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Leadership Styles
Leadership styles offers clear guidance to the
manager, using these styles as appropriate as
situation r...
The word leadership can refer to:
 The process of
leading.
 Those entities that
perform one or more
acts of leading.
 T...
Leadership Qualities
1. Humility
 It is often found in the most effective leaders,
including Pope John Paul II and Abraha...
Leadership Qualities
3. Decisiveness
 A leader's ability to step up and make decisions, even if
it's deciding only when c...
Leadership Qualities
5. Emotional resonance
 This is the ability to grasp what motivates others and
use it to inspire the...
Leadership Qualities
7. Self-knowledge
 This valuable trait will protect you from overreaching.
8. Passion
 Fortunately,...
Leadership Qualities
9. Conviction
All leaders everywhere
believe in what they're
doing.
10. Dedication
Dedication means...
Leadership Qualities
11. Magnanimity
A magnanimous person
gives credit where it is due.
It also means being
gracious in d...
Outstanding Student
Leader Qualities
 Performance
Demonstrates success in carrying out the duties of the
leadership posit...
Outstanding Student
Leader Qualities
 Initiative
Demonstrates ability to take the lead in
meeting organizational goals.
...
Outstanding Student
Leader Qualities
 Character
Use of good judgment reflected in all activities.
Performance, vision and...
Basic Leadership Style
Autocratic
Laissez-faire
Democratic
Autocratic Leadership Style
 • The classical approach
 • Manager retains as much
power and decision making
authority as ...
Democratic Leadership Style
• Also known as
participative style
• Encourages staff
to be a part of the
decision making
...
The Leader
 A coach who has the
final say, but gathers
information from staff
before making a
decision
 • Produce high q...
The Democratic Leader
 Develops plans to help
staff evaluate their own
performance
 • Allows staff to
establish goals
 ...
Democratic leadership
should not be used when …
 • Not enough time to get everyone’s input
 • Easier and more cost-effec...
Laissez-Faire Leadership Style
 • Also known as the
“hands-off¨ style
 • The manager
provides little or no
direction and...
An effective style to use …
 • Staff highly skilled,
experienced, and
educated
 • Staff have pride in
their work and the...
The Transformational
Leadership
 • Make change happen
in:
 • Self,
 • Others,
 • Groups, and
 • Organizations
 • Cha...
Corrective Leadership
Empowers staff to
facilitate
collaborative and
synergism
Working with and
through other
people ins...
Change Leadership
 • Endorses alteration
 • Beyond thinking
about individuals and
individual
organization, single
proble...
Intelligence Leadership
To navigate the
future by
embracing
ambiguity and
reframing
problems as
opportunities
A proactiv...
Multicultural Leadership
Fosters team and
individual
effectiveness
Drives for
innovation by
leveraging
multicultural
dif...
Servant Leadership
 A practical philosophy
focusing on people who
choose to serve first and
then lead as a way of
expandi...
To lead you must first be
able to follow: for
without followers,
there can be no leaders.
Approaches
There are two difficulties in defining organization climate: how to
define climate, and how to measure it effec...
LEADERSHIP
&
IMPACT ON
ORGANISATION
CLIMATE
Different leadership styles on the
organizational climate and performance
directs the
organization in a way
that makes it ...
6 key factors that influence organization
climate
Flexibility i.e. how free employees feel to
innovate unencumbered by red...
How different leadership styles affects
the organizational climate and performance
Coercive Authoritative Affiliative
NEGA...
How different leadership styles affects
the organizational climate and performance
Democratic Pacesetting Coaching
NEGATIV...
How different leadership styles affects
the organizational climate and performance
Leaders who used styles that
positively...
ANY
Leadership styles and impact on organisation climate
Leadership styles and impact on organisation climate
Leadership styles and impact on organisation climate
Leadership styles and impact on organisation climate
Leadership styles and impact on organisation climate
Leadership styles and impact on organisation climate
Leadership styles and impact on organisation climate
Leadership styles and impact on organisation climate
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Leadership styles and impact on organisation climate

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Leadership styles and impact on organisation climate

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  7. 7. Leadership Styles Leadership styles offers clear guidance to the manager, using these styles as appropriate as situation require All of these styles are useful at different times, but used at the wrong time they can be disastrous e.g. too much listening when immediate action is required, or only providing a vision when a team needs building or rebuilding. The type of leadership styles use will affect performance and results
  8. 8. The word leadership can refer to:  The process of leading.  Those entities that perform one or more acts of leading.  The ability to affect human behavior so as to accomplish a mission designated by the leader
  9. 9. Leadership Qualities 1. Humility  It is often found in the most effective leaders, including Pope John Paul II and Abraham Lincoln. 2. Integrity  Leaders in different industries and cultures can and do spar over the rules, but integrity is the bedrock characteristic of straight dealing. If you lose your integrity, you lose everything.
  10. 10. Leadership Qualities 3. Decisiveness  A leader's ability to step up and make decisions, even if it's deciding only when consensus has been reached and it's time to act. 4. Take risk  Leaders have the courage to act in situations where results aren’t assured. They’re willing to risk failure.
  11. 11. Leadership Qualities 5. Emotional resonance  This is the ability to grasp what motivates others and use it to inspire them into action. 6. Build Teams  Leaders create productive teams that draw the best from people. They effectively coach teams in collaboration, consensus building, and conflict resolution.
  12. 12. Leadership Qualities 7. Self-knowledge  This valuable trait will protect you from overreaching. 8. Passion  Fortunately, this trait is prized and encouraged in Filipino life. If you are passionate about something, that's where you will lead.
  13. 13. Leadership Qualities 9. Conviction All leaders everywhere believe in what they're doing. 10. Dedication Dedication means spending whatever time and energy on a task is required to get the job done, rather than giving it whatever time you have available.
  14. 14. Leadership Qualities 11. Magnanimity A magnanimous person gives credit where it is due. It also means being gracious in defeat and allowing others who are defeated to retain their dignity. 12. Openness Openness means being able to listen to ideas that are outside one's current mental models, being able to suspend judgement until after one has heard someone else's ideas.
  15. 15. Outstanding Student Leader Qualities  Performance Demonstrates success in carrying out the duties of the leadership position, or the duties necessary to successfully complete the project and/or activity.  Vision Demonstrates ability to provide direction for the organization.
  16. 16. Outstanding Student Leader Qualities  Initiative Demonstrates ability to take the lead in meeting organizational goals.  Commitment Demonstrates reliability and dedication to accomplish the goals and objectives of the organization, or the unique service objectives related to service learning. Dedication and implementation and organization of community service events.
  17. 17. Outstanding Student Leader Qualities  Character Use of good judgment reflected in all activities. Performance, vision and initiative above the norm in service activities. Character may also be revealed by an individual’s ability to overcome physical and/or environmental handicaps.
  18. 18. Basic Leadership Style Autocratic Laissez-faire Democratic
  19. 19. 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
  20. 20. Democratic Leadership Style • Also known as participative style • Encourages staff to be a part of the decision making • Keeps staff informed about everything that affects their work and shares decision making and problem solving responsibilities
  21. 21. The Leader  A coach who has the final say, but gathers information from staff before making a decision  • Produce high quality and high quantity work for long periods of time  • Staff like the trust they receive and respond with cooperation, team spirit, and high morale
  22. 22. The Democratic Leader  Develops plans to help staff evaluate their own performance  • Allows staff to establish goals  • Encourages staff to grow on the job and be promoted  • Recognizes and encourages achievement
  23. 23. Democratic leadership should not be used when …  • Not enough time to get everyone’s input  • Easier and more cost-effective for the manager to make the decision  • Can’t afford mistakes  • Manager feels threatened by this type of leadership  • Staff safety is a critical concern
  24. 24. 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
  25. 25. An effective style to use …  • Staff highly skilled, experienced, and educated  • Staff have pride in their work and the drive to do it successfully on their own  • Outside experts, such as staff specialists or consultants used  • Staff trustworthy and experienced
  26. 26. The Transformational Leadership  • Make change happen in:  • Self,  • Others,  • Groups, and  • Organizations  • Charisma a special leadership style commonly associated with transformational leadership; extremely powerful, extremely hard to teach
  27. 27. Corrective Leadership Empowers staff to facilitate collaborative and synergism Working with and through other people instead of bowing to authoritarianism
  28. 28. Change Leadership  • Endorses alteration  • Beyond thinking about individuals and individual organization, single problems and single solutions  Rethinking systems to introduce change on parts of the whole and their relationship to one another
  29. 29. Intelligence Leadership To navigate the future by embracing ambiguity and reframing problems as opportunities A proactive stance in taking their organizations into uncharted territory
  30. 30. Multicultural Leadership Fosters team and individual effectiveness Drives for innovation by leveraging multicultural differences Teams work harder in an atmosphere of understanding and mutual respect
  31. 31. Servant Leadership  A practical philosophy focusing on people who choose to serve first and then lead as a way of expanding service  Servant leaders are "servants first" with the object of making sure that other people's highest priority needs are being served  Leaders put the needs of their followers first; these leaders rare in business
  32. 32. To lead you must first be able to follow: for without followers, there can be no leaders.
  33. 33. Approaches There are two difficulties in defining organization climate: how to define climate, and how to measure it effectively on different levels of analysis. Furthermore, there are several approaches to the concept of climate. Two in particular have received substantial patronage: the cognitive schema approach and the shared perception approach. Cognitive schema approach Cognitive representations of social objects are referred to as schemas. These schemas are a mental structure that represents some aspect of the world. They are organized in memory in an associative network. In these associative networks, similar schemas are clustered together Shared perception approach Some researchers have pursued the shared perception model of organizational climate. Their model identifies the variables which moderate an organization’s ability to mobilize its workforce in order to achieve business goals and maximize performance.[5]
  34. 34. LEADERSHIP & IMPACT ON ORGANISATION CLIMATE
  35. 35. Different leadership styles on the organizational climate and performance directs the organization in a way that makes it more cohesive and coherent. Leadership is a process by which a person
  36. 36. 6 key factors that influence organization climate Flexibility i.e. how free employees feel to innovate unencumbered by red tape; Level of standards that people set; The sense of accuracy about performance feedback and aptness of rewards; The clarity people have about mission and values; The level of commitment to a common purpose
  37. 37. How different leadership styles affects the organizational climate and performance Coercive Authoritative Affiliative NEGATIVE ASPECTS • top-down decision overrides new ideas • Staff unable to act on their own initiative, loss of ownership • has a damaging effect on rewards system • Undermines motivation to employees • Will not work when working with a team of experts/peers who are more experienced. • Can undermine an effective team if authoritative becomes overbearing • Exclusive focus on praise can allow poor performance to go uncorrected • Perception that mediocrity is tolerated • Rarely offers constructive advice on how to improve (directionless) POSITIVE ASPECTS • appropriate in severe situations and emergency i.e. during a turnaround or when a hostile takeover is looming • Able to break failed business habits and shock people into new ways of working • Can work with problem employees when all else has failed • Most effective among the 6 leadership styles • Motivates people and able to lead them to a clear direction • Maximizes commitment to the business’s goals and strategy with defined standards • Gives employees the freedom to innovate, experiment and take calculated risks. • Reap strong loyalty by building strong emotional bonds • Drives up flexibility and does not impose unnecessary strictures on how work is done • Offers ample positive feedback for motivation • Creates a sense of
  38. 38. How different leadership styles affects the organizational climate and performance Democratic Pacesetting Coaching NEGATIVE ASPECTS • employees may not be competent or informed enough to offer sound advice •Unable to reach to a consensus/decision • overwhelmed by demands of excellence; morale will drop • Employee don’t feel trust to work in their own way or to take initiative as ideas will be shot down • Work becomes task focused, dependent and routine, with no sense of flexibility and responsibility • Ineffective if employees are resistant to learning or changing their ways • May create fear or apathy through ongoing performance feedback POSITIVE ASPECTS • Drives up flexibility and responsibility when letting employees have a say in decisions • Employees tend to be very realistic about what they can and cannot be accomplished • Works well when all employees are self-motivated, highly competent and need little direction/coordination • Get work done on time and even ahead of schedule • Helps employees to identify their strengths and weaknesses; establish long- term development goals and helps to attain them • Employees are more responsible when they know what is expected of them and how their work fits in the pic
  39. 39. How different leadership styles affects the organizational climate and performance Leaders who used styles that positively affect the climate had better financial results than those who did not; Studies have shown that leaders who have mastered 4 or more styles (esp. the authoritative, democratic, affiliative and coaching styles) have the very best climate and business performance
  40. 40. ANY

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