• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Nature of leadership

Nature of leadership



A report on leadership.

A report on leadership.



Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    Nature of leadership Nature of leadership Presentation Transcript

    • TEODY S. PASTERARecoletos de Bacolod
    • 1. Nature of Leadership2. Power and Leadership3. Leadership Traits, Skills and Styles -TEODY S. PASTERA
    • Nature of Leadership:Leadership- is the ability of persuading peopleto cooperate in the achievement ofa common objective.
    • Leadership Traits:• Honest — Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.• Competent — Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings.• Forward-looking — Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.• Inspiring — Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.• Intelligent — Read, study, and seek challenging assignments.
    • Leadership Traits:• Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others.• Broad-minded — Seek out diversity.• Courageous — Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.• Straightforward — Use sound judgment to make a good decisions at the right time.• Imaginative — Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative!
    • Leadership Skills: Technical Skill: Human Skill:refers to a person’s knowledge and is the ability to workability in any type of process or effectively with people andtechnique. build teamwork. Conceptual Skill: is the ability to think in terms of models, frameworks and broad relationships such as long range plans. Deals with ideas.
    • Leadership Styles:Autocratic leadershipDemocratic leadershipmake decisions without consulting theirteams. the team to provideappropriate allow This is considered input beforeLaissez-faire leadership bewhen decisions genuinely need to making a decision, although the degreetaken quickly, whenfrom leaderneed for dont interfere; they allow no to leader. of input can vary theres people withininput, and when team agreement isnt the type ofto make important when This team style is many of thenecessary forThis works well when the decisions. a successful outcome.can be team agreement matters, but it team difficult to manage capable quite is highly when thereand are motivated, and perspectives and ideas. lots of different when it doesnt need close monitoring or supervision. However, this style can arise because the leader is lazy or distracted, and, here, this approach can fail.
    • POWER
    • POWER Power: Authority: is the ability of one person (the agent) to influence the is the power vested in a behavior and/or attitudes position and therefore, is of others (the target). Thus, exclusive to that position. power is not exclusive to leaders and managers. Influence: is understood as the effect of one party (the agent) on another (the target).
    • POWER• Influence: The success of an influence attempt can be distinguished among qualitatively distinct outcomes: commitment, compliance, and resistance. Commitment: This is a result in which the target agrees with a request or decision from the agent and strives carryout the request or implement the decision effectively. Compliance: This is an outcome in which the target is willing to do what the agent asks, but is apathetic rather than enthusiastic about it. Resistance: The target is opposed to carrying out the agent’s requests and decisions.
    • POWERSOURCES OF INDIVIDUAL POWER• Legitimate power: From holding a formal position. Others comply because they accept the legitimacy of the position of the power holder.• Reward power: Target complies in order to obtain rewards controlled by the agent.• Coercive Power: Compliance is to avoid punishments controlled by the agent.• Expert Power: Based on a person’s expertise, competence, and information in a certain area.• Referent Power: The target person comply because they respect and like the power holder (agent).
    • POWER SOURCES AND CONSEQUENCES OF POWER• The first three sources of power – legitimate,reward and coercive- are position powers. Managers and executives generally hold all these three sources of power.• The expert and referent sources of power are personal.
    • POWERAnother conceptualization of power sources is as follows:• Position Power: Formal authority, control over rewards, control over punishments, control over information and ecological control.• Personal Power: Expertise, friendship or loyalty and charisma.• Political Power: Control over decision processes, coalitions, co- optation and institutionalization.
    • POWER POTENTIAL REACTIONS TO INDIVIDUAL SOURCES OF POWER Coercive Power Resistance Reward Power Legitimate Power Compliance Expert Power Commitment Referent Power
    • POWER INFLUENCE TACTICS• Rational persuasion (Expert, info)• Inspirational appeal (Referent)• Consultation (All)• Ingratiation (Referent)• Personal appeal (Referent)• Exchange (Reward and info.)• Coalition building (All)• Legitimate tactics (Legitimate)• Pressure (Coercive)
    • ORGANIZATIONAL SOURCES OF POWER• Coping with uncertainty• Centrality• Dependency• Substitutability POWER SOURCES FOR TOP EXECUTIVES•Legitimate power and position•Access to resources•Control of decision criteria•Centrality in organizational structure
    • LEADERSHIP & POWER• The essence of leadership is influence overothers. But, influence is not unidirectional.• Power is the engine that drives the ability toInfluence.
    • Welcome guid na ya!Questions? Testingi lang react! Additional Violent Tani wala lang… inputs? reactions?
    • Welcome guid na ya!Questions? Testingi lang react! Additional Violent Tani wala lang… inputs? reactions?
    • Welcome guid na ya!Questions? Testingi lang react! Additional Violent Tani wala lang… inputs? reactions?
    • If none, then…