Leadership Outline For Presentation


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This is a presentation of leadership styles given by my group and myself during the organizational behavior and leadership skills course.

Leadership Outline For Presentation

  1. 1. Lessons in Leadership<br />Presented by: <br />
  2. 2. Teach you about the various types of leadership<br />The Servant Leader – Malvi Bhagat<br />The Situational Leader – AbhishekAtree<br />The Charismatic Leader – Gregory Barone<br />The Transformational Leader – Benjamin Berghaendler<br />The Transactional Leader – RenuChauhan<br />The Quiet Leader - Levi Bronchtain<br />The Participative Leader – RamdevGowda<br />Goals for our Presentation<br />
  3. 3. The Servant Leader<br />
  4. 4. “Servant Leadership” was coined by Robert L Greenleaf in his essay written in 1970.<br /> A Servant leader is on who puts others before themselves. <br />As the word servant might imply, it is a leader that acts like a servant to his followers. <br />They naturally want to help others by bringing the best out in them. <br />
  5. 5.
  6. 6. The main difference between a leader and a servant leader, is that a servant leader genuinely cares for other people. Their main goal is to make sure that other people are satisfied with their tasks, that they are being pushed to their full capability, and their highest priorities are being served. <br />
  7. 7. Characteristics of a Servant Leader<br />Having a Calling – natural desire to help others<br />Listening – desire to listen and value what’s heard<br />Empathy – ability to “walk in other’s shoes”<br />Healing – others want to approach you for help<br />Awareness – keen sense of what is going on<br />Persuasion – seek to convince others to do things<br />Conceptualization – encourage others to dream<br />Foresight – ability to anticipate future events<br />Stewardship – prepare others to contribute to society<br />Growth – strong commitment to growth of people<br />Building community – strong sense of community spirit<br />
  8. 8. Arthashastra<br />Tao Te Ching<br />Jesus <br />Examples of Servant Leaders<br />
  9. 9. Situational Leadership<br />
  10. 10. Situational leadership is a theory, developed by Paul Hersey and Ken Blanchard.<br />Situational Leadership is not something you do “to” people but something you do “with” people. <br />
  11. 11.
  12. 12. Directive/Task Behavior Involves(X-Axis):<br />Clearly Telling People<br />What to Do, How to Do It, Where to Do It, When to Do It<br />And Then Closely Supervising Their Performance<br />Supportive/Rel. Behavior Involves(Y-Axis):<br />Listening to People<br />Providing Support and Encouraging Their Efforts<br />Facilitating Their Involvement in <br />Problem Solving and Decision Making<br />
  13. 13. High<br />Supportive Behavior<br />Low<br />Directive Behavior<br />High<br />
  14. 14. No one of the styles is considered optimal in all Solutions. If leaders are to be effective they need to be flexible and adapt themselves to each situation.<br />It all depends upon the follower’s readiness.<br />
  15. 15. Participative Leadership<br />
  16. 16. Participative leadership is the opposite of Autocratic leadership.<br />‘’Experience alone does not create knowledge’’<br />Kurt Lewin<br />Also known as Democratic leadership, empowerment and power sharing.<br />Participative Leadership<br />
  17. 17. Let’s work together to solve this…<br />
  18. 18. Helps create a sense of responsibility among the team members or employees.<br />Motivates the team members or employees.<br />Helps reduce the employee turnover.<br />Helps the leader or manager to take better decisions.<br />Advantages of Participative Leadership<br />
  19. 19. Degree of Participativeness<br />Autocratic leader and democratic leader.<br />
  20. 20. Participative leadership is helpful if useful decisions are made, <br />But can leas to a feeling of betrayal if the leader ignores the suggestions and takes the opposite decision.<br />Disavantages.<br />
  21. 21. Transformational Leader<br />
  22. 22. Transformational Leadership<br />Transformational leadership occurs when leaders and followers engage in such a way that they raise one another to higher levels of motivation and morality whereby everyone gets raised to a higher level of performance.<br />Four interrelated components of transformational leadership: <br />Intellectual stimulation<br />Individualized consideration<br />Inspirational motivation<br />Idealized influence<br />
  23. 23. Attributes of Transformational Leadership<br />Concentration on values like integrity and fairness<br />Building of trust between leader and follower<br />Increased awareness to elevate followers’ needs for achievement and self-actualization<br />Move followers beyond self-interest for the good of the group, organization, or society <br />Existence of sound vision, strong interpersonal and organizational skills, and the desire and willingness to lead <br />
  24. 24. Inspires people and promotes visions <br />Fosters the acceptance of group goals<br />Challenges people intellectually to achieve higher outcomes<br />The goal of transformational leaders is to inspire followers to share the leader’s values and connect with the leader’s vision <br />Benefits/ Limitations and Goals of Transformational Leadership <br />
  25. 25. Transactional Leader<br />
  26. 26. The transactional leadership style was first described by Max Weber in 1947 and again by Bernard M. Bass in 1981.<br />Assumptions: This leadership style developed by Bass is based on the hypothesis that followers are motivated through a system of rewards and punishment.  The transactional leader&apos;s view of the leader / follower relationship is one of quid pro quo - or this for that.  If the follower does something good, they will be rewarded.  If the follower does something wrong, they will be punished. <br />
  27. 27. Transactional Leadership Agreements: At the extreme, the only relationship that develops between the transactional leader and the follower is based on an unwritten agreement that the sole purpose of the follower is to carry out the wishes of the leader.<br />Style: The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place <br />
  28. 28. Types of Transactional Leaders: The types of transactional leaders described by theorists include categories such as Opinion Leaders, Group Leaders, Governmental / Party Leaders, Legislative Leaders and Executive Leaders.<br />Transactional Leadership and Women: Study conducted by Northwestern University with respect to transactional, transformational, and laissez fair leadership styles. <br />
  29. 29. The Quiet Leader<br />
  30. 30. The Quiet Leader does not require being in a controlling position. <br />They are everyday people that are trying to make the most of their lives. <br />Heroism is used only as a last resort<br />
  31. 31. Qualities of Silent Leader<br />The Quiet Leader recognizes the scope of his/her control, and the limit of their ability to predict the future.<br />The Quiet Leader has some skin in the game so they take their self interest seriously.<br />The Quiet Leader does not make in instant decisions, but thinks things through.<br />The Quiet Leader tries to find the middle ground when possible. <br />
  32. 32. Regular leadership leaves out the majority of people<br />Heroic leadership ignores everyday challenges <br />Is it what we can all strive to be<br />Why are they Important? <br />
  33. 33. Charismatic Leader<br />
  34. 34. Communicate on a very powerful and emotional level <br />Have a personal charm that gives a favorable impression and therefore are trust worthy<br />Are able to inspire enthusiasm, affection, and loyalty<br />Charismatic leaders …<br />
  35. 35. Optimistic and passionate about life <br />They value the potential that they believe each person has <br />They give hope. <br />They share themselves<br />This type of leader is especially useful in times of crisis and a major turn around<br />Key Qualities<br />
  36. 36. Remember, good leaders utilize all three styles depending upon the situation. For example:<br />Use an authoritative style if a group member lacks knowledge about a certain procedure.<br />Use a participative style with group members who understand the objectives and their role in the task.<br />Use a delegative style if the group member knows more than you do about the task.<br />Conclusion<br />
  37. 37. References<br /> de Jonge, Jaap. &quot;Charismatic Leadership (Weber).&quot; 12 Manage - The Executive Fast Track. 12 Manage, Web. 19 Oct 2009. &lt;http://www.12manage.com/methods_weber_charismatic_leadership.html&gt;.<br /> <br />Greenleaf, Robert K. &quot;What is Servant Leadership?&quot; Greenleaf Center for Servant Leadership. Web. 5 Oct. 2009. &lt;http://www.greenleaf.org/&gt;. <br /> <br />&quot;Leadership styles - Using the right one for your situation.&quot; Mind Tools - Management Training, Leadership Training and Career Training - Right Here, Right Now. Web. 07 Nov. 2009. &lt;http://www.mindtools.com/pages/article/newLDR_84.htm#democratic&gt;. <br /> <br />Lewin, K. and Lippitt, R. (1938) ‘An experimental approach to the study of autocracy and democracy. A preliminary note’, Sociometry 1: 292-300.<br /> <br />Maxwell, John. &quot;Charismatic Leadership.&quot; The Mindful Network. 22 May 2008. Refresher Publications Inc., Web. 21 Oct 2009. &lt;http://www.refresher.com/mindfulnetwork/articlelive/articles/82/1/Charismatic-Leadership/Page1.html&gt;.<br /> <br />McCrimmon, Mitch. &quot;What is Participative Leadership? The importance of involving employees in making decisions | Suite101.com.&quot; Http://businessmanagement.suite101.com/article.cfm/what_is_participative_leadership#ixzz0W2tZJWtR. Mitch McCrimmon. Web. 07 Nov. 2009. &lt;http://businessmanagement.suite101.com/article.cfm/what_is_participative_leadership#ixzz0W2tZJWtR&gt;. <br /> <br />Tannenbaum, A.S. and Schmitt, W.H. (1958). How to choose a leadership pattern. Harvard Business Review, 36, March-April, 95-101<br />