1.  Learning Objectives  Understand the meaning of organisational Leadership  Develop a perspective on how has our basic knowledge about leadership evolved ▪ Leader Personality ▪ Ohio State and University of Michigan Studies ▪ Theory X and Theory Y ▪ Hersey and Blanchard’s Situational Model ▪ Blake and Mouton’s Managerial Grid ▪ Fiedler’s Contingency Theory ▪ Path-Goal Theory ▪ Kerr and Jermier’s Substitute Theory ▪ Leader-Member Exchange Theory ▪ Transactional Vs. Transformational Leadership

2.  “Leadership is [a process and] a [mutual] influence relationship among leaders and followers who intend real changes and reflect their mutual purposes.”  Therefore :  Leadership is not an act or a set of acts, is a process  Leadership is not itself influence, yet it involves influencing others through the leadership  From the above what follows is that this relationship and influence is about making some real changes – means going beyond words and ideology alone, and expecting significant improvement in the state of affairs as a result of leadership  Leadership goes beyond goals

5.  Development of Leadership Thought – A Glance

10.  The Charismatic school focuses on the specific leader behaviours that inspire higher levels of action in followers  While both, the charismatic and transformational leaders succeed in taking the values, goals, and aspirations of subordinates at a higher level, charisma is understood as a necessary but not sufficient condition for transformational leadership  Charismatic leaders arouse strong emotions and identification with the leader, while their followers perceive the charismatic leader as one who possesses superhuman qualities and accept unconditionally the leader's mission and directives for action  Entrepreneurial school urges leaders to make practical process and cultural changes that would dramatically improve quality or productivity  Entrepreneurial leaders are similar to the transformational and charismatic leaders in their emphasis on change

11.  Authentic leadership is presented as a broad construct incorporating other positive leadership  Approaches, including transformational, charismatic, servant and spiritual leadership. These theories differ from others in their focus on exceptional leadership rather than day-to-day leadership manifestations  When you examine the Authentic Leadership theory, you would find several themes you studies earlier: Optimistic causal attributions, and internal, stable and global attributions for positive events, emotional intelligence that integrates “qualities of the heart (passion and compassion) [as well as] qualities of the mind”, recognizing the role of positive emotions, such as hope