Management and leadership behaviours


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Management and leadership behaviours

  2. 2. LEADER A person who enables people to work together to achieve common objectives.
  3. 3. LEADERSHIP The art of getting people to do what you want them to do and do willingly the things that they normally won’t do without hesitation.
  4. 4. LEADERSHIP STYLES The characteristic manner in which a person makes decisions that will affect the subordinates.
  6. 6. AUTOCRATIC LEADERSHIP This the least desirable form of leadership when it comes to building trusting relationships. One person has control over all the subordinates. The leader is in control and no one is permitted to make any suggestions.
  7. 7. DEMOCRATIC LEADERSHIP Leadership style that is very open and is ideal in running a team. This style is needed in dynamic and changing environments where very little can be taken as constant. The style means facilitating conversations, encouraging ideas and synthesizing all available information into the best possible decision.
  8. 8. LAISSEZ-FAIRE LEADERSHIP It tries to give the least possible guidance to subordinates and tries to achieve control through less obvious means. The principle is that it is believed that people excel when they are left alone to respond to their responsibilities and obligations in their own ways.
  9. 9. PARTICIPATIVE LEADERSHIP Participative leadership is primarily concerned with power sharing and empowerment of followers. CHARISMATIC and TRANSFORMATION LEADERSHIP Connecting the follower's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers.
  10. 10. MULTI-CULTURAL LEADERSHIP The trend nowadays because of globalization. Leading an international flavour of subordinates. VISIONARY LEADERSHIP The ability to create and articulate a realistic, attractive vision of the future for an organization that grows out and improves upon the present.
  12. 12. TRAIT APPROACH The idea that people are born with certain character traits are associated with proficient leadership, it assumes that if you could identify people with the correct traits you will be able to identify leaders. DRIVE MOTIVATION INTEGRITY SELF-CONFIDENCE INTELLIGENCE KNOWLEDGE
  13. 13. BEHAVIOUR APPROACH The assumption that leaders can be made and not born is based on this theory. Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they look what leaders actually do
  14. 14. POWER INFLUENCE APPROACH Leader-Centered (leaders act and followers react) Explains leadership effectiveness in terms of the amount of power processed by a leader and how power is exercised. Power is viewed as important not only for influencing subordinates but also for influencing peers, superiors and people uninvolved in the organization such as client and suppliers,
  15. 15. SITUATIONAL APPROACH There is no single "best" style of leadership. Effective leadership is task- relevant, and the most successful leaders are those that adapt their leadership style to the maturity of the individual or group they are attempting to lead or influence.
  17. 17. CONTIGENCY THEORY Leader-member relations- the degree of confidence the subordinates have in the leader. Task Structure- is a method of building work decomposition for breaking bigger task into smaller logically interrelated pieces (operations) that are intended to systematize process of task performance to economize time and resources of those who perform work. Position Power- the power inherent in the leadership position. It includes rewards and punishments typically associated with the position of the leader’s formal authority and the support that the leader receives from supervisors and the organization
  18. 18. PATH GOAL THEORY An approach that draws heavily on the expectancy theory of motivation. It proposes that the leader is a key individual in bringing about improved subordinate motivation, satisfaction and performance. Directive- the leader directs, and there is no subordinate participation in the decision making. Supportive- the leader is supportive and is interested in the subordinates as people. Participative- the leader asks for, receives and uses suggestions from subordinates to make decisions. Achievement Oriented- the leader sets challenging goals for subordinates and shows confidence that they can achieve the goals.
  19. 19. LEADER STYLE THEORY AI- The leader solves the problem using available information AII- The leader obtains the information from followers then decides on the solution to the problem. CI- The leader shares the problem with subordinates individually, getting their ideas and suggestions without bringing them together as a group. CII- The leader shares problems with subordinates as a group, obtaining their ideas and suggestions. GIII- The leader shares a problem with followers as a group. Together the group generates and evaluates alternatives and attempts to reach a consensus on a solution.
  21. 21. MANAGEMENT BY KAYOD ( REALISTIC) Managers that are rational thinkers. They solve problems right away or they would at least cut down the problem a manageable size if the problem cannot be solved right away. When it comes to decision making, they wouldn’t wait for the information to come in, they decide based on experiences, common sense and instinct. These managers also know very well on how to make use of the resources that they have to reach the goal set by the employer.
  22. 22. MANAGEMENT BY LIBRO ( IDEALISTIC) Managers in this area are very planning and process oriented. They solve problems by reflecting on them first before taking any action, then brings in the analysis of the problem that they believe in fact. Since they are process oriented and want to make sure that everything in their plan would work smoothly. In most cases, they have a system of their own, believes in the rules they set and won’t change them easily.
  23. 23. MANAGEMENT BY LUSOT ( OPPORTUNIST) Managers who are opportunists have no principles, or they change their principles according to the situation. They have strong faith in money and power but not in people, and they lack the sense of loyalty. Once their padrino is no longer in power, they would terminate the relationship with him and look for another one. When it comes to decision making, they tend to avoid headaches by passing the pressure to other people
  24. 24. MANAGEMENT BY UGNAYAN (RECONCILER) Managers in this category are the mixture of both realistic and idealistic. They choose the most appropriate move to solve a problem, they don’t insist on certain principles. They develop the ability of their staff, and make use of them when needed. They are born leaders with good communication and behavioral skills.
  25. 25. T-ogether E-verybody A-chieves M-ore T.E.A.M.
  26. 26. A Presentation by CARLO MIGUEL A. NARBONETA
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