1. 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

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

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

4. 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

5. 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

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

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

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

9. 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

10. 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

11. 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

12. 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

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

14. 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

15. 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

16. Thank You