Leadership Under Organisational Behaviour

1. 
MADE BY:
SAHIL NAGPAL-232
SHUBHAM AJMANI-236
LEADERSHIP UNDER
ORGANISATIONAL
BEHAVIOUR

2. 

3. 
What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of a vision or
set of goals.
Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members.

4. 
Trait Theories
Traits Theories of
Leadership
Theories that consider
personality, social,
physical, or intellectual
traits to differentiate
leaders from nonleaders.
LeadershipLeadership
Traits:Traits:
• Ambition and energyAmbition and energy
• The desire to leadThe desire to lead
• Honest and integrityHonest and integrity
• Self-confidenceSelf-confidence
• IntelligenceIntelligence
• High self-monitoringHigh self-monitoring
• Job-relevant knowledgeJob-relevant knowledge

5. 
Big Five PersonalityBig Five Personality
FrameworkFramework
AgreeablenessAgreeablenessAgreeablenessAgreeableness
ConscientiousnessConscientiousnessConscientiousnessConscientiousness
Emotional StabilityEmotional StabilityEmotional StabilityEmotional Stability
Openness to ExperienceOpenness to ExperienceOpenness to ExperienceOpenness to Experience

6. 
Strong Leaders - history

7. 
LEADERS

8. 
 Born with leadership traits
 Not sure what those characteristics were:
 Height
 Weight
 Appearance
 Intelligence
 Disposition
 Inconsistent findings
 Certain traits may enhance the perception that
somebody is a leader
Traits Approach to
Leadership

9.  Interpersonal Factors
 Emotional stability
 Self confidence
 Manage conflict
 Cognitive Factors
 Intelligence>problem solving and decision making
 Administrative Factors
 Planning and organizational skills
 Knowledge of work being performed
Research

10. 
 Leader decides
 Leader consults individuals
 Leader consults the group
 Leader acts as a facilitator for the group
 Leader delegates decision to the group
Five Leader Decision
Styles

11. 
 Traits that make her a Great Leader:
 Sociable
 Agreeable
 Emotionally Stable
 Open to Experiences
 Conscientious
 Results of Such Personality Traits:
 Excellence in Job Performance
 Successful Career
 One of the most Powerful Women in Business
Indra Nooyi – CEO
PepsiCo.

12. 
Four Factors of
Leadership

13. 
 Leader - You must have an honest
understanding of who you are, what you
know and what you can do. To be successful
you have to convince your followers not your
superiors, that you are worthy of being
followed.
 Follower -You must know your people. The
fundamental starting point is having a good
understanding of human nature, such as
needs, emotions and motivation.
FACTORS OF LEADERSHIP

14.  Communication-The nonverbal
communication is leading. E.g.- when you set
example that communicates to your people
that you would not ask them to perform
anything that you would not be willing to do.
Bad communication harm the relation
between leader and employee.
 Situation-We must use our judgment to
decide the best course of action and the
leadership style needed for each situation.
What we do in one situation will not always
work in another.

15. 
Styles of leadership
Authoritarian or autocratic
Participative or democratic
Delegative or Free Reign

16. Autocratic – The authoritarian leader makes decisions alone
as power is centralized in one person. Decisions are
enforced using rewards and the fear of punishment. it is an
abusive, unprofessional style called “bossing people
around.”
Autocratic Leadership

17. 
 Sets goals individually
 Engages primarily in one-way, downward communication
 Controls discussions of followers
 Sets policy and procedures unilaterally
 Dominates interaction
 Personally directs the completion of tasks
 Provides infrequent positive feedback
 Rewards obedience and punishes mistakes
 Exhibits poor listening skills
 Uses conflict for personal gain
Autocratic Leadership

18. Democratic- The participative leader include one or
more employees in the decision making process.
Communication flow freely; suggestions are made in both
directions. The participation encourages member
commitment to the final decision.
Democratic Leadership

19. 
 Involves followers in setting goals
 Engages in two-way, open communication
 Facilitates discussion with followers
 Solicits input regarding determination of policy and procedures
 Focuses interaction
 Provides suggestions and alternatives for the completion of tasks
 Provides frequent positive feedback
 Rewards good work and uses punishment only as a last resort
 Exhibits effective listening skills
 Mediates conflict for group gain
Democratic Leadership

20. Laissez-faire- The free-rein leader gives power to
subordinates to make the decisions. However, the leader is
still responsible for the decisions that are made. This is
used when employees are able to analyze the situation.
Deligative style is generally not useful.
Laissez-faire / Free Reign

21. 
 Allows followers free rein to set their own goals
 Engages in noncommittal, superficial communication
 Avoids discussion with followers to set policy and procedures
 Avoids interaction
 Provides suggestions and alternatives for the completion of tasks
only when asked to do so by followers
 Provides infrequent feedback of any kind
 Avoids offering rewards or punishments
 May exhibit either poor or effective listening skills
 Avoids conflict
Laissez-Faire / Free
Reign