Leadership

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Leadership

  1. 1. 1PRESENTED BY: M.ANISHA I MBA(GA)
  2. 2. Presented by 2
  3. 3. LEADERSHIP• DEFINITION• INGREDIENTS• APPROACHES• THEORIES• STYLE• QUALITIES• IMPORTANCE• SKILLS• MANAGER v/s LEADER• WOMEN 3 PERSPECTIVE
  4. 4. LEADERSHIP
  5. 5. WHAT IS LEADERSHIP? Leading people Influencing people Commanding people Guiding people 5
  6. 6. “Management is doing things right, leadership is doing the right things” Warren Bennis and Peter Drucker"leadership is influence - nothing more, nothing less." John C Maxwell“Getting extra-ordinary performance out of ordinary people” Sir John Harvey Jones 6
  7. 7. LEADERSHIP IS THE ART OF MOTIVATING A GROUP OFPEOPLE TO ACT TOWARDS A COMMON GOAL.LEADERSHIP IS THE PROCESS OF INFLUENCING OTHERPEOPLE TO WORK WILLINGLY WITH A GREAT AMOUNTOF ZEAL & ENTHUSIASM FOR GROUP OBJECTIVE. 7
  8. 8. INGREDIENTS of LEADERSHIP 8
  9. 9. APPROACHES to LEADERSHIP Trait • Physical, intelligence ,ability ,personality ,task - related, social • Drive, leadership motivation, honesty & integrity, self – approach confidence, cognitive ability, understanding of businessCharismatic • Self – confident, strong convictions, articulating a vision, able to initiate change, communicating high expectations • Influence followers & supporting them, demonstrating approach enthusiasm & excitement, being in touch with realitySituational / • People become leaders not only because of their personality attributes but also because of various situational factors & theContingency interactions between leaders & group members • Fiedler’s theory, Path – goal theory, Transactional & approach Transformational theory 9
  10. 10. FIEDLER’S THEORY Critical dimensions of leadership situation : position power, task structure, leader – member relationsFred E. Unfavourable or favourable situationsFiedler – task oriented leader more effective Moderately unfavourable or favourable situations – relationship oriented leader more effective 10
  11. 11. PATH – GOAL THEORY Said : main function of leader is clarify & set goals with subordinates, help them find best path for achieving goals & remove obstacles Categorized leader behaviour into 4 groups &Robert suggested that appropriate style of leadershipHouse depends on the situation Supportive , participative, instrumental, achievement oriented leaderships 11
  12. 12. TRANSACTIONAL & TRANSFORMATIONAL LEADERSHIP Transactional leaders identify what needs to be done to achieveJames goals, including clarifying roles &M. tasks, rewarding performance &Burns providing for the social needs of followers Transformational leaders articulateBernard a vision, inspire & motivateM. Bass followers & create a climate favourable for organizational change 12
  13. 13. STYLE of LEADERSHIPAutocratic Democratic Free – rein or leader leader Participative leader 13
  14. 14. AUTOCRATIC LEADERSHIP STYLELeader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff as it involves punishmentsMay be valuable in some types of business where decisions need to be made quickly and decisively 14
  15. 15. DEMOCRATIC or PARTICIPATIVE LEADERSHIP STYLE Encourages Type of leaderdecision making ranges from& participation Consultative: consult with subordinates before taking decisions Persuasive: Leader takes decision and seeks to persuade others that the decision is correct 15
  16. 16. FREE – REIN LEADERSHIP STYLE Set their role as aiding the Depend largely operations of Give on subordinates subordinates by subordinatesUses his power to set their own furnishing them high degree of very little goals & the with information independence in means of & act primarily their operations achieving them as a contact with group’s external environment 16
  17. 17. Democratic Autocratic or leader Participative leaderfollower follower follower follower follower follower Free - rein leader FIG : THREEfollower follower follower LEADERSHIP STYLES 17
  18. 18. QUALITIES of a GOOD LEADERHonesty & Confidence & SenseIntelligence of Responsibility Motivate OthersCommunication & EmpathySkills DedicationFocus on the GoalPatience & ConsistencyListeningskills 18
  19. 19. IMPORTANCE of LEADERSHIP Guiding Improves & productivity Inspiring Creating Co-operation of confidence LEADERS members Improves Builds work job environment satisfaction 19
  20. 20. LEADERSHIP SKILLS Integrity Vision/strategy AdaptabilityDecision-making Relationships CommunicationCoaching & Planning TeamworkDevelopment 20
  21. 21. MANAGERS VS. LEADERS• Focus on things • Focus on people• Do things right • Do the right things• Plan • Inspire• Organize • Influence• Direct • Motivate• Control • Build• Follows the rule • Shape entities 21
  22. 22. A LEADER MUST ACCEPT :• that people think• that people have great potential• that people expect to be heard• that people want to work• that people have aspirations, expectations• that people have love for others• that people possess distinct behaviour patterns, attitudes• that people have knowledge• that people are expensive• that people are no longer meek 22
  23. 23. DO WOMEN lead DIFFERENTLY ? WOMEN MENSee leadership aschanging self – interest See leadership as aof followers into concern sequence of transactionsfor the total enterprise with subordinates More often use control ofUse interpersonal skills resources & the authority& personal traits to of their position tomotivate subordinates motivate people 23
  24. 24. How Far Can You Go? THANK THANK YOU !!! YOU !!!

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