Industrial & Organizational Psychology (G-3) Rayat Shikshan Sanstha’s R. B. Narayanrao Borawake College, Shrirampur, Tal. Shrirampur, Dist. Ahmednagar Dr. G. V. Lokhande Class: T.Y. B.A. Subject : Industrial & Organizational Psychology (G-3) Topic: Leadership

What is Leadership ? Leadership a Process Which Activities of the Member of an Organization Influenced with respect to goal setting Goal Achievement

Nature of Leadership Leadership a Process Upon on Physical and Human Environment Representative Nature Follower Support Ideal Nature Leadership is a Skill

Leadership Styles Motivational Leadership Style Power Style Leadership Autocratic Leadership Style Participative Leadership Style Free Rein Leadership Style Task Oriented Relation Oriented Intellectual Leadership Style Positive Leadership Negative Leadership Motivational Leadership Style

Institutional Leadership Style Creative Leadership Style Relationship Leadership Style Personal Leadership Universal Leadership Supervisory Leadership Style Job Centered Leadership Employee Leadership Institutional Leadership Style Creative Leadership Style Paternalistic Leadership Style

Other Leadership Style Administrator Leadership Bureaucrat Leadership Policy Maker Leadership Expert Leadership Ideal Leadership Charismatic Leadership Political Leadership Symbolic Leadership

Religious Leadership Intellectual Leadership Reformer Leadership Parent figure Leadership Scape Leadership Democratic Leadership Authoritarian Leadership

Religious Leadership Intellectual Leadership Reformer Leadership Parent figure Leadership Scape Leadership Democratic Leadership Authoritarian Leadership

Approaches of Leadership Human Relation Approach Definition and Nature of Human Relation Human Relation is a Process Concern Environment Achievement of Goals Motivated to Personnel Human Satisfaction Growth of Products Increase the Personnel work Motivation & Ability Goal Achievement Healthy Personnel and Management Relationship Healthy and Positive in Work Environment

X and Y Approach Nature of X and Y Approach Importance of Lower Needs Importance of Higher Needs X Approach : Negative Approach about Personnel Y Approach : Positive Approach about Personnel Evaluation of X and Y Approach

Fiedler’s Contingency Model Definition & Nature of Fiedler’s Contingency Model Task Oriented Leadership Relationship Oriented Work Environment Work Nature Relationship between Work Environment and Leadership Style Evaluation of Fiedler’s Contingency Model

Specific Leadership Skills To Create New Ideas To Create Followers Informal Relationship Support to Followers To take Responsibilities To Create Group Environment To Create the Management and structure of Work To give Positive and negative reinforcement to Followers To goal setting Decision Making Ability Problem Solving Ability

Specific Leadership Skills Organization Skill Analysis and Decision Making Agreement Skills Communication Skill High level Work Habits Group Cohesiveness Work Knowledge Interpersonal Relationship Skill

Specific Leadership Skills Leadership through Power Expert Legitimate Power Reward and Coercive Power Referent Power Leadership through Vision –Transformational Leadership Transactional Leadership Style Contingent Reward, Management by Exception Active , Management by Exception Passive Transformational Leadership Style Charisma Intellectual Stimulation Individual Consideration

Leadership through Vision –Transformational Leadership Differentiation Flaws Transmission of Vision Value Values Leadership Through Persuasion Persuasion by Communication Expertise Trustworthiness Attractiveness The Massage Massage Discrepancy One Side Vs Two Side Argument Threats

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