2. Influencing people Commanding people Leading people Guiding people

3. According to Koontz and o’ Donnell “it is the art of including the subordinates to accomplish their assignments with zeal and confidence. Zeal reflects ardour, earnestness and intensity in execution of work; confidence reflects experience and technical ability.”

4.  Do not follow where the path may lead. Go instead where there is no path and leave a trail. Harold R. McClendon

5. MANAGINGLEADING Values resultsValues relationships Relates to positionsLow regard for positions Takes few risksTakes large risks Somewhat impersonalSomewhat impersonal Personal and caring Conforms to rules of othersNot receptive to the rules of others Status quo – low innovationNew ideas – high innovation Functional – analyze, evaluate, solveNon Functional –inspire, motivate

6.  Visionary - “A leader is a dealer in hope” – Napoleon Bonaparte  Reliable - “Delegating work works, provided the one delegating works, too.” – Robert Half  Trustworthy – “To be trusted is greater compliment than being loved”- George McDonald  Learner - “If you aren't growing then neither are your people"  Self worth – “We have all a better guide in ourselves, if we would attend to it, than any other person can be.” -Jane Austen

7.  Good Listener – “Everything has been said before, but since nobody listens we have to keep going back and beginning all over again.” – Andre Gide  Positive - “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.” - Winston Churchill Focused  Focused – "Concentration is the secret of strengths in politics, in war, in trade, in short in all management of human affairs.“- Ralph Waldo Emerson  Confident – “Nobody can make you feel inferior without your consent. ” -Eleanor Roosevelt

8.  Transactional leadership  Transformational leadership

9.  Transactional leadership approaches followers with an eye to exchanging one thing for another.  This type of leadership is effective in crisis and emergency situations, as well as when projects need to be carried out in a specific fashion

10.  Transformational leadership styles focus on team- building, motivation and collaboration with employees at different levels of an organization to accomplish change for the better.

11.  AUTOCRATIC LEADERS  DEMOCRATIC LEADERS  FREE REIN LEADERS

12.  Directive style  Centralized decision making  Believes in position and authority  Seek no consultation from subordinates  Dominates and dictates  Under the conditions of emergency, autocratic leadership can yield positive result.  Famous example is Adolf Hitler

13.  Participative style  Decentralized decision making  Participation, consultation, discussions and agreement are essential ingredients of this style  Environment of freedom, respect, love and affection  Interest clash  Slow and time consuming  A famous example Indira Gandhi

14.  Very little guidance from leaders  Complete freedom for followers to make decisions  Group members are expected to solve problems on their own  Not ideal in situations where group members lack the knowledge or experience  Lack of feedback

15. I)Great Man Theory : Great leaders are born, and not made II)Trait Theory: People are born with inherited traits. III) Behavioral Theory: Great leaders are made, not born. a) Ohio State Theories b) The Michigan Studies c)The Managerial Grid

16. IV) Contingency Theory: There is no one best way of leading and one leadership style which is effective in some situations may not be successful in others. a)Fiedler Contingency Model b)Path Goal Theory c)Mc Gregor’s Theory X and Theory Y V) Situational Theory: Leaders choose the best course of action based upon situational variables.

17. I) Great Man Theory : Great Man Theories assume that great leaders are born, not made. II) Trait Theory: Trait Theories assume that people inherit certain qualities and traits that make them better suited to leadership.

18. III) Behavioral Theory : Behavioral Theories assume that great leaders are made, not born. IV) Contingency Theory : Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation.

19. V) Situational Theory : Situational theories propose that leaders choose the best course of action based upon situational variables.

20.  Martin Luther King  Winston Churchill  Mahatma Gandhi  Mao Zedong  Adolf Hitler  Jack Welch  Leona Helmsley  Mary Kay Ash