Leadership 

Leadership Definition (What'

s a Good Leader)

 A simple definition is that leadership is the

art of motivating a group of people to act
towards achieving a common goal. ...
This leadership definition captures the
essentials of being able to inspire others and
being prepared to do so.
 A simple definition is that leadership is the art
of motivating a group of people to act
towards achieving a common goal. In a
business setting, this can mean directing
workers and colleagues with a strategy to
meet the company's needs.
 This leadership definition captures the
essentials of being able to inspire others and
being prepared to do so. Effective leadership
is based upon ideas (whether original or
borrowed), but won't happen unless those
ideas can be communicated to others in a
way that engages them enough to act as the
leader wants them to act.
 Put even more simply, the leader is the
inspiration and director of the action. He or
she is the person in the group that possesses
the combination of personality and
leadership skills that makes others want to
follow his or her direction.
 Leadership requires traits that extend beyond
management duties. To be effective, a leader
certainly has to manage the resources at her
disposal.

 But leadership also involves communicating,

inspiring and supervising - just to name three
more of the primary skills a leader has to have
to be successful.
Theories of Leadership
The Great Man Theory

 Developed in the 19th century, this model

was promoted by Scottish philosopher, writer
and teacher Thomas Carlyle. Its premise was
that leadership is based on the individual who
was born for great things (good or bad),
Napoleon being one example. Leaders were
identified by their acts and accomplishments.
Alexander the Great conquered the known
world.
 Genghis Khan then ravaged most of it.
Abraham Lincoln freed the slaves. Harriet
Tubman saved hundreds from slavery in the
Underground Railroad. Mother Theresa aided
and comforted thousands in Calcutta who
were abandoned by society.
 The theory is that these people accomplished
great things because fate determined they
were great people and they were simply
fulfilling their destiny. Eventually the Great
Man Theory was abandoned in favor of the
theories based on behavioral science.
The Trait Theory

 There is a saying, “Great leaders are born, not

made.” Trait Theory takes this saying literally.
If you have the ability to lead, you were born
with it, with no way of learning those skills.
This theory expands on the Great Man Theory
by defining what makes great leaders “great.”
 Today, there has been significant research
and agreement that leadership comes from a
combination of both theories — and more.
 there are wide varieties of leadership qualities
and characteristics. 
 the following leadership characteristics:
 o Honesty — Display sincerity, integrity, and
candor in all your actions. Deceptive behavior
will not inspire trust.
o Competent — Base your actions on reason
and moral principles. Do not make decisions
based on childlike emotional desires or feelings.
 o Forward-looking — Set goals and have a
vision of the future. The vision must be owned
throughout the organization. Effective leaders
envision what they want and how to get it.
They habitually pick priorities stemming from
their basic values.
 o Inspiring — Display confidence in all that you do.
By showing endurance in mental, physical, and
spiritual stamina, you will inspire others to reach
for new heights. Take charge when necessary.
o Intelligent — Read, study, and seek challenging
assignments.
o Fair-minded — Show fair treatment to all
people. Prejudice is the enemy of justice. Display
empathy by being sensitive to the feelings, values,
interests, and well-being of others.
 o Broad-minded — Seek out diversity.
o Courageous — Have the perseverance to
accomplish a goal, regardless of the seemingly
insurmountable obstacles. Display a confident
calmness when under stress.
o Straightforward — Use sound judgment to
make a good decisions at the right time.
o Imaginative — Make timely and appropriate
changes in your thinking, plans, and methods.
Show creativity by thinking of new and better
goals, ideas, and solutions to problems. Be
innovative!
Transformational Leadership
Theories (1970s)
 In 1978, James MacGregor Burns introduced
the concept of transformational leadership in
his research on political leaders. Burns
theorized that “transformational leadership”
is actually a process where leaders interact
with their followers and inspire each other to
advance together.
 The Transformational Leadership theory
states that this process is by which a person
interacts with others and is able to create a
solid relationship that results in a high
percentage of trust, that will later result in an
increase of motivation, both intrinsic and
extrinsic, in both leaders and followers.
 His characteristics and behaviours
demonstrated the differences between
“management” and “leadership.” People and
organizations are transformed due to the
leadership style and abilities of the leader,
who is able to convey a vision and guide the
transformation.
 Bernard M. Bass, in 1985, added to Burns’
transformational leadership theory by
shifting the focus to the followers. It is not the
individual traits and vision of the leader that
matter as much as it is their ability to
influence the feelings, attitudes, and
commitment of their followers.
 If followers feel they can trust a leader (or
better yet, if they admire a leader who can
stimulate a sense of loyalty and respect by
inspiring a shared vision) the followers go
happily exceed their original expectations. As
a result, productivity increases and conflict
decreases. The followers are transformed by a
charismatic, motivational leader.
 The essence of transformational theories is
that leaders transform their followers
through their inspirational nature and
charismatic personalities. Rules and
regulations are flexible, guided by group
norms. These attributes provide a sense of
belonging for the followers as they can easily
identify with the leader and its purpose.
Behavioural
Theories (1940's - 1950's)

 In reaction to the trait leadership theory, the

behavioural theories are offering a new
perspective, one that focuses on the
behaviours of the leaders as opposed to their
mental, physical or social characteristics.
 Thus, with the evolutions in psychometrics,
notably the factor analysis, researchers were
able to measure the cause an effects
relationship of specific human behaviours
from leaders. From this point forward anyone
with the right conditioning could have access
to the once before elite club of naturally
gifted leaders. In other words, leaders are
made not born.
Contingency Theories (1960's
)

 The Contingency Leadership theory argues

that there is no single way of leading and that
every leadership style should be based on
certain situations, which signifies that there
are certain people who perform at the
maximum level in certain places; but at
minimal performance when taken out of their
element.
 To a certain extent contingency leadership
theories are an extension of the trait theory,
in the sense that human traits are related to
the situation in which the leaders exercise
their leadership. It is generally accepted
within the contingency theories that leader
are more likely to express their leadership
when they feel that their followers will be
responsive.
Transactional leadership The
ories (1970's)

 Transactional theories, also known as

exchange theories of leadership, are
characterized by a transaction made between
the leader and the followers. In fact, the
theory values a positive and mutually
beneficial relationship.
 For the transactional theories to be effective
and as a result have motivational value, the
leader must find a means to align to
adequately reward (or punish) his follower, for
performing leader-assigned task. In other
words, transactional leaders are most efficient
when they develop a mutual reinforcing
environment, for which the individual and the
organizational goals are in sync.
 The transactional theorists state that humans
in general are seeking to maximize
pleasurable experiences and to diminish un-
pleasurable experiences. Thus, we are more
likely to associate ourselves with individuals
that add to our strengths.
Likert’s Management System

 Rensis Likert and his associates studied the

patterns and styles of managers for three
decades at the University of Michigan, USA,
and identified a four-fold model of
management systems.
 The model was developed on the basis of a
questionnaire administered to managers in
over 200 organizations and research into the
performance characteristics of different types
of organizations.

 The four systems of management system or

the four leadership styles identified by Likert
are:
System 1 - Exploitative
Authoritative:
 Responsibility lies in the hands of the people
at the upper echelons of the hierarchy. The
superior has no trust and confidence in
subordinates. The decisions are imposed on
subordinates and they do not feel free at all
to discuss things about the job with their
superior. The teamwork or communication is
very little and the motivation is based on
threats.
System 2 - Benevolent
Authoritative: 
 The responsibility lies at the managerial levels
but not at the lower levels of the
organizational hierarchy. The superior has
condescending confidence and trust in
subordinates (master-servant relationship).
Here again, the subordinates do not feel free
to discuss things about the job with their
superior. The teamwork or communication is
very little and motivation is based on a system
of rewards.
System 3 - Consultative:
 

 Responsibility is spread widely through the

organizational hierarchy. The superior has
substantial but not complete confidence in
subordinates. Some amount of discussion
about job related things takes place between
the superior and subordinates. There is a fair
amount of teamwork, and communication
takes place vertically and horizontally. The
motivation is based on rewards and
involvement in the job.
System 4 - Participative:
 

 Responsibility for achieving the

organizational goals is widespread
throughout the organizational hierarchy.
There is a high level of confidence that the
superior has in his subordinates. There is a
high level of teamwork, communication, and
participation.
 The nature of these four management
systems has been described by Likert through
a profile of organizational characteristics. In
this profile, the four management systems
have been compared with one another on the
basis of certain organizational variables which
are:
 Leadership processes
 Motivational forces
 Communication process
 Interaction-influence process
 Decision-making process
 Goal-setting or ordering
 Control processes
 On the basis of this profile, Likert
administered a questionnaire to several
employees belonging to different
organizations and from different managerial
positions (both line and staff).

 His studies confirmed that the departments

or units employing management practices
within Systems 1 and 2 were the lease
productive, and the departments or units
employing management practices within
Systems 3 and 4 were the most productive.
 According to Rensis Likert, the nearer the
behavioral characteristics of an organization
approach System 4 (Participative), the more
likely this will lead to long-term
improvementin staff turnover and high
productivity, low scrap, low costs, and high
[Link] an organization wants to achieve
optimum effectiveness, then the ideal system
Thank you class…