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Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
Leadership and Leader 360
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Leadership and Leader 360

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Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. …

Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment.

Published in: Education, Business
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  • 1. LEADERSHIP • Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. • Therefore, a more accurate predictive capability should be valuable in improving group performance.
  • 2. Definition of Leadership • “the ability to influence a group toward the achievement of goals.” – The source of this influence may be formal. A person may assume a leadership role simply because of his/her position. – All leaders are managers… but all managers are not leaders. – the ability to influence that arises outside the formal structure of the organization-Non-sanctioned leadership – Leaders can emerge from within a group as well as by formal appointment to lead a group.
  • 3. • “Leadership is an interpersonal process in which influence is exercised in a social system for the achievement of organizational goals by others”. • Two characteristics of leadership. – First, leadership involves exerting influence over other members of a group or organization. – Second, leadership involves helping a group or organization to achieve its goals
  • 4. • • • • • • • • • • A leader must be INFLUENCER which means I---------------Integrity with people N--------------Nurturing Others F--------------Faith in people L--------------Listen to people U------------- Understand People E-------------Enlarge the people N------------Navigate the people C------------Connecting with People E------------Empowering people R------------Reproduce people
  • 5. Leadership styles • Leadership styles are the patterns of behavior which a leader adopts in influencing the behaviors of his followers. • The models/theories of leadership styles are: • • • • • Power orientation Leadership as a continuum Likert’s management system Managerial grid Path –goal leadership model
  • 6. (1) POWER ORIENTATION • Based on the degree of authority which a leader uses in influencing the behavior of his subordinates. • Based on this there are (3) three leadership styles: – Autocratic leadership – Participative leadership(democratic) – Free-rein leadership: giving complete freedom to subordinates also called Laissez-faire style.
  • 7. (2) Leadership as a continuum • Variety of styles of leadership behavior between two extremes of autocratic and free rein. Free -rein (SUBORDINATE CENTERD LEADERSHIP AUTOCRATIC (BOSS CENTERD LEADERSHIP Use of authority by manager Area of freedom for subordinates Manager makes decision and announces Manager convince the decisions Manager presents ideas & invites suggestions Manager presents problems, gets suggestions and makes decisions Manager presents tentative decision subject to change Manager permits subordinates to function within limits defined by superior Manager defines limits, asks group to make decision
  • 8. (3) Likert’s management system • Developed by Resis Likert. Likert has taken seven variables of different management styles. – Leadership – Motivation – Communication – Interaction-influence – Decision making – Goal setting – Control process
  • 9. Likert system of management • • • • Exploitative (unfair)Autocratic-System-1 Benevolent(caring) Autocratic-System-2 Participative-System-3 Democratic-System-4 Leadership Variable System-1 System-2 System-3 System-4 Trust & confidence in subordinates No trust and confidence in subordinates Condescending (arrogant) confidence & trust such as master has in a servant Substantial but not complete Complete confidence & trust
  • 10. Managerial grid • Developed by Blake & Mouton
  • 11. PATH GOAL LEADERSHIP MODEL • Developed by Robert House. • It is a combination of situational leadership & Vroom’s expectancy theory of motivation
  • 12. Charismatic leaders • “Charismatic leaders have a combination of charm and personal magnetism that contribute to a remarkable ability to get other people to endorse to their vision and promote it passionately” • Trait of a Charismatic Leader – – – – – Self-confidence A vision Strong conviction in that Vision Out of the ordinary behavior The image of a change agent
  • 13. Two Types of Charismatic Leaders • Visionary Charismatic Leaders – Through communication ability, the visionary charismatic leader links followers’ needs and goals to job or organizational goals. • Crisis-Based Charismatic Leaders – The crisis-produced charismatic leader communicates clearly what actions need to be taken and what their consequences will be.
  • 14. Concept of Leader 360
  • 15. Self-Leadership "Leadership is doing what is right when no one is watching." George Van Valkenburg • Self-leadership is an extensive set of strategies focused on the behaviors, thoughts, and feelings that you use to exert influence over yourself. • To lead yourself, create an inspiring vision and set goals for your life. Visualize a life that is exactly as you want it. When you see your goal in your mind, you engage the power of your subconscious mind that will help you build winning habits and bring your dream to life. • Now, take initiative and start moving towards your goals. Challenge assumptions, champion change, take risk and experiment. And remember, there is no failure, only feedback. Ask learning SWOT questions and restart wiser. Fail small to succeed big. • Be a lifelong learner, and be passionate about it. If you stop learning, you stop creating history and become history.
  • 16. Top-Down Leadership "Leaders don't create followers. They create more leaders." Tom Peters • Be a super leader – lead by example and help your people develop into leaders themselves. • Empower, inspire and energize them. Be a coach for your people. • Don't assume you all team members. know it all. Seek ideas from • Ask questions and solicit suggestions. Be empathic and compassionate, and people will choose you to lead them.
  • 17. Lateral Leadership "You don't need all the glory. If you let others take the credit, it makes them feel like they're part of something special." Ralph Roberts • How to get things done when you are not the boss and telling others what to do is ineffective? • Lead laterally, help people around you achieve more and shine. • Invite colleagues to work with you creatively, and achieve a common goal. to solve problems • "Don't try to provide a solution to every problem. They key is to improve the process of working together. Start the habit of everyone working to improve collaborative methods. Solutions are not the answer. The answer is a better process for finding solutions."
  • 18. Leading-Up "Leadership is the art of getting someone else to do something you want done because he wants to do it." Dwight D. • Leading-up is about leading your boss, helping your supervisor to see the right goal and find the right path before too late. • Once your boss knows that you bring judgment and get results, the way is clear for you to lead your boss. But your boss must want it and you must be able to deliver it. • Above all, upward leadership requires the conscious subordination of personal gain to organizational purpose. Leading the boss is therefore about helping the organization to achieve its mission regardless of the personal costs or benefits.
  • 19. Leading-Up • Upward leadership requires a driving urge to make things happen on high, an unflinching willingness to take charge when not fully in command." • "When a subordinate does lead up, it requires equal courage for the boss to listen down, especially in cultures that traditionally eschew voices from below. • A culture that encourages upward leadership is built, not born. For that, senior managers must regularly insist that their junior staff question strategy and challenge error. • Asking those of lesser rank to say what they candidly think and complimenting them for doing so are small measures that can make for big improvements."

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