Presented by: Jehanwash kareem
Noman Saleem

“leadership is the process whereby one individual influences, other group members toward the attainment of defined group or organizational goals”
Jerald Greenberg
“leadership is the ability to influence a group toward the achievement of goals”
Stephen p. robins.
“leadership is both a process and a property; as a process leadership involves the use of non coercive influence: as a property, leadership is the set of characteristics attributed to someone who is perceived to use influence successfully” griffin
“an interaction between members of a group. leaders are agents of change, person whose acts affect other people more than other people’s acts affect them. leadership occurs when one group member modifies the motivation or competencies of others in the group” bernard.m.bass
Presented by: Jehanwash kareem
Noman Saleem

LEADERSHIP
“LEADERSHIP IS THE PROCESS WHEREBY ONE INDIVIDUAL INFLUENCES
OTHER GROUP MEMBERS TOWARD THE ATTAINMENT OF DEFINED GROUP
OR ORGANIZATIONAL GOALS”
JERALD GREENBERG
A
LEADERSHIP IS PRIMARILY A PROCESS INVOLVING INFLUENCE-
ONE IN WHICH A LEADER CHANGES THE ACTIONS OR ATTITUDES
OF SEVERAL GROUP MEMBERS OR SUBORDINATES
B
LEADERSHIP INVOLVES THE EXERCISE OF INFLUENCE FOR A
PURPOSE-TO ATTAIN DEFINED GROUP OR ORGANIZATIONAL GOALS
C CENTRAL ROLE OF INFLUENCE, IMPLIES THAT LEADERSHIPIS REALLY
SOMETHING OF A TWO-WAY STREET
Presented by: Jehanwash kareem
Noman Saleem

MANAGERS
WHO ARE NOT
LEADERS
LEADERS
WHO ARE NOT
MANAGERS
MANAGERS
LEADERS
MANAGERS
WHO ARE ALOS
LEADERS
MANAGERS AND LEADERS:NOT NECESSARILY IDENTICAL
ALTHOUGH SOME MANAGERS ACT AS LEADERS, OTHERS DO NOT.
FURTHER; NOT ALL LEADERS ARE MANAGERS.FOR THESE IS IS
USEFUL TO DISTINGUISH CLEARLY BETWEEN THE TWO TERMS
Presented by: Jehanwash kareem
Noman Saleem

MANAGERS VERSUS LEADERS
IS ABOUT COPING WITH COMPLEXITY.
GOOD MANAGEMENT BRINGS ABOUT ORDER AND
CONSISTENCY BY DRAWING UP FORMAL PLANS,
DESIGINING RIGID ORGANIZATION STRUCTURES, AND
MONITORING RESULTS AGAINST THE PLANS.
, IN CONTRAST IS ABOUT COPING WITH THE
CHANGE. LEADERS ESTABLISH DIRECTION BY
DEVELOPING A VISION OF THE FUTURE; THEN
THEY ALIGN PEOPLE BY COMMUNICATING THIS VISION
AND INSPIRING THEM TO OVERCOME HURDLES
JOHN KOTTER OF HARWARD BUSINESS SCHOOL
Presented by: Jehanwash kareem
Noman Saleem

MANAGERS VERSUS LEADERS
USE THE AUTHORITY INHERENT IN THEIR
DESIGNATED FORMAL RANK TO OBTAIN COMPLIANCE
FROM ORGANIZATION MEMBERS.
MANAGEMENT CONSISTS OF IMPLEMENTING THE VISION
AND STRATEGY PROVIDED BY LEADERS, COORDINATING
AND STAFFING THE ORGANIZATION, AND HANDLING DAY
TO DAY PROBLEMS
ROBERT HOOSE OF THE WHARTON SCHOOL
Presented by: Jehanwash kareem
Noman Saleem

DIFFERENCES BETWEEN LEADERS AND MANAGERS
ADMINISTER
A COPY
MAINTAINS
FOCUS ON SYSTEM
RELIES ON CONTROL
SHORT RANGE VIEW
ASKS HOW AND WHEN
EYE ON THE BOTTOM LINE
IMITATES
ACCEPTS THE STATUS QUO
CLASSIC GOOD SOLDIER
DOES THINGS RIGHT
INNOVATES
AN ORIGINAL
DEVELOPS
FOCUS ON PEOPLE
INSPIRES TRUST
LONG RANGE PERSPECTIVE
ASKS WHAT AND WHY
EYE ON THE HORIZON
ORIGINATES
CHANLLENGES THE STATUS QUO
OWN PERSON
Noman Saleem

RALPH STOGDILL’S TRAIT FACTORS
1.
INTELLIGENCE AND SCHOLARSHIP
2.
PHYSICAL TRAITS
3.
PERSONALITY
4.
SOCIAL STATUS AND EXPERIENCE
5.
TASK OREINTATION
EDWIN GHISELLI’S PERSONAL TRAITS
VERY IMPORTANT
•
DECISIVENESS
•
INTELLECTUAL CAPACITY
•
JOB ACHIEVEMENT ORIENTATION
•
SELF-ACTUALIZATION FEELINGS
•
SELF-CONFIDENCE
•
MANAGEMENT ABILITY ----TEAM BUILDER
MODERATELY IMPORTANT
• AFFINITY FOR WORKING CLASS
• DRIVE AND INITIATIVE
• NEED FOR A LOT OF MONEY
• NEED FOR JOB SECURITY
• PERSONAL MATURITY
ALMOST NO IMPORTANCE
•
MASCULINITY VERSUS FEMININITY
Presented by: Jehanwash kareem
Noman Saleem

PEOPLE WHO FAIL AS LEADERS AND PEOPLE WHO NEVER ACHIEVE
POSITIONS OF LEADERSHIP OFTEN POSSESS SOME OF THE SAME TRAITS
AS SUCCESSFUL LEADERS.
BOTH PHYSICAL ATTRIBUTES(HEIGHT, WEIGHT, APPEARANCE ETC) AND
PSYCHOLOGICAL ATTRIBUTES (PERSERVERANCE, INTELLIGENCE,
INITIATIVE ETC) HAVE BEEN CONSIDERED “TRAITS”
THE TRAITS POSSESSED BY SUCCESSFUL LEADERS ARE INVARIABLY
VALUE-JUDGED AS POSITIVE.
THERE IS LITTLE CONSENSUS ON WHAT WORDS MEAN THAT ARE USED
TO LABEL TRAITS.
IT IS OFTEN DIFFICULT TO MEASURE TRAITS.
EVEN IF A TRAIT CAN BE CLEARLY DEFINED AND ACCURATELY
MEASURED (TILL ORDER), IT IS MUST ACHIEVE ON A GIVEN TRAIT TO
MAKE IT EFFECTIVE.
Presented by: Jehanwash kareem
Noman Saleem

LOWA UNIVERSITY LEADERSHIP STUDIES
( RONALD LIPPIT, RALPH K WHITE & LEWIN)
AUTOCRATIC PARTICIPATIVE FREE REIN
EMPLOYEES
LEADER
LEADER
EMPLOYEES
EMPLOYEES
EMPLOYEES
LEADER
WHOLE GROUP
EMPHASIS
EMPLOYEES
Presented by: Jehanwash kareem
Noman Saleem

MUCZYK AND REIMAN LEADERSHIP STYLES
LEADERSHIP STYLE
DIRECTIVE AUTOCRAT
PERMISSIVE AUTOCRAT
DIRECTIVE DEMOCRAT
PERMISSIVE AUTOCRAT
DESCRIPTION
‣
MAKES DECISIONS UNILATERILLY;
‣
CLOSELY SUPERVISES ACTIVITIES OF
SUBORDINATES
‣
MAKES DECISIONS UNILATERILLY;
‣
ALLOWS SUBORDINATES CONSIDERABLE
LATITUDE IN CARRYING OUT ASSIGNED
TASKS
‣
MAKES DECISIONS PARTICIPATIVELY;
‣
CLOSELY SUPERVISES ACTIVITIES OF
SUBORDINATES
‣
MAKES DECISIONS PARTICIPATIVELY;
‣
ALLOWS SUBORDINATES CONSIDERABLE
LATITUDE IN CARRYING OUT ASSIGNED
TASKS
Presented by: Jehanwash kareem
Noman Saleem

“MY EFFECTIVE BOSSES HELPED ME TO GET THE JOB DONE.
THEY GIVE ME ADVICE, ANSWERED MY QUESTIONS, AND LET
ME KNOW EXACTLY WHAT WAS EXPECTED OF ME. MY
INEFFECTIVE BOSSES DIDN’T DO THIS”
“MY EFFECTIVE BOSSES SEEMED TO CARE ABOUT ME AS
PERSON.
THEY WERE FRIENDLY, LISTENED TO ME WHEN I HAD
PROBLEMS OR QUESTIONS, AND SEEMED TO HELP ME TOWARD
MY PERSONAL GOALS.
MY INEFFECTIVE BOSSES DID’T DO THIS”
Presented by: Jehanwash kareem
Noman Saleem

OHIO STATE STUDIES
LOW STRUCTURE
HIGH CONSIDERATION
HIGH
LESS EMPHASIS IS PLACED ON
STRUCTURING EMPLOYEE TASK
WHILE THE LEADER CONCENTRATE
ON SATISFYING EMPLOYEE NEEDS
AND WANTS
HIGH STRUCTURE
HIGH CONSIDERATION
THE LEADER PROVIDES A LOT OF
GUIDANCE ABOUT HOW TAKS CAN
BE COMPLETED WHILE BEING
HIGHLY CONSIDERATE OF
EMPLOYEE NEEDS & WANTS
LOW STRUCTURE
LOW CONSIDERATION
HIGH STRUCTURE
LOW CONSIDERATION
LOW
THE LEADER FAILS TO PROVIDE
NECESSARY STRUCTURE AND
DEMONSTRATES LITTLE
CONSIDERATION FOR EMPLOYEE
NEEDS AND WANTS
LOW
PRIMARY EMPHASIS IS PLACED ON
STRUCTURING EMPLOYEE TASKS
WHILE THE LEADER DEMONSTRATE
LITTLE FOR EMPLOYEE NEEDS &
WANTS
INITIATING STRUCTURE
HIGH
Presented by: Jehanwash kareem
Noman Saleem

BLAKE & MOUTON’S LEADERSHIP GRID
2
1
6
5
8
7
4
3
9
(1,9) COUNTRY CLUB
THOUGHTFUL ATTENTION TO
NEEDS OF PEOPLE FOR SATISFYING
RELATIONSHIPS LEADS TO A
COMFORTABLE FRIENDLY
ORGANIZATION ATMOSPHERE &
WORK TEMPO.
(9,9) TEAM
WORK ACCOMPLISHMENT IS FROM
COMMITTED PEOPLE;
INTERDEPENDENCE THROUGH A
COMMON STAKE IN ORGANIZATION
PURPOSE LEADS TO RELATIONSHIP OF
TRUST AND RESPECT
(5,5) MIDDLE OF THE ROAD
ADEQUATE ORGANIZATION
PERFORMANCE
IS POSSIBLE THROUGH BALANCING
THE NECESSITY OF GET OUT WORK
WITH MAINTAINING MORALE OF
PEOPLE AT A SATISFACTORY LEVEL
(1,1) IMPOVERISHED (9,1) AUTHORITY COMPLIANCE
EXERTION OF MINIMUM EFFORT
TO GET REQIRED WORK DONE IS
APPROPRIATE TO SUSTAIN
ORGANIZATION MEMBERSHIIP
1 2 3 4 5 6
EFFICIENCY IN OPERATIONS RESULTS
FROM ARRANGING CONDITIONS OF
WORK IN SUCH A WAY THAT HUMAN
ELEMENTS INTERFERE TO A
MINIMUM DEGREE
7
CONCERN FOR PRODUCTION
8 9
Presented by: Jehanwash kareem
Noman Saleem

BLAKE AND MOUTON 5 LEADERSHIP STYLES
GRID
POSITION
1,1
1,9
9,1
5,5
9,9
CHARACTERISTICS
STYLE OF
LEADER
EFFECTIVENESS
LITTLE CONCERN FOR EITHER
PEOPLE OR PRODUCTION
IMPOVERISHED
TYPE
WORST
LEADERSHIP STYLE
LOWEST CONCERN FOR
PRODUCTION AND HIGHEST FOR
PEOPLE
COUTNRY-CLUB
TYPE
HIGHEST CONCERN FOR
PRODUCTION AND LOWEST
FOR PEOPLE
COMFORTABLE CONCERN
FOR BOTH PEOPLE AND
PRODUCTION
AUTOCRAT
TYPE
MIDDLE OF ROAD
TYPE
PEOPLE-ORIENTED
STYLE
PRODUCTION-
ORIENTED STYLE
MAINTAIN PRESENT
BALANCE STYLE
HIGHEST CONCERN FOR BOTH
PRODUCTION AND PEOPLE
TEAM
TYPE
PEAK OF
LEADERSHIP STYLE
Presented by: Jehanwash kareem
Noman Saleem

THE TANNENBAUM AND SCHMIDT CONTINUM OF
LEADERSHIP BEHAVIOR
BOSS CENTERED
LEADERSHIP
SUBORDINATE CENTERED
LEADERSHIP
MANAGER
MAKES
DECISION
AND
ANNOUNCES
IT
MANAGER
SELLS
DECISION
MANAGER
PRESENTS
IDEAS
AND
INVITES
QUERRIES
MANAGER
PRESENTS
MANAGER
PRESENTS
TENTATIVE PROBLEM,
DECISION
SUBJECT
TO
CHANGE
GETS
SUGGES_
TIONS
MAKES
DECISION
MANAGER
DEFINES
LIMITS;
ASKS
GROUP
TO
MAKE
DECISION
MANAGER
PERMITS
SUBORDI-
NATES
TO
FUNCTION
WITHIN
DEFINED
LIMITS
RANGE OF BEHAVIOR
Presented by: Jehanwash kareem
Noman Saleem

LEADERSHIP STYLES DRAWN FROM THE CLASSIC STUDIES
AND THEORIES OF LEADERSHIP
BOSS CENTERED
THEORY X
AUTOCRATIC
PRODUCTION CENTERED
CLOSE
INITIATING STRUCTURE
TASK DIRECTED
DIRECTIVE
DIRECTIVE
EMPLOYEE CENTERED
THEORY Y
DEMOCRATIC
EMPLOYEE-CENTERED
GENERAL
CONSIDERATION
HUMAN RELATIONS
SUPPORTIVE
PARTICIPATIVE
Presented by: Jehanwash kareem
Noman Saleem