6. Objectives
• Participants will be able to identify various leadership
styles
• Enhance cultural diversity awareness
• Develop awareness of generational traits
• Develop awareness of the Team system knowledge
profile
• Identify elements of Motivational Development
• Participants will develop confidence in conducting
performance appraisal / review / criteria used
8. Leadership Styles
There are the different types of leadership styles, which
managers follow in organizations today. To be termed as
a successful leader and for effective leadership, a
manager should know which leadership style to follow in
any given situation, to get things done!
13. Autocratic Leadership
In autocratic leadership style, decision making is the
sole prerogative of the leader. Everything, right from
how things are to be done, what will be the individual
and group targets, the structure of punishments and
rewards, etc., is decided by the leader himself, without
any input from anybody. Such a leadership style works
well in situations when some emergencies arise, and
have to be dealt with immediately.
14. Bureaucratic Leadership
This corporate leadership style entails, exactly following
the policies and procedures which have been previously
laid down. It is the leader's job to ensure that all rules are
adhered to by the employees. This type of leadership
style is effective, if employees perform routine tasks
everyday. However, there is no room for creativity or
innovative problem solving in this leadership style.
15. Participative Leadership
Participative leadership style leads to development of
trust and loyalty among subordinates for the leader, as
he takes them into full consideration, utilizes their skills
and knowledge and takes their inputs, before arriving at
a decision. Participative style works really well wherein
the leader has just joined the organization, or the
department, and is completely new to how things
operate.
16. Laissez-faire Leadership
This team leadership style is the anti-thesis of autocratic
style. In this, the subordinates are given absolute
freedom by the leader to determine their own goals and
ways of reaching them. Such types of leadership is based
on the principle of least interference. It can be a great
success if the subordinates are experienced and skilled,
however can backfire if they are not trustworthy.
17. Transactional Leadership
This leadership style works on the principle that when
subordinates sign a contract to participate in a particular
project, they take their manager as the ultimate
authority. Also, there are set rules for rewards and
punishments. If the subordinates perform well, they are
rewarded and if their performance is below expectation,
they are punished.
18. Transformational Leadership
In the transformational leadership style, the leader sells
his vision to his subordinates, by bringing it forth in the
most passionate and appealing manner. The
transformational leader motivates his subordinates to
work for a given task with great enthusiasm. The leader
genuinely cares for the welfare of his /her subordinates
and wants them to learn new things and progress by
working with him/her on his /her vision.
19. Servant Leadership
The leader acts as someone who is out there to help
other people grow. By acting as a serving leader, he gives
them freedom to grow, nurture their spirit and in the
process become trusting of him and in the end giving
him their whole and sole commitment. This leadership
style goes a long way in aiding community building.
20. Charismatic Leadership
Such types of leadership style is most commonly seen in
politicians. A charismatic leader, by using his charm, his
ability to make others feel important and his skill of
gauging concerns of the people, and using some clever
words to address them, is able to garner many admirers.
People are attracted towards him and thus, like to work
for him. You may read more on leadership styles and
examples
21. Situational Leadership
This leadership style in management is adopted by a
leader in accordance with the prevailing situation. Some
determining factors can be, the ability of the
subordinates, the kind of co-operation that exists among
various team members, available resources, etc.
22. Quiet Leadership
This type of leadership style is the exact opposite of
charismatic leadership style. In this, the leader
motivates his team through his actions rather than
words. This leadership is all about being rational and
people-oriented at the same time.
25. What Effects and Determines Leadership Styles?
Learning Styles
Ethics
Role modeling
Generational Traits
Motivational Development
The Team and System Knowledge Profile
Cultural Diversity
27. Learning Styles
Auditory Learns – An auditory learners learn by listening. If
you’re an auditory learner, you may be able to hear a piece of
music once and then be able to sing it by yourself. However you
may become bored reading a text and taking notes.
Visual Learners – A visual learner learns by reading. If you are a
visual learner, you best learn by reading a text or by looking at a
chart, graph, or map.
Kinesthetic Learners – A kinesthetic learner learns by doing. If
you are a strong kinesthetic learner you may be become
frustrated with lectures where you are expected to sit and listen.
29. ETHICS
A set of moral standards
for judging whether
something is right or
wrong.
30. Role Modeling
• Making yourself someone worthy of imitating
• Becoming behavior
• Leading by example
31. Role Modeling Quotes
The most important single influence in the life of a person
is another person ... who is worthy of emulation.
- Paul D. Shafer
I studied the lives of great men and famous women, and I
found that the men and women who got to the top were
those who did the jobs they had in hand, with everything
they had of energy and enthusiasm and hard work.
- Harry S. Truman
36. Maslow’s Hierarchy of Needs
Self – Actualization Needs
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
37. Motivational Development
• Self – Actualization- Need for fulfillment
• Esteem Need - Sense of accomplishment and achievement
• Social Needs – Sense of belonging (acceptance by others)
• Safety Needs – Sense of being secure and protective
• Physiological needs – The need for food, shelter and
clothing
41. T
As described the person who is represented by the “T”
profile normally likes power, takes charge, committed,
secure, solid, resourceful, competitive, enjoys obstacles,
problem solver, goal oriented, decision maker,
adventurous, strong willed, autonomous, courageous,
controlling, persistent, action oriented, constructive,
and determined.
42. E
The person represented by the “E” profile normally
displays the traits of enthusiastic, takes risks, visionary,
motivational, energetic, highly verbal, promoter,
friendly, mixer, enjoys being centered, fun-loving, likes
variety, spontaneous, enjoys change, group oriented,
creative, initiator, humorous, inspirational, and
passionate.
43. A
The person represented by the “A” profile normally
displays traits of loyal, calm, non-demanding, avoids
confrontations, enjoys routine, dislikes change, warm
and relational, gives in, indecisive, dry humor,
adaptable, sympathetic, thoughtful, nurturing, patient,
tolerant, good listener, peace maker, sensitive feelings,
and agreeable.
44. M
The person represented by the “M” profile normally
displays the traits of accurate, consistent, controlled,
reserved, predictable, orderly, practical, factual,
conscientious, perfectionist, discerning, detailed,
analytical, inquisitive, precise, persistent, scheduled,
sensitive, enjoys instruction, and fair.
45. Motto of Profile Traits:
T’s – Do not tell me what to do just tell me what you
need done.
E’s – It is easier to get forgiveness then it is to get
permission.
A’s – If you are not going to say something nice don’t
say nothing at all.
M’s – If you are not going to do it right don’t do it at all.
48. Some Culture trends to consider
A growing female workforce will require that their place
of employment provide adequate child care.
As the workforce ages, there will be a growing number of
disable and handicapped workers. Accommodations will
need to be made for their special needs such as
wheelchair accessibility to buildings and computers
specially adapted for disabled.
49. Cultural Bias
All of us are born with out glasses but by age 3 we have
lenses of culture bias, then we acquire more lenses in
school, church, etc. We are socialized.
We are like onions with layers of bias. We cannot strip
away all layers but should strip away the rotten ones.
51. Hand Gestures 1
The OK sign is an universal language
which is fine to use. However, for some
unknown reasons many Americans
make a face when they make this
gesture. To Asians this may become
confusing. They see the OK sign but
with what they interpret as negative
facial expressions. The two cancel each
other out and they’re back to zero.
52. Hand Gesture 2
Asians must know or learn
this is how Americans tell
people to “ Come here” If
used in their country this
gesture is used to call
animals.
53. Hand Gesture 3
In Asia palms down &
wave in gesture is a way
they tell people to
“Come here”
54. Hand Gesture 4
Keep your hopes up or Keep
fingers cross gesture in U.S. is
equivalent to an obscene gesture
to refugees
This gesture would be a no, no
55. Other Factor Effecting Judgment
Normative Belief - accepted belief or behavior of the members of a
group.
Social Norms – a socially accepted behavior by society.
Prejudices- a misguided idea or label about a person or group without
allowing for critical judgment.
Pride- being proud, or having justified self respect.
Scruples – having ideals or principles about what is right, or
appropriate.
Stereotype- a commonly held idea or label about a person or group
without the use of critical judgment.
58. PERFORMANCE APPRIASAL / REVIEW
Comparing an employee’s performance with the
expected performance to determine an employee’s
compensation, training needs, and advancement
opportunities.
60. What are we appraising, evaluating, and
reviewing?
Quality or work?
Volume of work?
Dependability?
Knowledge of job?
Initiative?
Job attitude?
Cooperation?
Career Development path?
63. Over coming change by
Accept the fact that change is good
Don’t point fingers – solve problems
Go with speed
Create positive energy
Set the high bar high – don’t fear failure
Be empowered, and be accountable
Communicate clearly and openly
Stick to the fundamentals
