interesting with subordinates and the degree to which the situation gives control and influence to the leader. • There are basically three steps in the model ✓ Identifying leadership style ✓ Defining the situation ✓ Matching leaders and situations Fiedler's Model
  • 43. Category 1 2 3 4 5 6 Leader member relations Good Good Poor Poor Good Good Task structure High High Low Low High High Position power Strong Weak Strong Weak Strong Weak Fiedler's Contingency Model Favorable Moderate Unfavorable Performance Good Poor Task oriented Relationship oriented WWW.COMPANY.COM 43
  • 44. Least Preferred Co-worker (LPC) Scale Scale Pleasant 8 7 6 5 4 3 2 1 Unpleasant Friendly 8 7 6 5 4 3 2 1 Unfriendly Rejecting 8 7 6 5 4 3 2 1 Accepting Tense 8 7 6 5 4 3 2 1 Relaxed Cold 8 7 6 5 4 3 2 1 Warm Supportive 8 7 6 5 4 3 2 1 Hostile Boring 8 7 6 5 4 3 2 1 Interesting Quarrelsome 8 7 6 5 4 3 2 1 Harmonious Scoring Your final score is the total of the numbers you circled on the 18 scales 57 or less = Low LPC (Task motivated) 58-63 = Middle LPC (socio-independent leaders, task or with how others view them) 64 or above = High LPC (motivated by relationship) WWW.COMPANY.COM 44
  • 45. Contingency Model Octant Leader-member relations Task Structure Position power Preferred leadership Style 1 Good High Structure Strong power Low LPCs Middle LPCs 2 Weak power 3 Low Structure Strong power 4 Weak power 5 Poor High Structure Strong power High LPCs 6 Weak power 7 Low Structure Strong power 8 Weak power Low LPCs
  • 46. The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the groups or organization. Path Goal Theory Employee Goals Path WWW.COMPANY.COM 46
  • 47. Path Goal Theory Leader behavior • Directive • Participative • Achievement oriented • Supportive Outcome • Performance • Satisfaction Environment Contingency factors • Task Structure • Formal authority system • Work group Subordinate contingency factors • Locus of control • Experience • Perceived ability WWW.COMPANY.COM 47
  • 48. Path Goal Theory Path-Goal Leadership Path Path Defines Goals Clarifies path Removes Obstacles Provides support Obstacle(s) Subordinates Goal(s) (Productivity) WWW.COMPANY.COM 48
  • 49. Directive Leadership Provides guidance and psychological structure Supportive Leadership Provides nurturance Participative Provides involvement Achievement oriented Provides challenges Autonomous Need for control need for clarity High expectations Need to excel Unsatisfied Need affiliation need human touch Dogmatic Authoritarian Ambiguous Unclear Unstructured complex Ambiguous Unclear rules Complex Ambiguous Challenging Complex Repetitive Unchallenging Mundane & mechanical How Path Goal Theory Works Leadership behavior Subordinate behavior Task characteristics WWW.COMPANY.COM 49
  • 50. Directive behavior Supportive behavior Share ideas and facilitate in decision making Explain decisions and provide opportunity for clarification Provide specific instructions and closely supervise performance Turn over responsibility for decisions and implantation Followers can accept or reject the leader Hersey & Blanchard's Situational Leadership (SLT) S1 S2 S3 S4
  • 51. Four Leadership Styles (Hersey & Blanchard) The leader define the roles needed to do the job and tells followers what, where, how, and when to do the tasks. Telling The leader provides followers with supportive instructions, but is also supportive. Selling The leader and followers share in decisions about how best to complete a high-quality job Participating The leader provides little specific, close direction or personal support to followers. Delegating 01 02 03 04
  • 52. Leader-Member Exchange Theory WWW.COMPANY.COM 52 High interactions Leader Personal Compatibility, Subordinate and/or Extroverted Personality Subordinate A Subordinate B Subordinate C In group Subordinate D Subordinate E Subordinate F Out group Trust
  • 53. Autocratic Leader solves the problem along using information that is readily available to him/her I (AI) Autocratic Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed. II (AII) Consultative Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone. I (CI) Group Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision. II (GII) Consultative Leader shares problem with group members collectively, but makes decision alone II (CII) Normative Decision Model (Vroom & Yetton) WWW.COMPANY.COM 53
  • 54. Participative Leadership WWW.COMPANY.COM 54 Continuum Of Decision Procedures No participation by followers High participation by followers Autocratic Decision Delegated Decision Joint Decision Consultative Decision
  • 55. Participative Leadership Process Facilitate the conversation. Communicate their decision back to the group. Openly share information and knowledge. Synthesize all the available information. Encourage people to share their ideas. Take the best possible decision. WWW.COMPANY.COM 55
  • 56. Four Types of Participative Decision Making Autocratic participative decision-making implies that while possible solutions are brainstormed collectively, the responsibility of taking the final decision is still on the leader alone. Democratic or participative leadership encourages participation of all members, but the final decision is taken by the leader. Consensus decision-making is a leadership style where the leader gives up control and responsibility of decision- making, leaving it entirely to the group. Collective decision-making is a form of leadership style where all decision are taken by the group, and the responsibility for these decisions are also entirely on the group. Participative decision- making styles Democratic Consensus Collective Autocratic WWW.COMPANY.COM 56
  • 59. WWW.COMPANY.COM 59 Our Vision This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Our Mission This slide is 100% editable. Adapt it to your needs and capture your audience's attention. &
  • 60. Anita Parker CEO Adapt it to your needs and capture your audience's attention. John Parker Editor Adapt it to your needs and capture your audience's attention. Tom Torres Web designer Adapt it to your needs and capture your audience's attention. Meet our Team WWW.COMPANY.COM 60
  • 61. About Us Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Target Audiences Preferred by many Values client
  • 62. Satisfaction Adapt it to your needs and capture your audience's attention. Values Adapt it to your needs and capture your audience's attention. Communication Adapt it to your needs and capture your audience's attention. Our Main Goals
  • 64. WWW.COMPANY.COM 64 Financial Highlights +6% to 203.8 cents Minimum Normal Earning +8% to 225.8 cents Maximum Dividend per share
  • 65. Dashboard 20 100 60 40% (Low) 20 100 60 80% (High) This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 65
  • 67. Timeline This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2012 2013 2015 2014 2017 WWW.COMPANY.COM 67
  • 68. Post it This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 68
  • 69. NEWSPAPER This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Newspaper
  • 70. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 01 02 03 Business Puzzle
  • 71. Target Achievement This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
  • 72. Venn This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2. 1. 3. 4. WWW.COMPANY.COM 72
  • 73. Mind Map Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 73
  • 74. Lego Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. Adapt it to your needs and capture your audience's attention. 01 02 03 04 05 06 07 WWW.COMPANY.COM 74
  • 75. 20% for Leader 10% for employee Silhouettes This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
  • 76. Bar Graph 4 3 4 5 3 5 2 3 Q1 Q2 Q3 Q4 Sales Budget Quarter Sales Budget % Q1 $4K $3K 150% Q2 $3K $5K 88% Q3 $4K $2K 120% Q4 $5K $3K 135% Sales vs Budget 2016 • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 76
  • 77. Hierarchy WWW.COMPANY.COM 77 Manager Team Leader CEO Sales Managers Team Members Sales Members Support
  • 78. Funnel 01 02 03 04 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 78
  • 79. Pie Chart 14% 38% 23% 25% This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. WWW.COMPANY.COM 79
  • 80. WWW.COMPANY.COM 80 Address: # street number, city, state Contact Number: 0123456789 Email Address: emailaddress@123gmail.com THANK YOU