From Mahatma Gandhi to Adolf Hitler to

Barack Obama ,there are as many

leadership styles as there are leaders..
2
 Introduction

Success of a business concern is depending upon the

ability if its leadership. leadership exist in any type of
organization. wherever and in whatever situation If
someone tries to influence the behavior of another
individual, or group, there is leadership.
Definition of Leadership

• Leadership is a process by which a person influences others

to accomplish an objective and directs the organization in a
way that makes it more cohesive and coherent.
Four Factors of Leadership
Principles of Leadership
 Know yourself and seek self-improvement

 Be technically proficient

 Seek responsibility and take responsibility for your actions

 Make sound and timely decisions

 Set the example

 Know your people and look out for their well-being

 Keep your workers informed

Attributes of Leadership
BE KNOW DO
BE a professional.
BE a professional who possess good character traits.
KNOW yourself.
KNOW human nature.
KNOW your job.
KNOW your organization.
KNOW the factors of leadership.
DO motivate.
DO implement.
DO provide direction.
The Process of Great Leadership

Challenge the process

Inspire a shared vision

Enable others to act

Model the way

Encourage the heart

 Understanding Leadership
styles
The leadership style we will
discuss here are:

• AUTOCRATIC STYLE
• DEMOCRATIC STYLE
• LAISSEZ FAIRE STYLE
 AUTHORITARIAN (AUTOCRATIC)

Manager retains as much

power and decision-making
authority as possible. The
manager does not consult
employees, nor are they
allowed to give any input.
Employees are expected to
obey orders without
receiving any explanations.
The motivation
environment is produced by
creating a structured set
of rewards and
punishments.

I want both of you to. . .

Adolf Hitler and his administration
were responsible for the deaths of
millions of Jewish people. Stalin
killed over 3 million people through
famines, executions and forced
labor. Castro is symbolic with having
control over Cuba's resources,
resulting in food rationing and
numerous attempts by residents to
flee the country.
What is Democratic Leadership?

The style has the following characteristics:

1. Manager seeks consultation on all major issues
and decisions.
2. Manager effectively delegate tasks to
subordinates and give them full control and
responsibility for those tasks.
3. Manager welcomes feedback on the results of
intiatives and the work environment.
4. Manager encourages others to become leaders
and be involved in leadership development.
 Indra Nooyi
• “Leadership is hard to define
and good leadership even
harder. But if you can get
people to follow you to the
ends of the earth, you are a
great leader. As a leader, I
am tough on myself and I
raise the standard for
everybody; however, I am
very caring because I want
people to excel at what they
are doing so that they can
aspire to be me in the
future."
• Indra Nooyi in an interview
to CNBC in June 2008.
• As someone who has always aspired to build a company
committed to its people and to the world, I admire her
determination to achieve sustainability at an established
company like PepsiCo. And I believe that all socially responsible
companies could learn from Indra Nooyi's style of leadership."

Howard Schulz, president and CEO of Starbucks coffee company,

on presenting Nooyi the 2008 time 100 award.-
Narayana Murthy and Infosys
Narayana Murthy turned a
small software development
venture that he had set up
with his friends in 1981, into
one of the leading companies
of the country. Infosys grew
rapidly throughout the
1990s. He distributed the
company’s profits among the
employees through a stock
option program and adopted
the best corporate
governance practice.
LAISSEZ-FAIRE
This French phrase
means “leave it be”
and is used to
describe a leader
who leaves his/her
colleagues to get on
with their work.
The style is largely
a "hands off" view
that tends to
minimize the
amount of direction
and face time You two take care of the problem while I
required. go. . .
 So far we have briefed about three Leadership
Styles , Now can you guess the leadership styles
of these leaders..
Change Leadership
 Change Leadership
• The most challenging aspect of business is
leading and managing change
• The business environment is subject to fast-
paced economic and social change
• Modern business must adapt
and be flexible to survive
• Problems in leading change stem mainly from
human resource management
 Change Leadership
• Leaders need to be aware of how change
impacts on workers:
• Series of self-esteem states identified by
Adams et al and cited by Garrett
– Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding
and managing change personal change London, Martin Robertson
– Garrett, V. (1997) Managing Change in School leadership for the 21st
century Brett Davies and Linda Ellison, London, Routledge
 Change Leadership
Self-esteem
6. Search
2.
3.
4.
5. Minimisation:
Depression:
Acceptance/letting
Testing
1. Immobilisation
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The
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7try
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overtake
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7. Internalisation:
6 the change is
3 understood and
adopted within the
1 individual’s own
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esteem.
4 Time
Theories of Leadership
Theories of Leadership
Management V.S Leadership
Manage things
&
Lead people
• Leadership role: applies to people by provide inspiration, create
opportunities, energize people, and make key choices ; sending a value standard
messages to people which they then follow or use.

If you want to lead employees to very high performance, treat them with great
respect and not like robots, thus leading them to treat their work, their customers,
each other and their bosses with great respect.

• Management role: is how to (planning, organizing, directing, reporting,

budgeting…). Actually it is focused on effective deployment of resources, systems,
and processes, to make things happen and keep work on track; to supervise
endless details and engage in complex interactions that are routinely part of any
development...

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 Management Leadership

Based on facts Based on ideas

Finds answers Rises questions

Solves problems Creates challenges

Learns via training Learns through experience
Tactical, short-term horizon Strategic, long-term
perspective
Goal orientation Feeds the imagination
Narrow and more limited Seeks alternatives
Running an organization inspiring people to run an
organization

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 Management
Skills
Leadership Skills
Territory management
Budgeting Motivation
Sales meetings Recognition
Performance evaluation Coaching
Recruiting/selecting Rewarding
Training Counseling
Record-keeping Creating
Time management

People Skills
Verbal & non-verbal communication skills
Relationship skills

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 Leaders Synergy Managers

Provide Vision  Empowerment  Provide resources

Seeks Opportunities  Achievements  Reduce Risks

Inspire  Teamwork  Coordinate

Creativity  Innovation  Provide Structure

Do Right Things  Effectiveness  Do Things Right

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 Communication is the bridge between
effective management and leadership

Values
Ability
Motivation
Mission
Vision
Goals

Communication

Team- Creati-
building vity Business
Ethical Diversity Function
Decision- Mgmt.
making
al
Areas

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The Perfect Leader
 A good leader uses all three styles, depending on what forces
are involved between the followers, the leader, and the
situation. Some examples include:
• Using an authoritarian style on a new employee who is just
learning the job. The leader is competent and a good coach. The
employee is motivated to learn a new skill. The situation is a new
environment for the employee.
• Using a participative style with a team of workers who know
their job. The leader knows the problem, but does not have all
the information. The employees know their jobs and want to
become part of the team.
• Using a delegative style with a worker who knows more about
the job than you. You cannot do everything! The employee needs
to take ownership of her job. Also, the situation might call for
you to be at other places, doing other things.
 Forces that influence the style to be used included:

• How much time is available.

• Are relationships based on respect and trust or on
disrespect?
• Who has the information - you, your employees, or both?
• How well your employees are trained and how well you know
the task.
• Internal conflicts.
• Stress levels.
• Type of task. Is it structured, unstructured, complicated, or
simple?