Leadership 2

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Leadership 2

  1. 1. Case Study on Leadership Prepaid by: Kachhiya Ishita . submitted to: Priyanka Dave Ass.prof.
  2. 2. Leadership The everyone’s business .
  3. 3. Session #1 Students should be able to describe the leadership 1. Definition of Leadership 2. Manager – Leader 3. Analysis Level of Leadership 4. Leadership Theory Paradigm
  4. 4. Lets Having Fun
  5. 5. Games Sebuah perahu tenggelam. Ada 10 penumpang yang sekarang berusaha menyelematkan diri. Empat orang orang sudah berada di perahu sekoci. 6 orang masih mengapung di air. Ada waktu 10 menit untuk orang-orang yang di perahu untuk menyelamatkan yang lainnya. Adapaun hambatan yang dihadapai adalah sbb: 1. Waktu 10 menit 2. Penolong hanya bisa membawa satu orang sekali jalan 3. Perahu sekoci hanya muat 8 orang 4. Di perahu ada seorang dokter ahli bedah jantung yang sangat terkenal, seorang ibu hamil, seorang kakek yang sangat kaya, dua orang tua salah satu yang selamat, dan satu orang mahasiswa
  6. 6. Choose Your Leaders
  7. 7. What is leadership?
  8. 8. Leadership • The process by which an agent induces a subordinate to behave in a desired manner • Directing and coordinating the work of group members • An interpersonal relation in which others comply because they want to, not because the have to • The process of influencing an organized group toward accomplishing its goals • Action that focus resources to create desirable opportunities • The leader’s job is to create conditions for the team to be effective • The ends of leadership involve getting results through others, and the means of leadership involve the ability to build cohesive, goal-oriented teams. Good leaders are those who build teams to get results across a variety of situations • Leadership represents a complex form of social problem solving
  9. 9. Leadership is Both a Science and an Art
  10. 10. Leadership is Both Rational and Emotional
  11. 11. Leadership and Management
  12. 12. Leadership and Followership
  13. 13. Key Elements of Leadership Influence Leaders–Followers Change Leadership Organizational Objectives People
  14. 14. Leadership Managerial Roles
  15. 15. Managers Leaders Administer Innovate Maintain Develop Control Inspire Short-term View Long-term View How and When? What and Why? Imitate Originate Accept the status quo Challenge
  16. 16. Discussion Question #2 Are you interested in sharing leadership, or do you prefer to be a follower?
  17. 17. Functions Performed by Managers All managers perform four major functions: Planning Organizing Leading Thus, leadership is a part of every manager’s job Controlling
  18. 18. Are All Leaders Managers? Manager = formal title and authority Leader = person (manager or non-manager) with influence Follower = person influenced by a leader
  19. 19. Influence • Is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change • It is the essence of leadership • Managers may influence through coercion • Leaders influence by gaining followers’ commitment and enthusiasm
  20. 20. Leadership Managerial Roles Interpersonal 1. 2. 3. Figurehead Leader Liaison Informational 4. 5. 6. Monitor Disseminator Spokesperson Decisional 7. 8. 9. 10. Entrepreneur Disturbance-handler Resource-allocator Negotiator
  21. 21. Levels of Analysis of Leadership Theory
  22. 22. Levels of Analysis of Leadership Theory Levels Of Leadership Analysis Individual
  23. 23. Individual Level • Focuses on the individual leader and the relationship with individual followers • Called the “dyadic process” • Reciprocal influence
  24. 24. Group Level • Focuses on the relationship between the individual leader and the collective group of followers • Called the “group process” • How the leader contributes to group effectiveness • An important part is meetings
  25. 25. Organizational Level • Focuses on how top management influences organizational performance • Called the “organizational process” • Deals with organizational adaptability and transformation
  26. 26. Interrelationships among the Levels of Analysis • Group and organizational performance are based on individual performance – • Organizational performance is also based on group performance – • If individual performance is low, then group and organizational performance will be low as well If groups are not effective, organizational performance will be low Both group and organizational performance also affect the performance of the individual – If both the group members and the group are highly motivated and productive, chances are the individual will be productive as well
  27. 27. Leadership Theory Paradigm
  28. 28. Leadership Theories Are explanations of some aspects of leadership Have practical value because they are used to better understand, predict, and control successful leadership
  29. 29. Leadership Paradigm Is a shared mindset that represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership Has changed over the last 60 years during which it has been studied
  30. 30. Leadership Theory Classifications The four leadership theory classifications include: Trait Contingency Behavioral Integrative
  31. 31. Leadership Trait Theories Attempt to explain distinctive characteristics accounting for leadership effectiveness to identify a set of physical and psychological traits that all successful leaders possess High energy level Appearance Aggressiveness Persuasiveness Dominance Self-reliance
  32. 32. Behavioral Leadership Theories • Attempt to explain distinctive styles used by effective leaders, or to define the nature of their work • What the leader actually does on the job (behavior)
  33. 33. Contingency Leadership Theories • Attempt to explain the appropriate leadership style based on the leader, followers, and situation • Are called “universal theories” • Try to predict which traits and/or behaviors will result in leadership success given the situational variables
  34. 34. Integrative Leadership Theories Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader–follower relationships
  35. 35. Discussion Question Some people say the hard skills (finance, quantitative analysis) are more important for managers than soft skills (developing relationships, leadership), and some say the opposite is true. What do you think?
  36. 36. Requirement for Leadership Skills Managerial/ leadership technical core staf manajer eksekutif

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