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Leadership Theories
Leadership Vs Management
Leadership style
Effective leader
Develop leadership

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  1. 1. Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders. Leadership Traits:•Intelligence and action-oriented judgement •Eagerness to accept responsibility •Task competence •Understanding of followers and their needs •Skill in dealing with people •Need for achievement •Capacity to motivate people •Decisiveness •Self-confidence •Adaptability/flexibility
  2. 2. Theories proposing that specific behaviors differentiate leaders from nonleaders. Behavior Style:•Concern for task: they look for high levels of productivity, and ways to organize people and activities in order to meet those objectives. •Concern for people: leaders look upon their followers as people – their needs, interests, problems, development. •Directive leadership: leaders taking decisions for others – and expecting followers to follow instructions. •Participative leadership: leaders try to share decision-making with others.
  3. 3. Concern for Relationships 9 9.1 Human relations Style 5.5 Compromise Style 5 1 9.9 Maximum concern for both relationship and task 1.9 Psychologically distant, task specialist 1.1 Low - profile 1 5 Concern for production 9
  4. 4. Theories assumes that there is no one best way to lead, effective leadership depends on leader’s and follower’s characteristics as well as other factors in the leadership situation. The Fiedler Model: Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence.
  5. 5. Path-Goal Model: States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals. Situational Leadership Model: Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness
  6. 6. Situational Leadership Model:
  7. 7. • • • • • • • Autocratic Decision-making authority- power (classical approach) Bureaucratic Performing routine tasks - by the book Democratic Participative style – Coach - Gathers information Coercive Power - meet very short term - In times of crisis Transactional wants to be in control Transformational Charismatic - Inspire followers to think Laissez-Faire Little or no direction - “hands-off¨ style
  8. 8. Managers are people who do things right and leaders are people who do the right things. Leadership produces change and movement While Management produces order an consistency
  9. 9. Leaders: More Personal in their orientation to group members More global in their thinking Focus on values and expectations Value cooperation not just coordination Foster ideas of unity – equality – justice - fairness Managers: Focus on control and results Give clear direction Make solitary assignments Work hard for cooperation
  10. 10. The most effective leaders: • • • • • • • • • Are always investing in strengths Work with a “team”, not individual Understand their followers needs Be alert to their personal, social problems Motivate team members Work on their attitudes, try do make them healthy Provide them with the right information Evaluate your team members, performance in an objective Reward good performance
  11. 11. • • • • Acquire broad experience Model effective leaders Self-develop leadership traits Help your leader lead
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