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    Leadership Leadership Presentation Transcript

    • Leadership maryam hassanzadeh 1092300135
    • Leadership  As a process, the use of non coercive influence to shape the group or organisation’s goal, motivate behavior towards the achievement of those goals and help define the culture  As a property, the set of characteristics attributed to individuals who are perceived to be non coercive leaders
    • Power and Leadership Legitimate power  Power granted through the organisational hierarchy; it is the power or authority, defined by the organisation that is to be accorded people occupying particular position
    • Power and Leadership Reward power  The power to give or withhold rewards, such as bonuses, promotions, praise, recognition and interesting job assignments
    • Power and Leadership Coercive power  The power to force compliance by means of psychological, emotional or physical threat
    • Power and Leadership Referent power  The personal power that accrues to someone based on identification, imitation, loyalty or charisma
    • Power and Leadership Expert power  The personal power that accrues to someone based on his or her information or expertise
    • Leadership Styles I want both of you to. . .  Leaders tell their followers what they want done.  How they want it accomplished.  Without getting advice of their followers. When to use it?  When you have all the information to solve the problem.  You are short on time.  Your followers are well motivated. Authoritarian (autocratic)
    • Leadership Styles Let's work together to solve this. . .  This style involves the leader including one or more followers in the decision making process (determining what to do and how to do it).  Leader maintains the final decision making authority. When to use it?  When you have part of the information, and your followers have other parts. Participative (democratic)
    • Leadership Styles You two take care of the problem while I go. . .  The leader allows the followers to make the decisions.  The leader is still responsible for the decisions that are made.  Also known as “lais sez faire”-noninterference in the affairs of others. (let it be- French) When to use it?  This is used when followers are able to analyze the situation and determine what needs to be done and how to do it. Delegative (free reign)
    • 8 Leadership Characteristics  Interpersonal Skills  Communication Skills  Values  Organizational Consciousness  Confidence  Flexibility  Creativity Skills  Achieving Results
    • Leadership Characteristics #1  Interpersonal Skills  Leaders that have earned the trust and respect of their followers can use this trust to move the organization towards the achievements of its goal.  Use their interpersonal skills to work through difficult relationships and keep the peace in their departments.  Good at listening and providing constructive feedback
    • Leadership Characteristics #2  Communication Skills  Good speakers and listeners.  They can help keep the workforce motivated and committed.  They also listen to their followers and ask questions when they want to make sure they have a good understanding of what is being expressed.
    • Leadership Characteristics #3  Values  Leaders must also value the diversity of a workforce. (diverse group of employees will bring a larger perspective to the organization)  They need to treat followers with the respect they deserve and do not display favoritism.  They operate with a high level of ethics that sets an example for others to follow.
    • Leadership Characteristics #4  Organizational Consciousness  Really understand what the organization wants to achieve.  know how it can be accomplished.  They create networks within the organization to help their groups get things done and are just as adept at breaking down organizational barriers to progress
    • Leadership Characteristics #5  Confidence  not afraid to take ownership for both popular and unpopular decisions.  Able to learn from criticisms.  Maintain a calm manner even during emergencies.
    • Leadership Characteristics #6  Flexibility  Ability to remain flexible (adapt their leadership style to meet the demands of the current work environment).  Able to work with others to meet organizational goals and shift focus as necessary.
    • Leadership Characteristics #7  Creativity Skills  Able to develop innovative solutions to all problems.  The diversity they build in their organizations helps them to develop more comprehensive answers to routine questions.  Creative leaders are able to translate technical information into solutions that are understood by everyone.
    • Leadership Characteristics #8  Achieving Results  Leaders just don't set the example for others to follow; they also play a big role in achieving the goals of the organization.  Able to help keep their workforce motivated even when faced with a seemingly impossible situation.
    • Perspectives of Leadership  Substitutes for leadership  Charismatic leadership  Transformational leadership
    • Political behaviour in organisations  Common political behaviour  inducement  persuasion  creation of an obligation  coercion
    • Reflections on leadership  Breakthrough leadership  The leader as a hero  When heroic leadership becomes narcissistic leadership  The organisational leader as an androgynous facilitator  Leadership and organisational advantage
    • Knowledge Leadership  Leaders serve as role models for learning and knowledge sharing  They must constantly hold the integrity of beliefs and values around knowledge. According to Robert Buckman of Buckman Labarotories, one of the core values in knowledge leadership is trust
    • Aspects of Leadership for Knowledge Leaders  Mapping knowledge and information resources  Serving as knowledge “champions” to develop strategies and obtain funding  Training and guiding users in tools, techniques and technology  Building knowledge networks or knowledge infrastructures  Monitoring outside news and information
    • Leading the Learning Organization  Leaders as designers, stewards and teachers  To build an organization where people can expand their capabilities to:  Understand complexity  Clarify vision  Improve shared mental models
    • Leader as Designer  Key areas of an organization – policies, strategies and ‘systems’  Essentially designing the learning process of an organization
    • Leader as Steward  Stewards of vision  Committed and responsible for the vision of an organization  To manage it for the benefit of others  To listen to others – story telling
    • Leader as Teacher  To define reality  Conceptualize insights  Open to challenges and further improvements