TASK RELATED ATTITUDE ANDTASK RELATED ATTITUDE AND
BEHAVIOUR OF LEADERBEHAVIOUR OF LEADER
PRESENTED BY:PRESENTED BY:
DIVYA...
INTRODUCTION:INTRODUCTION:
• Historic findings reveal that leaders and followersHistoric findings reveal that leaders and ...
TASK RELATED ATTITUDETASK RELATED ATTITUDE
AND BEHAVIOUR:AND BEHAVIOUR:
THERE ARE MAINLY THREE TYPES OF TASKTHERE ARE MAIN...
CONT…CONT…
 CLARIFYING ROLES AND OBJECTIVES:CLARIFYING ROLES AND OBJECTIVES:
1.1. Defining job responsibilities and requi...
CONT…CONT…
3.3. SETTING PERFORMANCE GOALSETTING PERFORMANCE GOAL::
Set goals for relevant aspect of performance.Set goals ...
LEADERSHIP BASED ONLEADERSHIP BASED ON
TASK AND BEHAVIOURTASK AND BEHAVIOUR
Task related activitiesTask related activities
and attitudesand attitudes
 AdaptabilityAdaptability
 Sizes up people, si...
Task related activitiesTask related activities
and attitudes (cont’d)and attitudes (cont’d)
 Risk taking/action orientedR...
Task related activitiesTask related activities
and attitudes (cont’d)and attitudes (cont’d)
 Remain calm and consistent u...
BEHAVIOUR INFLUENCINGBEHAVIOUR INFLUENCING
LEADERSHIPLEADERSHIP
TASK VsTASK Vs
RELATIONSHIPRELATIONSHIP
LEADERSHIP:LEADERSHIP:
Skills and Best Practices: Tips forSkills and Best Practices: Tips for
Improving Leader EffectivenessImproving Leader Effe...
CONCLUSION:CONCLUSION:
Successful leadership dependsSuccessful leadership depends
more on appropriate behavior andmore on ...
Leadership attitute presentation
Upcoming SlideShare
Loading in...5
×

Leadership attitute presentation

262

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
262
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
9
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Leadership attitute presentation

  1. 1. TASK RELATED ATTITUDE ANDTASK RELATED ATTITUDE AND BEHAVIOUR OF LEADERBEHAVIOUR OF LEADER PRESENTED BY:PRESENTED BY: DIVYA SHARMADIVYA SHARMA M.B.A. III SEMM.B.A. III SEM JIET(SOMG)JIET(SOMG)
  2. 2. INTRODUCTION:INTRODUCTION: • Historic findings reveal that leaders and followersHistoric findings reveal that leaders and followers vary byvary by - intelligence- intelligence - dominance- dominance - self-confidence- self-confidence - level of energy and activity- level of energy and activity - task-relevant knowledge- task-relevant knowledge • Contemporary findings show thatContemporary findings show that - people tend to perceive that someone is a leader when he or- people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, andshe exhibits traits associated with intelligence, masculinity, and dominancedominance - people want their leaders to be credible- people want their leaders to be credible - credible leaders are honest, forward-looking, inspiring, and- credible leaders are honest, forward-looking, inspiring, and competentcompetent Leadership TraitsLeadership Traits: represent the personal characteristics that differentiate leaders from followers.
  3. 3. TASK RELATED ATTITUDETASK RELATED ATTITUDE AND BEHAVIOUR:AND BEHAVIOUR: THERE ARE MAINLY THREE TYPES OF TASKTHERE ARE MAINLY THREE TYPES OF TASK ORIENTED BEHAVIOUR:ORIENTED BEHAVIOUR:  PLANNING:PLANNING: 1.1. Identify necessary action plans.Identify necessary action plans. 2.2. Identify the optimal sequence of the action plan.Identify the optimal sequence of the action plan. 3.3. Estimate the time needed to carry out each action plan.Estimate the time needed to carry out each action plan. 4.4. Determine the starting times and deadlines.Determine the starting times and deadlines. 5.5. Estimate the cost of each action step.Estimate the cost of each action step. 6.6. Determine who will be accountable for each step.Determine who will be accountable for each step. 7.7. Develop procedures for monitoring progress.Develop procedures for monitoring progress.
  4. 4. CONT…CONT…  CLARIFYING ROLES AND OBJECTIVES:CLARIFYING ROLES AND OBJECTIVES: 1.1. Defining job responsibilities and requirementsDefining job responsibilities and requirements Explain the important job responsibilitiesExplain the important job responsibilities Clarify the person’s scope of authority.Clarify the person’s scope of authority. Explain how the job relates to the mission of the unit.Explain how the job relates to the mission of the unit. Explain important policies, rules and requirements.Explain important policies, rules and requirements. 2.2. ASSIGNING WORK:ASSIGNING WORK: Clearly explain the assignment.Clearly explain the assignment. Explain the reasons , priorities , deadlines of the work .Explain the reasons , priorities , deadlines of the work .
  5. 5. CONT…CONT… 3.3. SETTING PERFORMANCE GOALSETTING PERFORMANCE GOAL:: Set goals for relevant aspect of performance.Set goals for relevant aspect of performance. Set the clear and specific goals.Set the clear and specific goals. Set challenging but realistic goals.Set challenging but realistic goals. Set a target date for attainment of each goal.Set a target date for attainment of each goal.  MONITIRING OPERATIONS:MONITIRING OPERATIONS: 1. Identify and measure key performance indicators1. Identify and measure key performance indicators .. 2. Monitor ,measure ,develop, encourage and conduct periodic progress2. Monitor ,measure ,develop, encourage and conduct periodic progress review system.review system.
  6. 6. LEADERSHIP BASED ONLEADERSHIP BASED ON TASK AND BEHAVIOURTASK AND BEHAVIOUR
  7. 7. Task related activitiesTask related activities and attitudesand attitudes  AdaptabilityAdaptability  Sizes up people, situations andSizes up people, situations and tacticstactics  Direction SettingDirection Setting  Aligning the actions of followers.Aligning the actions of followers.  Set high performanceSet high performance standardsstandards  Helps in career development.Helps in career development.
  8. 8. Task related activitiesTask related activities and attitudes (cont’d)and attitudes (cont’d)  Risk taking/action orientedRisk taking/action oriented  Provides hands on guidanceProvides hands on guidance  Provides frequent feedbackProvides frequent feedback  Takes corrective actionTakes corrective action  Reinforces favorable activitiesReinforces favorable activities
  9. 9. Task related activitiesTask related activities and attitudes (cont’d)and attitudes (cont’d)  Remain calm and consistent underRemain calm and consistent under pressurepressure  Asks tough questions rather than provideAsks tough questions rather than provide answersanswers  Reverse delegation.Reverse delegation.  Strong customer orientationStrong customer orientation
  10. 10. BEHAVIOUR INFLUENCINGBEHAVIOUR INFLUENCING LEADERSHIPLEADERSHIP
  11. 11. TASK VsTASK Vs RELATIONSHIPRELATIONSHIP LEADERSHIP:LEADERSHIP:
  12. 12. Skills and Best Practices: Tips forSkills and Best Practices: Tips for Improving Leader EffectivenessImproving Leader Effectiveness BehaviorBehavior Recommended BehaviorsRecommended Behaviors ListenListen Intensely listen to what others have to say. Determine the true cause of performance problems. ExamineExamine Think through problems from all perspectives. Do not play favorites and find solutions that benefit everyone involved. AssistAssist Help others to learn from mistakes and errors. DevelopDevelop Explain the rationale for decisions and implement fair policies and procedures. EncourageEncourage Provide employees with the resources needed to do a job. Gently push people to advance into more demanding roles. RecognizeRecognize Praise people for their good work. Focus on the positive whenever possible.
  13. 13. CONCLUSION:CONCLUSION: Successful leadership dependsSuccessful leadership depends more on appropriate behavior andmore on appropriate behavior and actions , and less on personalityactions , and less on personality traits. Behavior can be learned andtraits. Behavior can be learned and changed whereas traits remain morechanged whereas traits remain more or less fixed. Thus this school ofor less fixed. Thus this school of thought suggest that “LEADERSthought suggest that “LEADERS ARE NOT BORN BUT THEY HAVEARE NOT BORN BUT THEY HAVE TO BE DEVELOPED”.TO BE DEVELOPED”.
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×