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Leadership: The One and Only Path To Becoming a (great) Leader

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Leadership: The One and Only Path To Becoming a (great) Leader …

Leadership: The One and Only Path To Becoming a (great) Leader

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  • 1. Leadership: The One and Only Path To Becoming a (great) Leader
  • 2. Leadership Quiz
    • Do You?
  • 3. Leadership Theories
    • “Great Man” Theories
    • Trait Theories
    • Contingency Theories
    • Situational Theories
    • Behavioral Theories
    • Participative Theories
    • Management Theories
    • Relationship Theories
  • 4. “ Great Man” Theories
    • Great Man theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.
  • 5. Trait Theories
    • Similar in some ways to “Great Man” theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.
  • 6. Contingency Theories
    • Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation.
  • 7. Situational Theories
    • Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making.
  • 8. Behavioral Theories
    • Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.
  • 9. Participative Theories
    • Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.
  • 10. Management Theories
    • Management theories (also known as “Transactional theories”) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished.
  • 11. Relationship Theories
    • Relationship theories (also known as “Transformational theories”) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. These leaders often have high ethical and moral standards.
  • 12. So, What Is Leadership?
    • The process of leading.
    • Those entities that perform one or more acts of leading.
    • The ability to affect human behavior so as to accomplish a mission designated by the leader.
    • A process (not a position) whereby an individual works through a series of iterative stages .
  • 13. Iterative Stages of Leadership
    • Stage 1
      • creating a vision,
      • establishing an objective and set of goals,
      • setting direction,
  • 14. Iterative Stages of Leadership
    • Stage 2
      • and following through by intentionally seeking to influence followers (both established and potential),
      • to perform the various tasks needed to realize the vision,
      • to their full potential,
      • for as long as possible,
  • 15. Iterative Stages of Leadership
    • Stage 3
      • until the vision and goals are realized!
  • 16. Suggested Qualities of Leadership
    • Guiding others through modeling (in the sense of providing a role model) and through willingness to serve others first (compare followership)
    • Technical/specific skill at some task at hand
    • Initiative and entrepreneurial drive
    • Charismatic inspiration - attractiveness to others and the ability to leverage this esteem to motivate others
    • Preoccupation with a role - a dedication that consumes much of leaders' life - service to a cause
  • 17. Suggested Qualities of Leadership
    • A clear sense of purpose (or mission) - clear goals - focus - commitment
    • Results-orientation - directing every action towards a mission - prioritizing activities to spend time where results most accrue
    • Cooperation-work well with others
    • Optimism - very few pessimists become leaders
    • Rejection of determinism - belief in one's ability to "make a difference"
  • 18. The Nine Dots Problem
  • 19.  
  • 20. Suggested Qualities of Leadership
    • Ability to encourage and nurture those that report to them - delegate in such a way as people will grow
    • Role models - leaders may adopt a persona that encapsulates their mission and lead by example
    • Self-knowledge (in non-bureaucratic structures)
    • Self-awareness - the ability to "lead" (as it were) one's own self prior to leading other selves similarly
  • 21. Suggested Qualities of Leadership
    • With regards to people and to projects, the ability to choose winners - recognizing that, unlike with skills, one cannot (in general) teach attitude. Note that "picking winners" ("choosing winners") carries implications of gamblers' luck as well as of the capacity to take risks, but "true" leaders, like gamblers but unlike "false" leaders, base their decisions on realistic insight (and usually on many other factors partially derived from "real" wisdom).
    • Understanding what others say, rather than listening to how they say things - this could partly sum this quality up as "walking in someone else's shoes" (to use a common cliché).
  • 22. Thank You
    • See you on next presentation
    • ^_^
    presented by: Adhika Dirgantara - [email_address]