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Leadership Styles with Examples
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Leadership Styles & Teamwork

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A Lecture for VLAP's Capability Enhancement Training and Strategic Planning June 6-8, 2012, MMSU, Batac City, Ilocos Norte, Philippines

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Leadership Styles & Teamwork

  1. 1. Leadership & Team Building A Lecture for VLAP, MMSU, Batac City, Ilocos Norte, Philippines June 6, 2012
  2. 2. Leadership is defined as a process by which a person influences others to accomplish an objective and directs an organization in a way, that it makes it more coherent and cohesive. (Kenneth Boulding).
  3. 3. The emergence of other styles: highly performing leaders, effective leadership. charismatic leaders, transactional leader, transformational leaders and servant leadership. It is important to understand the forces that influence the styles the leaders choose for themselves and the forces that influence their styles. The next slide Source: andrewbrown.ca presentations relate on how the leaders successfully lead their teams.
  4. 4. High Performance Leaders  working memory  planning/prioritization and  organization
  5. 5. 1. Having a dream and think big (Dedication, Responsibility, Education, Attitude & Motivation) 2. Figure out what your strengthens are 3.Thrive for greatness Source: xtragfx.com 4. Always be persistent and focused Great leaders NEVER give up and will always overcome adversity on what it takes to prosper! 5. Be willing to stand out from the crowd 6. Setting great examples for others to start following you Danny Yoon Source: Effective Leadership |  Danny Yoon's Empower Network Blog www.empowernetwork.com/dyoon/blog/ta g/effective-leadership/ 6 Dec 2011 –
  6. 6. collaborative leader A collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to accomplish a shared outcome.” "Who is a collaborative leader?“ "You are a collaborative leader once you have accepted responsibility for building - or helping to ensure the success of - a heterogeneous team to Source: ccl.org accomplish a shared purpose .
  7. 7. Your tools are (1) the purposeful exercise of your behavior, communication, and organizational resources in order to affect the perspective, beliefs, and behaviors of another person (generally a collaborative partner) to influence that person's relationship with you and your collaborative enterprise and (2) the structure and climate of an Source: people.uwec.edu environment that supports the collaborative relationship.
  8. 8. Charismatic leader Weber applies the term charisma to "a certain quality of an individual personality, by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities A charismatic leader is a positive and compelling quality of a person that makes many others want to be led by that person also an important element of Aung San Suu Kyi's charismatic leadership involves the attributions made by group members about the characteristic of leader and the results they achieve
  9. 9. A charismatic leader  is proven to be more effective because of the power he wields as a result of his charm and grace. It is also easier for him to develop trust among people by ensuring their involvement in the process of growth and development. He/She is someone who can clearly visualize the future. Thus, people almost attribute to him a God-like quality, and generally, follow him to the last word. The charismatic leader can, thus, also be described as the visionary leader. The major advantage of this leadership style is that it can prove excellent to achieve positive changes and results. On the other hand, it can also be misused for personal gains. Source: palintwibe.blogspot.com
  10. 10. A charismatic leader is enthusiastic and committed towards achieving the goal, which may or may not be clear. Even so, he/she will readily participate in exploring different possibilities that will lead to the goal. Even if the vision is unclear, the direction will always be clear with a transformational leader. Therefore, he may be similar to a participative or democratic leader, who involves his followers in the decision-making process. He/she will gather large groups of people through various ceremonies to pump them up with the same level of enthusiasm he feels. The most important characteristic of a transformational leader is the deep level of commitment he has source: Tomhaupt.com toward attaining his goal.
  11. 11. transformational  A   leader is someone who is so passionate, as to rub off his vision and passion on his followers. He brings about positive major changes in an organization and moves group members beyond themselves interest for the goal of the groups, organization and society. A transformational leader cares about the growth of his people, and ensures the same by convincing his people to comply with his vision. Source: http://palintwibe.blogspot.com/
  12. 12. Chart depicting the leadership style of transformational leaders Source: 123rf.com
  13. 13. Transactional leader A sharp contrast to the charismatic and transformational leader, the transactional  leader functions on the simple logic, that rewards and punishment will stimulate his people to perform better. Transactional leadership is a set of leadership behaviors that emphasizes exchanges or bargains between manager and follower, and focuses on how current needs of subordinates can be fulfilled. Generally, transactional leadership is the other name for “changes”.
  14. 14. A transactional leader will define clear rules and framework to function by and will expect his subordinates to be completely responsible for the work delegated to them. As such, their performance will determine whether they will be rewarded or punished. This kind of leadership is generally followed in large organizations, and in some ways is an effective tool of corporate leadership. Here, employees are not involved in the process of decision-making. They are just means to the end of goal attainment. The primary advantage of this method of leadership is the reinforcements used to promote performance.  Source: Tiong: 2011
  15. 15. What is Servant  Leadership? The phrase “Servant Leadership” was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, he said: "The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Source: rbbasinger.wordpress.com Then conscious choice brings one to aspire to lead.
  16. 16. What is Servant Leadership? Stephen Covey "One of these fundamental, timeless principles is the idea of Servant Leadership, and will continue to dramatically increase in its relevance. To produce more for less, and with greater speed than you’ve ever done before. The only way you can do that in a sustained way is through the empowerment of people. And the only way you get empowerment is through high-trust cultures and through the empowerment philosophy that turns bosses Source:theresurgence.com into servants and coaches…"
  17. 17. Leadership Styles Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of leadership. This early study has been very influential and established three major leadership styles. The three major styles of leadership are: Authoritarian or autocratic Participative or democratic Delegative or Free Reign
  18. 18. Autocratic Leadership Style The autocratic leadership style is best used in situations where control is necessary, often where there is little margin for error. When conditions are dangerous, rigid rules can keep people out of harm’s way. Many times, the subordinate staff is inexperienced Source:leadership-toolbox.com or unfamiliar with the type of work and heavy oversight is necessary.
  19. 19. There are 4 components to Transformational Leadership. a. idealized influence (charisma) – setting an example, leading by example b. inspirational motivation – providing a vision to employees (shared values) d. individualized c. intellectual stimulation – having consideration – ability to the ability to challenge employees attend to employee’s and encourage risk-taking needs, make them feel appreciated
  20. 20. Democratic or participative leadership style where the leader offers guidance/coaching to the team, but also participates in the group, and promotes feedback from other members. This style is not inconsistent with the view of everyone in a group acting as a leader! The democratic style is also suitable for the flat organizational structures of companies today. It allows for dealing with fast-changing circumstances and an entrepreneurial spirit needed in an increasingly competitive world. Speed and creativity, is needed to win in a competitive world but accountability and strong fiscal responsibility are critical and entrepreneurs Source: wildtech.org understand this better the bureaucrats
  21. 21. Laissez-faire leadership Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. Researchers have found that this is generally the leadership style that leads to the lowest productivity among group members.
  22. 22. Characteristics of Laissez-Faire  Leadership Laissez-faire leadership is characterized by: Very little guidance from leaders Complete freedom for followers to make decisions Leaders provide the tools and resources needed Group members are expected to solve Source Cherry,About.com Guide problems on their own
  23. 23. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. Source: chapteraffairs.acc.org
  24. 24. Teamwork Building a culture of team-work in a start-up. The fact that the success of the organization will depend on the entrepreneur's ability to drive their team together in a synchronously.
  25. 25. Source:http://www.accenture.com
  26. 26. The successful leader must get everyone to share the same specific mindsets. To improve business performance, five mindsets matter most. They constitute a culture of high performance or, in our terminology, a performance anatomy. Mindset 1: Maintaining the Right Balance Between Market-Making and  Disciplined Execution Leadership action: Avoid false trade-offs and commit  to a dual focus on the present and the future. Mindset 2: Obsessively Identifying and Multiplying Talent Leadership Action: Invest a disproportionate amount of time in recruiting  and developing people. Mindset 3: Using A Selective Scorecard to Measure Business Performance Leadership Action: Rely on a simple, memorable way of measuring  success and use every occasion to share those success stories  throughout the organization.
  27. 27. Mindset 4: Recognizing Technology as a Strategic Asset Leadership Action: Invest in technologies that will demonstrably lead to  better business performance. Mindset 5: Emphasizing Continuous Renewal Leadership Action: Ensure that the organization understands what to  preserve from its current ways of doing business and what to jettison. Authors Robert J. Thomas Fred Harburg Ana Dutra http://www.accenture.com/us-en/outlook/pages/outlook-journal-2007-high-performance
  28. 28. Those who can manage their workloads and have high cognitive bandwidth are known as high performers / high performance leaders. Across industries, high performers use the executive skills they have effectively and dependably. Different companies measure these high performers in different ways. Some may identify high performers based on their consistency. Others may value those with strong company loyalty, or those who have a broad set of skills that can be applied to many different types of situations. Some simply measure high performers based on their position in the company. Across the board, higher performers tend to have three common executive skills which they are strongest in: working memory, planning/prioritization, and organization. These are skills strongly linked with high output.
  29. 29. The process of leadership is carried out by the attributes the leader possesses such as his beliefs, values, ethics, character, knowledge, and skills. Leaders should be highly motivated to inspire the employees and teams that they lead. Leaders must be able to dream big and lay down the path with such clarity that people should follow them through; the vision should make a compelling case for action by seeing endless possibilities without boundaries so that people can be drawn in for the cause.
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A Lecture for VLAP's Capability Enhancement Training and Strategic Planning June 6-8, 2012, MMSU, Batac City, Ilocos Norte, Philippines

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