LEADERSHIP
-PRESENTED BY:
Piyush patel
Ashish jaint
Kirit Kene
• LEADERSHIP: The process of directing and influencing the task-
related activities of group members.
• Four Important Imp...
LEADERSHIP FUNCTIONS:
• In order to operate effectively groups need someone to perform 2 major
functions: task related act...
Ohio & University Of Michigan Case Study:
• Employee turnover rates were lowest and employee satisfaction highest
under le...
The Managerial Grid:
• A range of management behaviors on the various ways that task
oriented and employee-oriented style ...
• Management at 1,1 at lower left corner of grid is Impoverish management.
Also called Lasisez Faire. I.e. Low concern for...
Contingency Approach: The view that management technique that
best contributes to attainment of organizational goals might...
Hersey & Blanchard’s Situation Leadership :
• Situational Leadership Model holds that most effective leadership style
vari...
The Fiedler Model:
• Basic assumption is that it is quite difficult for manager to alter the
management styles.
• Fiedler’...
• Thank You
Leadership
Leadership
Leadership
Leadership
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Leadership

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Leadership

  1. 1. LEADERSHIP -PRESENTED BY: Piyush patel Ashish jaint Kirit Kene
  2. 2. • LEADERSHIP: The process of directing and influencing the task- related activities of group members. • Four Important Implications: • First is leadership involves other people employees or followers ability to automatically accept the directions and making their status as leader. • Second is leadership involves an unequal distribution of power between leaders and group of members. • More the power more is his leadership. • Third is ability to use the different forms of power to influence followers. • Fourth is that leadership is about values.
  3. 3. LEADERSHIP FUNCTIONS: • In order to operate effectively groups need someone to perform 2 major functions: task related activities and group maintenance. LEADERSHIP STYLES: • The various patterns of behavior favored by leaders during the process of directing & influencing worker. • A task oriented style put more emphasis on closely supervising employees to make sure task is performed satisfactorily • Managers with an employee-oriented style put more emphasis on motivating rather than controlling subordinates. • Characteristics of subordinates must also be considered before managers can choose and appropriate leadership styles.
  4. 4. Ohio & University Of Michigan Case Study: • Employee turnover rates were lowest and employee satisfaction highest under leaders who were favored. • Leaders rated low were in considerations and high in initiating structure had high grievances and turnover rates. • The researchers also found that employees rating of the their leaders effectiveness depended not so much on particular style of leader. • Production centered managers set rigid work standards, organized task down to last detail, prescribed work methods to be followed and closely supervised employee. • Employee centered managers encourage employee participation in goal setting and other work decision and help ensure high performance by inspiring trust and respect.
  5. 5. The Managerial Grid: • A range of management behaviors on the various ways that task oriented and employee-oriented style on grid.
  6. 6. • Management at 1,1 at lower left corner of grid is Impoverish management. Also called Lasisez Faire. I.e. Low concern for people and low concern for task • Management at 1,9 is country club management I.e. high concern for people but low concern for production. • Management at 9,1 is authoritarian management I.e. High concern for production and efficiency but low concern for employee. • Management 5,5 is Middle of the road and intermediate for both production and employee satisfaction. • Management 9,9 is democratic management I.e. a high concern for both production and employee morale.
  7. 7. Contingency Approach: The view that management technique that best contributes to attainment of organizational goals might vary in different types of situation. • It emphasis on 4 theories 1. Task requirement 2. Peer expectations 3. Employees characteristics 4. Organizational Culture and politics.
  8. 8. Hersey & Blanchard’s Situation Leadership : • Situational Leadership Model holds that most effective leadership style varies with the “readiness” of employees. • The goals and knowledge of followers are important variables in determining effective leadership style. • The relationship between a manager and follower moves through 4 phases : 1.High task and low relations 2.High Task and High relationships 3.High relations and low task 4. Low relationships and low task
  9. 9. The Fiedler Model: • Basic assumption is that it is quite difficult for manager to alter the management styles. • Fiedler’s believes most managers are not very flexible, and trying to change a manager’s style to fit. • According to Fiedler leadership is measured on scale of Least Preferred co-Worker: • A person who describes his least preferred co-worker in a relatively favorable or unfavorable manner his least preferred co-worker. • A person who describes his least preferred in a relatively favorable manner tends to be permissive, human relations- oriented, and considerate of the feelings of his men has high LPC • A person who describes his LPC in an unfavorable manner who has what we have come to call a low LPC rating tends to be managing task controlling and less concerned
  10. 10. • Thank You

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