1. 1

2. 2

3. MANGAL PANDEY 3

4. BHAGAT SINGH 4

5. Chandrashekhar Azad 5

6. Swami Vevekanand 6

7. MAHATMA GANDHI 7

8. LAL BAHADUR SHASTRI 8

9. JAWAHAR LAL NEHRU 9

10. Dr. B.R. AMBEDKAR 10

11. INDIRA GANDHI 11

12. ATAL BIHARI VAJPAYEE 12

13. ANNA HAJARE 13

14. Sri Sri Ravi Shankar Ji 14

15. Ramdev Baba 15

16. Nirmala Devi 16

17. NARAYAN MURTHY 17

18. AGIG PREM JI 18

19. INDIRA NOOYI 19

20. RATAN TATA 20

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22. Leadership The process whereby on individual influences other group members toward to attainment of defined group or organizational goals. 22

23. Leadership 1. Great-man Theory Great Man Theory: Individuals are born either with or without the necessary traits for leadership 2. Trait Theory Trait theories of leadership sought personality, social, physical or intellectual traits that differentiate leaders from non leaders Six identified leadership traits Ambition and Energy Desire to Lead Honesty and Integrity Self-confidence Intelligence Job-Relevant Knowledge 23

24. 3. Behavioral Theories Behavioral theory focuses on what the leaders do. A) Ohio State Studies Initiating Structure – Mission Consideration – Feelings 24

25. 25 Initiating Structure Consideration Low High Low Consideration High Initiating Structure High Consideration High Initiating Structure Low Consideration Low Initiating Structure High Consideration Low Initiating Structure Low B). Michigan Studies Employee Oriented Production Oriented

26. 26 C) Blake and Mounton Studies 1.Autocratic Leader 2.Democratic Leader 3.Lassez fair Leader

27. 27 1,9 Country club Leader Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo 9,9 Team Leader Work accomplishment is from committed people, interdependence through a “common stake” in organization purpose leads to relationship of trust and respect 1,1 Impoverished Leader Exertion of minimum effort to get required work done is appropriate to sustain organization membership 5,5 Middle Road Leader Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 9,1 Task Leader Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree 1 2 345 6 9 8 7 1 2 3 4 5 6 7 8 9 Concern for productionLow High Low High Concern for people D) Managerial Grid Theory

28. 4. Situational Theory The Contingency Model for Leadership The contingency model links the situation with the concept of task and relationship in the leader-subordinate role There are three elements of the leader-follower contingency model developed by Fred Fiedler: Position power – the degree to which a leader’s position ensure compliance. Task structure – the degree of clarity for goal accomplishment. Leader-member relations – the nature of relationship between the leader and the members. 28

29. Contingency Theories Fiedler’s contingency Model IIIIIIIVVVIVIIVIII Good Poor High Low High Low Strongweakstrongweakstrongweakstrongweak 29 Category Leader member relations Task structures Position power ModerateUnfavorableFavorable Task Oriented Relationship Oriented Performance Good poor

30. 30 Fidler attempted to determine the most effective leadership style for Each of the above eight situations. He came to the conclusion that: i)Task oriented leaders tend to be most effective in situations that are either very favourable or very unfavourable to them. ii)Relations oriented leaders tend to be most effective in situations that are intermediate in favorableness.

31. Situational Leadership by Hersey and Blanchard Directive/Telling Style (S1) Coaching/Selling Style (S2) Participating/Supporting (S3) Delegating (S4) 31

32. 32 Hersey and Blanchard’s Situational Theory Task behavior Delegating P articipating selling telling Relationship behavior (Low) (High) HighModerate Low M4M3M2M1 Immature Mature Maturity of follower( s) (High) High Task and low relationship Low Relationship and Low task High relationship And low task High Task And High relationship Style of Leader

33. Situational Leadership This style varies in three ways: The amount of direction – directive behavior. The amount of support – supportive behavior. The amount of involvement in decision making by the follower. 33

34. Path-Goal Theory of Leadership 34 Leader identifies employee needs. Path Appropriate goals are established. Directive Leader connects rewards with goal(s) Directive Leader provides assistance on employee’s path toward goals. Employees become satisfied and motivated and accept the leader. Effective performance occurs. Both employees and organization better reach their goals. Supportive behavior Participative behavior Achievement Motivation

35. Leader Member Exchange Theory (LMX) Leadership is a process that is centered on the interactions between leaders and followers. LMX makes the dyadic relationship between leaders and followers the focal point of the leadership process. Focus is also placed on the differences that might exist between the leader and each of his or her followers – the leader can not treat all the followers the same.

36. Leader Member Exchange

37. LMX Two kinds of relationships that each follower falls into based on how well they work with the leader and how well the leader works with them. Personality and other personal characteristics are also related to this process. In groups – based on expanded and negotiated role responsibilities. Followers go far beyond their formal job description, and the leader in turn does more for these followers. Out group – based on the formal employment contract. Followers are not interested in taking on new and different job responsibilities.

38. Leader Member Exchange In-Group more information, influence, confidence & concern from Leader more dependable, highly involved & communicative than out- group Out-Group less compatible with Leader usually just come to work, do their job & go home

39. Charismatic Leadership Key Characteristics of Charismatic leaders 1. Self Confidence- They have complete confidence in their judgment and ability. 2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader. 3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force. 4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision. 5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful, these behaviors evoke surprise and admiration in followers. 6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo. 7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.

40. Characteristics of Transformational Leaders Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises. 40

41. Difference between Manager & Leader Warren Bennis (1989) explicated a dichotomy between managers and leaders. He drew twelve distinctions between the two groups: Managers administer, leaders innovate Managers ask how and when, leaders ask what and why Managers focus on systems, leaders focus on people Managers do things right, leaders do the right things Managers maintain, leaders develop Managers rely on control, leaders inspire trust Managers have a short-term perspective, leaders have a longer-term perspective Managers accept the status-quo, leaders challenge the status-quo Managers have an eye on the bottom line, leaders have an eye on the horizon Managers imitate, leaders originate Managers emulate the classic good soldier, leaders are their own person Managers copy, leaders show originality 41

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