2. Leadership
a process of influencing others to
facilitate the attainment of
organizationally relevant goals. It
could be formal or informal
leadership.
3. Four Characteristics of an Effective Leader
Warren Bennis
1.They provide direction and
meaning to the people they are
leading.
2. They generate trust.
3. They favor action and risk taking.
4. They are purveyors of hope.
8. Authoritarian decision-making
make all the major group
decisions and demand compliance
from the group members.
Authoritarian leaders typically
make decisions on their own and
tell other group members what to
do and how to do it.
BEHAVIOURAL THEORY
9. Leaders who use democratic decision-making
encourage group discussion and believe in
decision-making through consensus.
Democratic leaders still make the final decision,
but do so only after carefully considering what
other group members have said. Usually, their
decision goes with the majority.
BEHAVIOURAL THEORY
10. Laissez-faire, loosely translated, means 'to
leave alone' in French. Therefore, leaders who
use laissez-faire decision-making let the
groups make their own decisions.
They are only minimally involved, basically
sitting back and letting the group function on
its own. Laissez-faire is usually the least
effective style of leadership decision-making.
BEHAVIOURAL THEORY
11. BEHAVIOURAL THEORY
Michigan Leadership Studies
the well-known series of leadership studies
that commenced at the University of
Michigan in the 1950s by Rensis Likert
The studies identified two broad leadership
styles – an employee orientation and a
production orientation.
16. Must be controlled
THEORY X THEORY Y
Avoid Work
Avoid Responsibility
Seek Security
Work is Natural
Self-direction
Seek Responsibility
Good Decisions
Mc Gregor’s Theory
17.
18.
19. A contingency theory is an organizational
theory that claims that there is no best way to
organize a corporation, to lead a company, or to
make decisions. Instead, the optimal course of
action is contingent (dependent) upon the
internal and external situation. A contingent
leader effectively applies their own style of
leadership to the right situation.
20. Fiedler's contingency theory
is one of the contingency theories that states that effective
leadership depends not only on the style of leading but on the
control over a situation.
There needs to be good leader-member relations, task with clear
goals and procedures, and the ability for the leader to meet out
rewards and punishments. Lacking these three in the right
combination and context will result in leadership failure.
Fiedler created the least preferred co-worker (LPC) scale, where
leader is asked what traits can be ascribed to the co-worker that
the leader likes the least.
27. Attribution theory
is concerned with how and why ordinary
people explain events as they do.
Heider (1958) believed that people are naive
psychologists trying to make sense of the
social world. People tend to see cause and
effect relationships, even where there is none!
28.
29.
30.
31.
32.
33.
34. TRANSACTIONAL LEADER
HELPS THE FOLLOWER IDENTIFY
WHAT MUST BE DONE TO
ACCOMPLISH THE DESIRED
RESULTS.
LEADER RELIES ON CONTINGENT
REWARDS
39. has to do with one’s ability to both recognize and control
his/her own emotions, while leveraging emotions appropriately
as situations dictate.
It also has to do with one’s awareness of and sensitivity
towards others’ emotions. It could easily be argued that
emotional intelligence is an important characteristic for anyone
at any level of an organization.
A leader’s emotional intelligence can have far-reaching
influence over their relationships, how they manage their
teams, and generally how they interact with individuals in the
workplace.
EMOTIONAL INTELLIGENCE
40. What happens when leaders aren’t emotionally intelligent?
Most leaders frequently face stressful situations.
Leaders who are low in emotional intelligence tend to
act out in stressful situations because they’re not able
to manage their own emotions. They may be prone to
behaviors such as yelling, blaming, and being passive
aggressive. This can create an even more stressful
environment, where workers are always walking on
eggshells trying to prevent the next outburst.
41. What happens when leaders aren’t emotionally intelligent?
Not being emotionally intelligent can inhibit
collaboration. When a leader doesn’t have a handle
on his own emotions and reacts inappropriately,
most of his employees tend to feel nervous about
contributing their ideas, for fear of how the leader
will respond.
42. What happens when leaders aren’t emotionally intelligent?
A leader who lacks emotional intelligence doesn’t necessarily
lash out at his/her employees. Not being emotionally
intelligent can also mean an inability to address situations
that could be fraught with emotion. Most leaders deal with
conflict, and a leader who isn’t clued into others’ emotions
may have a difficult time recognizing conflict and dealing
effectively with its resolution.
43. What happens when leaders are emotionally intelligent?
Leaders who are emotionally intelligent foster
safe environments, where employees feel
comfortable to take calculated risks and to
voice their opinions. Working collaboratively
isn’t just a goal, but it gets woven into the
organizational culture.
44. What happens when leaders are emotionally intelligent?
When a leader is emotionally intelligent, s/he can
leverage emotions for the good of the organization.
Leaders often have to act as change agents, and if
they are aware of how others will react emotionally to
changes they can anticipate this and plan the most
appropriate ways to introduce and carry out the
change.
45. What happens when leaders are emotionally intelligent?
Emotionally intelligent leaders don’t take things
personally and are able to forge ahead with plans
without worrying about the impact on their egos.
