LEADERSHIP

Present By:Manoj Paudel Sharada KhanalBhajan Bista Rachana ShakyaShrestha Eliya Kamal ThapaAnita Dhakal Jibraj Dhital

Leadership

Concept: An art of human skill. Process of influencing the subordinates . Helps to work hard and corporate

enthusiastically in the achievement of group goals.

It is also a process of influencing a group. the action of leading a group of people or

an organization,

Leadership is the ability to lead, the ability to guide, direct or incfluence people of the organization or a group.

“Leadership is the ability to influencing a group toward the achievement of goals.”__ Robbins

NATURE OF LEADERSHIP

It is a relationship between two or more people for some common objectives.

The essence of leadership is followership. There cannot be leader without followers.

It is a function of leader, the followers and other situational variables.

It is something the leader does, not something S/HE has.

It is human factor- art, ability and many more.

DEVELOPMENT OF LEADERSHIP THEORY

Until approximately 1930, there was not much academic interest in the area of leadership.

Fredrick Taylor –Scientific Management Management (time/motion (time/motion studies of productivity) (late 1800’s).

Max Weber –(writing on bureaucracy) a leader possessed power by virtue of his position (1922).

Mary Parker Follett – participatory management in “power with” as opposed opposed to “power over” (1926)

THEORIES OF LEADERSHIP

Approaches to Leadership

Trait Approach

Behavioral Approach

Contingency Approach

1. TRAIT THEORIES (1930S-1940S) It is the oldest approach, which dominated the field of

leadership till 1940s. It assumes that, ‘Leaders are born, not made.’ It describe behavior of the deader, which is observed. Leadership is most observed but it is least understood. It describe the people in term of qualities and their

different behavior. This type of leader possess different behavior which is

difficult to observed. It is also called great man theory of leadership.

DIFFERENT POINTS OF TRAITS WHICH DISTINGUISH LEADERS FROM NON LEADERS.

Drive Leadership motivation Energy Knowledge Intelligence Self-Confidence Emotional intelligence

LIMITATIONS OF TRAIT THEORIES

It describe about the trait but there is no common trait to study leadership in organization.

The trait which is describe in this theory may not be enough to distribute leaders.

This study sometimes falls to find real cause and effect of curtain behavior in organization setting.

This theories sometimes may create problems. For eg. Different qualities of leaders may not leads organizations towards the success.

2. BEHAVIORAL THEORIES OF LEADERSHIP

Behavioral theories of leadership are classified as such because they focus on the study of specific behaviors of a leader. For behavioral theorists, a leader behavior is the best predictor of his leadership influences and as a result, is the best determinant of his or her leadership success.

There are various theories of behavior studies which are as follows: Michigan Studies Ohio State University (1940s) The managerial Grid.

MICHIGAN STUDIES (1950S)

This theory states the study which was undertaken Michigan University in 1940s. This study explains the different behavior of leaders. Different expert or researcher have taken low and high performing group. These different group shows the behavior of people differently.

OHIO STATE UNIVERSITY (1940S)

This theory explains about the different behavior of the people which occurs at the time of work place. This study was taken place around 40s and 50s at Ohio State University. This theory tries to find out what makes behavior leadership effective 100s of item were taken for experiment with concluding different part of human behavior. This theory follows the Michigan experiment theory. To separate parts of human life was base point of experiment.

MANAGERIAL GRID (1964)

This theory was developed by Robert R. Blake and Jane Mouton.

This model originally identified five different leadership styles based on the concern for people and the concern for production.

The optimal leadership style in this model is based on Theory Y.

MANAGERIAL GRID

MANAGERIAL GRID

The model is represented as a grid with concern for production as the x-axis and concern for people as the y-axis; each axis ranges from 1 (Low) to 9 (High). The resulting leadership styles are as follows: The indifferent (previously called impoverished) style (1,1): The accommodating (previously, country club) style (1,9): The dictatorial (previously, produce or perish) style (9,1): The status quo (previously, middle-of-the-road) style (5,5): The sound (previously, team style) (9,9): The opportunistic style:  The opportunistic style: exploit and manipulate. The paternalistic style: prescribe and guide.

MANAGERIAL GRID

1. The indifferent (previously called impoverished) style (1,1): evade and elude

In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions.

MANAGERIAL GRID

2. The accommodating (previously, country club) style (1,9): yield and comply.

This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase performance. The resulting atmosphere is usually friendly, but not necessarily very productive.

MANAGERIAL GRID

3. The dictatorial (previously, produce or perish) style (9,1): control and dominate.

With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in cases of crisis management.

MANAGERIAL GRID

4. The status quo (previously, middle-of-the-road) style (5,5): balance and compromise.

Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.

MANAGERIAL GRID

5. The sound (previously, team style) (9,9): contribute and commit.

In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company.

MANAGERIAL GRID

6.The opportunistic style: exploit and manipulate

Individuals using this style, which was added to the grid theory before 1999, do not have a fixed location on the grid. They adopt whichever behaviour offers the greatest personal benefit.

MANAGERIAL GRID

7 The paternalistic style: prescribe and guide.

This style was added to the grid theory before 1999. In The Power to Change, it was redefined to alternate between the (1,9) and (9,1) locations on the grid. Managers using this style praise and support, but discourage challenges to their thinking.

3. CONTINGENCY THEORY OF LEADERSHIP- In contingency theory of leadership, the success of the

leader is a function of various contingencies in the form of subordinate, task, and/or group variables. The effectiveness of a given pattern of leader behavior is contingent upon the demands imposed by the situation. These theories stress using different styles of leadership appropriate to the needs created by different organizational situations. No single contingency theory has been postulated. Some of the theories are:

Fielder Model Hersey and Blanchard Path Goal

FIEDLER’S CONTINGENCY THEORY: Fiedlers theory is the earliest and most extensively

researched. Fiedler’s approach departs from trait and behavioral models by asserting that group performance is contingent on the leader’s psychological orientation and on three contextual variables: group atmosphere, task structure, and leader’s power position.

This theory is focused on different styles or phases which are as follows.

- Leadership Classification- Contingency dimension- Matching Leaders and Situations- Increasing leadership effectivness

HERSEY & BLANCHARD’S SITUATIONAL THEORY This theory is an extension of Blake and Mouton’s

Managerial Grid Model and Reddin’s 3-D management style theory. With this model came the expansion of the notion of relationship and task dimensions to leadership and adds a readiness dimension.

The leadership style identifies the different major situations, which are as follows.

- Telling style- Selling style- Participating style- Delegating style

PATH GOAL THEORY

This theory explains about the various factors which tells about the path and goals. In this sense path is behavior the goal is determine by performance. This theory was determine by the Martin Evans, later on this theory talks about the path that is behavior which is ultimately leads towards a desire goal.

Different types of leadership style define in this theory. Direct leadership style Supportive leadership style Participative leadership style Achievement oriented leadership

LIMITATIONS OF PATH GOAL THEORY This theory is not universally accepted as we know

that leadership behavior is determine by the situation which will affect on subordinate attitudes.

This theory tells about the behaviors and rewards. According to the various researcher or experts. This theory is more applicable but may not be applicable in dynamic world

THANK YOU

There is no universal theory of leadership. Leadership model may differ according to the situations and contingency. This theory explains the different style of leadership which are explain in different leadership model.