The document discusses several theories of leadership: - Contingency theory proposes that effective leadership depends on assessing followers' needs, the situation, and acting accordingly rather than any single leadership style. - Situational theory similarly stresses adapting style to followers' maturity and the situation. - Transformational leadership inspires followers to achieve more through motivation and charisma. - Transactional leadership uses rewards and punishments to motivate followers to achieve goals. - Behavioral theories examine what leadership behaviors are most effective. - The great man theory argues that great leaders are born with innate leadership traits rather than made through learning and experience.

1. Leadership is
about setting
direction and
aligning people
to
desired direction

2. Significantly, future leaders
must be able to ensure that the
subordinates are treated as
members of the
organization, whereby
consistency in providing sound
leadership would determine
employee motivation and
performance.

3. Management
vs Leadership

4. Definiciones de liderazgo
Rallph M. Stogdill:
“El proceso de conducir
las actividades de un
grupo e influir sobre las
conductas que estos
desarrollen”.

5. John Maxwell:
“Los buenos líderes son quienes logran que los grupos y equipos de
trabajo que dirigen desempeñen un rendimiento superior”

6. Raymond B.
Cattell:
“El líder es quien produce una personalidad
grupal diferente de la que habría si él no
estuviese presente, y se mide su capacidad
de liderazgo por la magnitud de los cambios
efectivos en el rendimiento del grupo”

7. Peter Senge:
“La creación de un ámbito
en el que los seres
humanos continuamente
profundizan en su
comprensión de la realidad
y se vuelven más
capaces de participar en el
acontecer mundial, por lo
que tiene que ver con la
creación de nuevas
realidades”.

8. Idalberto Chiavenato:
“Es un proceso en el que el Líder ejerce la habilidad de
influir y conducir a un grupo de personas, motivándolos
a trabajar con entusiasmo hacia el cumplimiento de
objetivos de la organización”.

9. John Kotter:
“No es más que la actividad o proceso de influenciar a la
gente para que se empeñe voluntariamente en el logro de los
objetivos del grupo”

10. Keith Davis:
“Es la habilidad de convencer a otros de
que trabajen con entusiasmo para
lograr los objetivos definidos.
“Las actividades de la dirección, como
la planificación, organización y toma de
decisiones no serán efectivas hasta que
el Líder logre motivar a las personas y
las dirija hacia sus objetivos”.

11. Simon Sinek
“Conozco muchas personas que se encuentran en la
parte inferior de las organizaciones que no tienen
ninguna autoridad, pero son líderes absolutos, y
esto se debe a que han elegido cuidar de la persona
a la izquierda de ellos, y ellos han elegido cuidar de
la persona a la derecha de ellos. Eso es un líder”
Lo que definiría a un líder es ser capaz de tomar
el riesgo por los otros y crear atmósferas
seguras en el trabajo.

12. James C.
Hunter “Las habilidades para influir sobre
la gente para que trabaje con
entusiasmo en la consecución de
objetivos en pro del bien común y
con el carácter que inspira
confianza.”

16. Key
Leadership
Theories and
Styles

17. Contingency
Theory
This theory proposes that no one way or style of
leadership may be applicable to all situations. In
other words, it recognizes that there might be
variables influencing any particular situation,
and a leader must choose the right course of
action, taking into account those variables.
In this regard, leadership researchers White and
Hodgson state, "Effective leadership is about
striking the right balance between needs,
context, and behavior." The best leaders have
not only the right traits but also the ability to
assess the needs of their followers, analyze the
situation at hand, and act accordingly.

18. Situational
Leadership
Theory
• Like the Contingency Theory, the Situational
Theory stresses the importance of
situational variables and doesn't consider
anyone's leadership style to be better than
the others.
• Put forward by US professor, Paul Hersey
and leadership guru, Ken Blanchard, the
situational theory is a combination of two
factors — the leadership style and the
maturity levels of the followers. According to
this theory, different situations demand
different styles of leadership and decision-
making. Leaders must act by judging the
situation they are facing.

19. Transformational
Leadership Theory
• The Transformational Leadership theory, also
known as Relationship theories, focuses on the
relationship between the leaders and followers.
This theory talks about the kind of leader who is
inspirational and charismatic, encouraging their
followers to transform and become better at a
task.
• Transformational leaders typically motivated by
their ability to show their followers the significance
of the task and the higher good involved in
performing it. These leaders are not only focused
on the team's performance but also give individual
team members the required push to reach his or
her potential.

20. Transactional
Theories
• Transactional Theories, also referred
to as Management theories or
exchange theories of leadership,
revolve around the role of
supervision, organization, and
teamwork. These theories consider
rewards and punishments as the
basis for leadership actions. This is
one of the oft-used theories in
business, and the proponents of this
leadership style use rewards and
punishments to motivate employees.

21. Behavioral
Theory

22. Great Man
Theory of
Leadership
• This is one of the earliest leadership theories
and is based on the assumption that
leadership is an inborn phenomenon and that
leaders are "born" rather than "made“.
According to this theory, a person capable of
leading has the personality traits of a leader —
charm, confidence, intellect, communication
skills, and social aptitude — from birth, which
set them apart. This theory emphasizes
leadership as a quality that you either possess
or you don't; it isn't something that you can
learn.

23. •Are you willing to make the
necessary effort, take the
necessary risks, and endure
the necessary pain, in order
to bridge the gap between
who you are now as a leader
and what you aspire to be?