Leadership is the ability to effectively and responsibly engage with people, processes, and programs to achieve organizational, team or individual goals.
Supervision is the set of activities carried out by a person in order to oversee the productivity and progress of employees who report directly to that person in an organization.
Supervision is a management activity and supervisors have a management role in the organization.
4. LEADERSHIP AND SUPERVISION
Leadership is the ability
to effectively and
responsibly engage
with people, processes,
and programs to
achieve organizational,
team or individual
goals.
5. LEADERSHIP AND SUPERVISION
Supervision is the set of
activities carried out by a
person in order to oversee
the productivity and
progress of employees
who report directly to that
person in an organization.
9. LEADERSHIP MODELS OF SUPERVISION
MacGregor’s Theory X and Theory Y
Likert Four System of Management
Blake and Mouton’s Managerial Grid
Reddin’s 3-D Leadership Model
Fiedler’s Contingency Theory of
Leadership
Hersey-Blanchard Situational
Leadership Theory
12. Theory X
• dislikes the works
• Avoid responsibility and
need constant direction
• Have to be controlled, forced and
threatened to deliver work
MacGregor’s Leadership Theory
13. • Need to be supervised at
every step
• Have no incentive to work
ambition, and therefore
need to be enticed by
rewards to achieve goals
MacGregor’s Leadership Theory
14. Theory Y
• Happy to work on their own
initiative
• More involved in decision
making
• Self-motivated to complete
their tasks
• Enjoy taking ownership of
their work
MacGregor’s Leadership Theory
15. • Seek and accept
responsibility and need
little direction
• View work as fulfilling
and challenging
• Solves problems
creatively and
imaginatively
MacGregor’s Leadership Theory
16. 01
02
03
04
02
Exploitative
authoritative
Benevolent
authoritative
Consultative
Participative
group
- lack of trust between
managers and
employees
- communication is
delivered top-down and
roles are dictated
-employees are
instead motivated
through a reward
system
-more two-way
communication
between employee
and line-manager - greater trust in their
subordinates and
demonstrate as such by
implementing ideas or
beliefs that they share with
their team members
- -open level of
communication
throughout the hierarchy
of the organisation and
team members are often
consulted during the
decision-making process
-full trust in their
subordinates and
actively works with
them as part of the
decision-making
process
- level of
communication is
high
17. Blake and Mouton’s Managerial Grid
(1,9)
Country Club
(9,9)
Team
Management
(1,1)
Impoverished
(9,1)
Produce or
Perish
(5,5): Middle
of the Road
9 –
8 –
7 –
6 –
5 –
4 –
3 –
2 –
1 –
1 2 3 4 5 6 7 8 9
20. Fiedler’s Contingency Model
There is no one best style of
leadership, instead a leader
effectiveness is based on the
situation, a result of two factors
leadership style and situational
favorableness
26. Autocratic Leadership Style
• The classical approach
• Manager retains as much power and
decision making authority as possible
• Does not consult staff, nor allowed to give
any input
• Staff expected to obey orders without
receiving any explanations
• Structured set of rewards and punishments
27. Autocratic Leadership Style
Not all bad
• Sometimes most effective style to use when:
New, untrained staff do not know which tasks to perform or
which procedures to follow
Staff do not respond to any other leadership style
Limited time in which to make decisions
A manager’s power is challenged by staff
Work need to be coordinated with other department or
organization
28. Autocratic Leadership Style
• Should not be used when:
Staff become tense, fearful, or
resentful
Staff depend on their manager to
make decisions
Low staff morale, high turnover and
absenteeism and work stoppage
30. Bureaucratic Leadership Style
Most effective when:
Staff performing tasks over and over
Staff need to understand certain standards or
procedures
Safety or security training
conducted
Staff performing tasks that
require handling cash
31. Bureaucratic Leadership
Style
Ineffective when:
Work habits form that are hard
to break, especially if they are no
longer useful
Staff lose their interest in their jobs and in their
co-workers
Staff do only what is expected of them and
no more
32. Democratic Leadership Style
• Also known as participative style
• Encourages staff to be part of the
decision making
• Keeps staff informed about
everything that affects their work
and shares decision making and
problem solving responsibilities
33. Democratic Leadership Style
• Most successful when used with
highly skilled and experienced
staff or when implementing
operational changes or
resolving individual or group
problems
34. Democratic Leadership Style
Should not be used when:
Not enough time to get everyone’s input
Easier and more cost-effective for manager
to make the decision
Can’t afford mistakes
Manager feels threatened by this type of
leadership
Staff safety is a critical concern
35. Laissez-Faire Leadership Style
• Also known as the “hands-off” style
• The manager provides little or no
direction and gives staff as much
freedom as possible
• All authority or power given to the staff
and they determine goals, make
decisions, and resolve problems on
their own
36. Laissez-Faire Leadership Style
An effective style to use when:
staff highly skilled, experienced and
educated
Staff have pride in their work and the
drive to do it successfully on their own
Staff are trustworthy and experienced
37. Laissez-Faire Leadership
Style
Should not be use when:
Staff feel insecure at the unavailability of a
manager
The manager cannot provide regular feedback
to staff on how well they are doing
Managers unable to thank staff for their good
work
The manager doesn’t understand his or her
responsibilities and hoping the staff cover for
him or her
38. Behavioral Leadership Theory
Two dimensions of leader behaviors:
Initiating Structure Behavior: The behavior of leaders
who define the leader-subordinate role so that
everyone knows what is expected, establish formal lines
of communication, and determine how tasks will be
performed.
Consideration Behavior: The behavior of leaders who
are concerned for subordinates and attempt to
establish a warm, friendly, and supportive climate.
Ohio State Leadership
Studies