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MANGAL PANDEY
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BHAGAT SINGH
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Chandrashekhar Azad
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Swami Vevekanand
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MAHATMA GANDHI
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LAL BAHADUR SHASTRI
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JAWAHAR LAL NEHRU
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Dr. B.R. AMBEDKAR
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INDIRA GANDHI
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ATAL BIHARI VAJPAYEE
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ANNA HAJARE
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Sri Sri Ravi Shankar Ji
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Ramdev Baba
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Nirmala Devi
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NARAYAN MURTHY
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AGIG PREM JI
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INDIRA NOOYI
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RATAN TATA
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Leadership
The process whereby on individual influences other group members toward to attainment of defined group or organizational goals.
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Leadership 1. Great-man Theory Great Man Theory: Individuals are born either with or without the necessary traits for leadership
2. Trait TheoryTrait theories of leadership sought personality, social, physical or intellectual traits that differentiate leaders from non leaders
Six identified leadership traitsAmbition and EnergyDesire to LeadHonesty and IntegritySelf-confidenceIntelligenceJob-Relevant Knowledge
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3. Behavioral TheoriesBehavioral theory focuses on what the
leaders do.A) Ohio State Studies
Initiating Structure – MissionConsideration – Feelings
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Initiating Structure
Consideration
Low
High
High
Low ConsiderationHigh Initiating Structure
High ConsiderationHigh Initiating Structure
Low ConsiderationLow Initiating Structure
High ConsiderationLow Initiating Structure
Low
B). Michigan B). Michigan StudiesStudies
Employee OrientedEmployee OrientedProduction OrientedProduction Oriented
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C) Blake and Mounton Studies
1.Autocratic Leader2.Democratic Leader3.Lassez fair Leader
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1,9
Country club LeaderThoughtful attention needs of peoplefor satisfying relationships leads toA comfortable, friendly organization
atmosphere and work tempo
9,9
Team LeaderWork accomplishment is from
committed people, interdependence through a “common stake” in organization
purpose leads to relationship of trust and respect
1,1
Impoverished LeaderExertion of minimum effort to get required work done is appropriate
to sustain organization membership
5,5
Middle Road LeaderAdequate organization performance
possible through balancing the necessity to get out work with maintaining
morale of the people at a satisfactory level9,1
Task LeaderEfficiency in operations results
from arranging conditions of work in such a way that human
elements interfere to a minimal degree
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2
3 4 5 6 987
1
2
3
4
5
6
7
8
9
Concern for productionLow High
Low
High
Con
cern
for
peo
ple
D) Managerial Grid Theory
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.
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Contingency Theories Fiedler’s contingency Model
I II III IV V VI VII VIII
Good Good Good Good Poor Poor Poor Poor
High High Low Low High High Low Low
Strong weak strong weak strong weak strong weak
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Category
Leader member relations
Task structures
Position power
Moderate UnfavorableFavorable
Task Oriented Relationship Oriented
Performance Good
poor
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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.
Situational Leadership by Hersey and BlanchardDirective/Telling Style (S1)Coaching/Selling Style (S2)Participating/Supporting (S3)Delegating (S4)
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Hersey and Blanchard’s Situational Theory
Task behavior
Del
egat
ing
Par
ticip
atin
g sellingtelling
Re
latio
nsh
ip b
eh
avi
or
(Low) (High)
High Moderate Low
M4 M3 M2 M1 Imm
atu
re
Ma
ture
Maturity of follower( s)
(Hig
h)
High Task and low
relationship
Low Relationship
and Low task
High relationship
And low task
High Task And High
relationship
Style of Leader
Situational LeadershipThis 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.
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Leader identifiesemployee needs.
PathAppropriate goalsare established.
Directive Leader connectsrewards with goal(s)
Directive
Leader provides assistanceon employee’s path toward goals.
Employees become satisfied andmotivated and accept the leader.
Effective performanceoccurs.
Both employees and organization better reachtheir goals.
Supportive behavior Participative behavior
AchievementMotivation
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.
Leader Member Exchange
LMXTwo 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.
Leader Member ExchangeIn-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
Charismatic Leadership Key Characteristics of Charismatic leaders1. 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.
Characteristics of Transformational LeadersCharisma: 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.
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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
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