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Leadership Styles in Emerging Economies
 

Leadership Styles in Emerging Economies

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Technical Training about the Leadership Style in Emerging Economies

Technical Training about the Leadership Style in Emerging Economies

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    Leadership Styles in Emerging Economies Leadership Styles in Emerging Economies Presentation Transcript

    • Leadership Styles Learning Organization Series June 12, 2006 By: Khaled Ayesh, MBA Management HR Development Expert
    • Leadership Most companies don’t die because they are wrong. Most die because management doesn’t commit themselves. Andy Grove, CEO, Intel
    • POLITICS AND LEADERSHIP
    •  
      • How do you define the leadership?
      • It is difficult to define !!!!
    • Leadership Style People Task Situation Organization Environmental Factors
    • Purpose of leadership
      • Generate competitive advantages
      • Focusing & motivating a group
      • Being accountable & responsible for the group
      • A leader should:
        • Provide continuity and momentum
        • Be flexible in allowing changes of direction
    • What is the good leader role? Success Growth Stability Survival Crisis What’s my role?
    • Results of good Leadership
      • Low illness percentage
      • Low fluctuation / turnover
      • Feeling of belongingness
      • More innovations
      • Better flow of information
      • Faster results
    • Leadership Styles
      • Authoritarian
      • Democratic
      • Autocratic
      • Political
      • Laissez-Faire
      • Paternalistic
      • Charismatic
      • Traditional
      • Jungle Fighter
      • Transformational
    • Authoritarian Style (Structural Frame)
      • Relates to relationships and formal roles in the organization.
      • Charts, policies, procedures, authority, and responsibility guide the leader’s decision and behavior.
      • Emphasis on goals, roles, and formal relationships.
        • Develop a strategy
        • Focus on implementation
        • Continually experiment, evaluate, and adapt
        • Do their homework
    • Democratic Style (HRs)
      • Relies on the needs of the members
      • without looking at the final product.
      • Believes in people & communicate
      • that belief.
      • Are visible and accessible.
      • Consultative: Consulting before taking decisions
      • Persuasive: Taking decisions & persuading others that the decision is correct
      • Fitting the organization to the people & meeting the needs of followers become the key to effectiveness of the democratic frame.
      • The organization should design conditions allowing people to accomplish their own goals along with organizational objectives.
    • Autocratic Style
      • Leader makes decisions without reference to anyone else
      • High degree of dependency on the leader
      • Can create de-motivation and alienation of staff
      • May be valuable in some types of business where decisions need to be made quickly and decisively
    • Political Style
      • Focuses on the struggle for scarce resources in an organization.
      • “Every man for himself”
    • Laissez-Faire Style
      • ‘ Let it be’ – the leadership responsibilities are shared by all.
      • Useful in businesses where creative ideas are important.
      • Can be highly motivational, as people have control over their working life
      • Can make coordination and decision making time-consuming & lacking in overall direction
        • Relies on good team work
        • Relies on good interpersonal relations
    • Paternalistic Style
      • Leader acts as a ‘father figure’
      • Makes decision but may consult
      • Believes in the need to support staff
    • Charismatic Style
      • Followers make attributions of heroic
      • or extraordinary leadership abilities
      • when they observe certain behaviors.
      • People working for charismatic leaders are motivated to exert extra work effort and, because they like & respect their leaders, express greater satisfaction.
      • Charisma useful when the followers’ task has an ideological component or when the environment involves a high degree of stress and uncertainty.
    • Traditional Style (Mokhtar)
      • Focuses on shared norms, visions & social values.
      • Uses a lot of ceremonies, traditions, and symbols.
      • Tradition and symbolic leaders interpret. experience, use symbols to capture. attention, and discover and communicate a vision.
    • Jungle Fighter Style
      • Gives guidance and direction
      • Abilities
        • Different management styles
        • Clarification
        • Fairness
        • Self-esteem
        • Creativity
        • Communication and organization skills
        • Sacrifice to survive
      The Gladiator Movie
    • Transformational Style
      • Stimulates interest among followers to view work from new perspectives
      • Generates awareness of the mission
      • Develops colleagues and followers to higher levels of ability and potential
      • Motivates colleagues and followers to look beyond their own interests to those of the group
      • Does their job via “the four I’s”:
        • Idealized influence
        • Inspirational motivation
        • Intellectual stimulation
        • Individualized consideration
    • Famous Leaders
    • Traits of the Excellent Leader
      • A vision and purpose.
      • Clear goals.
      • Strong commitment.
      • Flexibility.
      • An understanding of change.
      • Active listening skills.
      • Confidence to take risks.
      • Knowledgeable about the total organization.
      • Able to learn from mistakes.
      • Excellent communicators & listeners.
      • Able to speak clearly & effectively.
      • Resourceful.
      • Realistic.
    • Continuum of Leader Behavior Prentice Hall, 2002
    • Management vs. Leadership
      • Doing things right
      • Rules & herachies
      • Deals with daily tasks
      • Formal & rational
      • Doing the right things
      • Impulsive
      • Visionary
      • Driving Changes
      • More emotional
    • Leadership Practices
      • The five practices of effective leaders identified by Barry Kouzes and James Posner (2002) Excellent Leaders :
              • Model the way
              • Inspire a shared vision
              • Challenge the process
              • Enable others to act
              • Encourage the heart
    • The 4 Leadership Styles
      • Directing Telling what & how to do
      • Coaching Leading & Listening
      • Supporting Listening, praising, while someone else decides
      • Delegating Letting someone else run with the ball
    • The Directing/Telling Leader
      • Sets goals.
      • Identifies the problems.
      • Comes up with solutions.
      • Decides who does what work.
      • Gives specific directions.
      • Announces decisions.
      • Closely supervises and evaluates employees' work.
    • The Coaching/Selling Leader
      • Sets the goals.
      • Identifies the problems.
      • Develops a plan to solve problems & consults with employees.
      • Makes the final decision about procedures or solutions after hearing employees' ideas, opinions & feelings.
      • Explains decisions to employees & asks for their ideas.
      • Praises employees' work efforts.
      • Continues to direct employees' work.
      • Evaluates employees' work.
    • The Supporting/Participating Leader
      • Involves employees in problem-solving & goal-setting.
      • Takes the lead in defining how to do a job or solve a problem.
      • Provides support, resources, and ideas if requested.
      • Shares responsibility for problem-solving with employees.
      • Listens to employees and guides them as they make decisions.
      • Evaluates an employee’s work with that person.
    • The Delegating Leader
      • Identifies problems with employees.
      • Sets goals with employees.
      • Develops plans and makes decisions with employees.
      • Lets employees decide who does the tasks.
      • Accepts employees' decisions and monitors their performance.
      • Lets employees evaluate their own work.
      • Lets employees take responsibility and credit for their work.
    • Managers with Leadership Skills
    • Steps to apply your STYLE
      • Determine your preferred leadership style
      • Determine when to use each style according to the task
      • Determine the capabilities of the members
      • Use the appropriate leadership style
    • Styles of Followership
      • Docile Sheep
      • Passive-aggressive
      • Totally involved, loyal, supportive followership
    • The Four Leadership Styles
    • Leadership styles
      • Leadership grid developed by Robert Blake and Jane Mouton , Source: wikipedia.org
    • The Managerial Grid
    • Linked Leadership-Followership Styles Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission.
    • Applying the Situational Leadership Model Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission.
    • Again, Leadership is…
      • The act of making a difference .
      • The ability to achieve results through people.
      • Honoring the greatness--and the uniqueness in each person .
      • Knowing that from time to time you have to look backward to see forward .
    • Once Again, Leadership is…
      • Knowing that every day you have the same number of minutes as Lincoln, Galileo, Edison, da Vinci, King, Gandhi, Mother Teresa, Mandela.
      • Viewing life as a laboratory instead of a stage.
      • Challenging times are meant to be a test of spirit , not theatrics.
    • Leadership Development
      • Self-Assessment:
        • Strengths; Weaknesses; Traits; Habits; Personality; Roles; etc.
      • Communication:
          • Writing; Speaking; Giving directions;
          • Listening, seeking feedback
          • Working with the media; etc.
      • Competencies (skills):
          • Managing conflict; Selecting priorities
          • Managing time; Negotiating
          • Building teams; Writing grants; etc.
      • Knowledge:
          • Dynamics of groups;
          • Influence of gender and difference
          • Evaluation of leaders; Culture of lifelong learning; etc.
    • Start with Self-Awareness Cattell’s 16 Personality Factors Source: Adapted from Gregory Northcraft and Margaret Neale, Organizational Behavior (Fort Worth, TX: Dryden Press, 1994), p. 87.
    • Four Examples of MBTI Styles and Some Corresponding Occupations
    • Next Step
      • Maintain the process of sharpening the saw for effective leadership style:
      • 2. Communication
      • 3. Competencies
      • 4. Knowledge
      • Thank you indeed!!
      • Any further good comments?