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  1. C O M P I L E D B Y : R A G H V E N D R A . H . N A R A G U N D LEADING
  2. TOPICS: What is Leading? How a Leader influence Others? Basic of Power The Nature of Leadership Traits of Effective Leaders
  3. Difference between Leaders and Managers
  4. What is Leading?  Leading is that management function which “involves influencing others to engage in the work behaviours necessary to reach organizational goals, were in one person lead one group.  It indicates that a person or group must assume the role performed by leaders.
  5. How Leaders influence others?  Leaders are said to be able to influence others because of the power they possess. Power refers to the ability of a leader to exert force on another.  To be able to maintain effective work engineer managers are required to perform leadership roles.
  6. POWER POWER refers to the ability of leader to exert force to another.
  7. Bases of Power  Legitimate Power  Reward Power  Coercive Power  Referent Power  Expert Power
  8. Legitimate Power  It is a person who occupies a higher position has legitimate power over persons in lower positions within the organization. A supervisor, for instance, can issue orders to the workers in his unit.
  9. Reward Power  When a person has the ability to give rewards to anybody who follows orders or requests, he is said to have reward power. It called classify into two forms: Material and psychic. Material reward refers to money or other tangible benefits, while psychic rewards consist of recognition or praises.
  10. Coercive Power  When a person compels another to comply with others through threats or punishment, he is said to possess coercive power. Punishment may take form of demotion, dismissal, with holding of promotion.
  11. Expert Power  It provides specialized information regarding their specific line of expertise. It is the person with great skills in technology. AutoCAD
  12. Referent Power  When a person can get compliances from another because the latter would want to be identified with the former, that person is said to have referent power.
  13. The Nature of Leadership  Leadership may be referred to as “the process of influencing and supporting others to work enthusiastically toward achieving objectives.  One cannot expect a unit or division to achieve objectives in the absence of effective leadership. Even if a leader is present, but if he is not functioning properly, no unit or division objectives can be expected to be achieved.
  14. Traits of Effective Leaders  A High level of personal drive  The desire to lead  Personal integrity  Self-confidence  Analytical ability or judgement  Knowledge of the company, industry, or technology  Charisma  Creativity
  15. PERSONAL DRIVE Persons with drive are those identified as willing to accept responsibility, possess vigor, initiative, persistence and health. This is the important leadership trait because of the possibility of failure in every attempt to achieve certain goals. THE DESIRE TO LEAD The special requirement of leaders, because a leader with a desire to lead will always have a reservoir of extra efforts which can be used whenever needed.
  16. PERSONAL INTEGRITY SELF-CONFIDENCE A person who is regarded by others as one has integrity possess one trait of a leader. One who does not have personal integrity will have a hard time convincing his subordinates about the necessity of completing various tasks. The activities of leaders require moves that will produce the needed outputs. The steps of conceptualizing, organizing, and implementing will be completed if sustained efforts are made.
  17. ANALYTICAL ABILITY KNOWLEDGE OF THE COMPANY, INDUSTRIOR TECHNOLOGY A leader with sufficient skill to determine the root cause of the problem may be able to help the subordinate to improve his production. It is the ability to face the difficulties that prevent the completion of assigned tasks. A Leader who is well-informed about his company, the industry where the company belongs, and the technology utilized by the industry, will be in better position to provide directions to his unit.
  18. CHARISMA CREATIVITY When a person has sufficient personal magnetism that leads to follow his directives, this person is said to have charisma. It define s as “the ability to combine existing data, experience, and preconditions from various sources in such way that the results will be subjectively regarded as new, valuable, and innovative, and as a direct solution to an identified problem situation.
  20. Human Skills  These skills refer to the ability of a leader o deal with people, both inside and outside the organization.  Good leaders must know how to get along with people, motivate, and inspire them.
  21. CONCEPTUAL SKILLS  These skills is refer to the “the ability to think in abstract terms, to see how parts fit together to form the whole. A very basic requirement for effective implementation is a clear and well- expressed presentation of what must be done.
  22. TECHNICAL SKILLS  These are skills a leader must possess to enable him to understand and make decisions about processes, activities, and technology.  An specialized knowledge to needed perform a job.
  23. BEHAVIORAL APPROACH According to the ways leaders approach people to motivate them According to the way leader uses power According to the leader’s orientation toward tasks and people Positive Leadership Negative Leadership Autocratic Participative Free-rein Employee Orientation Task Orientation
  24. According to the ways Leaders approach people to motivate them  Positive leadership is when the leaders approach emphasizes rewards, the style used is positive leadership. The reward may be economic, like an increase in monthly salary, or it may be economic like membership in an advisory committee.
  25. According to the ways Leaders approach people to motivate them  Negative leadership is when the leader emphasized by the leader. The punishment may take the form of reprimand, suspension, or dismissal
  26. According to the way leader uses power  Autocratic leaders who make a decisions themselves, without consulting subordinates. Motivation takes the form of threats, punishment, and intimidation of all kinds.
  27. According to the way leader uses power  Participative leaders when leaders openly invites his subordinates to participate or share in decisions, policy-making and operation methods.
  28. According to the way leader uses power  Free- rein leaders is one who set objectives and allow employees or subordinates freedom to do whatever it takes to accomplish these objectives.
  29. According to the leader’s orientation toward tasks and people  Employee oriented leader: A leader is said to be employee- oriented when he considers employee as human beings of “intrinsic importance and with individual and personal need to satisfy.
  30. According to the leader’s orientation toward tasks and people  Task oriented leader: A leader is said to be task-oriented if he places stress on production and the technical aspects of the job and the employees are viewed as the means of getting the work done.
  31. SUMMARY • Managers need to also be good leaders • Use authority and power to influence employees to achieve organisational goals • Categories of leadership models and contemporary issues in leadership • Managers need to understand what motivates their employees • Responsibility of managing work groups and work teams • Communication is crucial
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