This document summarizes several leadership theories:
1) Trait theories attempt to identify distinctive traits of effective leaders. Edwin Ghiselli's study identified traits like intelligence and decisiveness.
2) Behavioral theories examine leadership styles. Two-dimensional styles range from job-focused to employee-focused. The Leadership Grid identifies an ideal style that balances production and people concerns.
3) Situational theories propose that effective styles depend on factors like the task, relationships, and situational favorableness. The Path-Goal Model and Leadership Continuum Model recommend different styles based on these situational factors and employee maturity.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
This presentation will highlight the leader behaviours associated with each situational challenge faced by the leader.
Situational challenges:
Technical Challenges
Technical and Adaptive Challenges
Adaptive Challenges
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
This power point is about contingency theory, one of some theories of leadership. Hope you guys find it useful. Email me if you have any question: dolphin.blue9x@gmail.com
I'd be delighted to receive your emails
Anyone can be a leader, but only a few are effective leaders. Find out how you can be an Effective Leader.
For an in-depth guide, visit our blog at https://www.opuskinetic.com/2020/06/everything-you-need-to-know-about-leadership-effectiveness/
Email us at info@opuskinetic.com
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
This presentation will highlight the leader behaviours associated with each situational challenge faced by the leader.
Situational challenges:
Technical Challenges
Technical and Adaptive Challenges
Adaptive Challenges
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
This power point is about contingency theory, one of some theories of leadership. Hope you guys find it useful. Email me if you have any question: dolphin.blue9x@gmail.com
I'd be delighted to receive your emails
Anyone can be a leader, but only a few are effective leaders. Find out how you can be an Effective Leader.
For an in-depth guide, visit our blog at https://www.opuskinetic.com/2020/06/everything-you-need-to-know-about-leadership-effectiveness/
Email us at info@opuskinetic.com
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
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descarga el contenido completo de aqui http://paralafakyoumecanismos.blogspot.com.ar/2014/08/libro-para-mecanismos-y-elementos-de.html
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We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2. Leadership
• The process of influencing employees to work towards
achieving objectives.
• Has a direct affect on performance.
• Enables employees to achieve great things.
3. Leadership dilemmas
• Are leaders born or made?
• Can leadership skills be developed?
• We are all born with different levels of natural leadership ability, but
research shows that leadership skills can be developed.
4. Leaders Versus Managers
• People tend to use the terms manager and leader
interchangeably. However, managers and leaders differ.
• Leading is one of the four management functions:
• Planning
• Organizing
• Leading
• Controlling
6. Leadership Trait Theory
• Leadership trait theorists attempt to determine a list of
distinctive characteristics that account for leadership
effectiveness.
7. Leadership Trait Theory
• Edwin Ghiselli conducted the most widely publicized trait study
identified six traits as important to leadership:
• Supervisory ability
• Need for occupational achievement
• Intelligence
• Decisiveness
• Self-assurance
• Initiative
8. Behavioral Leadership Theories
• Behavioral leadership theorists attempt to determine distinctive
styles used by effective leaders.
• Leadership style is the combination of traits, skills, and
behaviors managers use while interacting with employees.
• Behavioral theorists focus on the leaders’ behaviors; however,
behaviors are based on traits and skills.
• Includes Two-Dimensional Leadership and the Leadership
Grid Theories.
9. Two-Dimensional Leadership Styles
• Two-dimensional leadership styles are four possible leadership
styles that are based on the dimensions of job structure (or
direction) and employee consideration (or developing
supportive relationships).
• Structuring
• Job-centered behavior
• Consideration
• Employee-centered behavior
10. The Leadership Grid
• The Leadership Grid identifies the ideal leadership style
as incorporating a high concern for both production and
people.
• The leader with an impoverished management style
• The leader with an authority-compliance management style
• The leader with a country club management style
• The leader with a middle-of-the-road management style
• The leader with a team management style
11. Situational Leadership Theories
• Situational approaches to leadership attempt to determine
appropriate leadership styles for particular situations
• Least Preferred Coworker (LPC) scale:
• Do you use a more task-oriented or relationship-oriented
leadership style in working with others?
• Are you more task or relationship?
13. How to Determine Situational
Favorableness
• The three variables that determine situational favorableness
are as follows:
• Leader–follower relations: Is the relationship between you and followers
good or poor?
• Task structure: Is the task structured or unstructured? Do employees
perform repetitive, routine, standard tasks that are easily understood?
• Position power. Do you have position power—the power to assign
work, reward and punish, hire and fire, and give raises and promotions?
14. Leadership Continuum Model
• The leadership continuum model is used to determine which of
seven styles of leadership, on a continuum from autocratic
(boss-centered) to participative (employee-centered), is best for
a given situation.
• Before selecting one of the seven leadership styles, the leader
must consider the following three variables:
• The leader’s preferred style
• The followers’ preferred style for the leader
• The situation
16. Path-Goal Model
• Used to determine employee objectives and to clarify how to
achieve them. The model focuses on how leaders influence
employees’ perceptions of their goals and the paths they follow
toward goal attainment using situational factors.
18. Path-Goal Model
• Subordinate situational factors are
• Authoritarianism
• Locus of control
• Ability
• Environmental situational factors are
• Task structure
• Formal authority
• Work group
19. Leadership Styles in the Path-Goal Model
• Based on the situational factors and employee maturity, a
leader can select the most appropriate of the following
leadership styles.
20. Leadership Styles in the Path-Goal Model
• Directive: If employee maturity is low, use a telling style,
giving employees explicit directions about how to accomplish
a task.
• Supportive: If employee maturity is moderate to low, use a
selling style, explaining decisions to gain understanding.
• Participative: If employee maturity is moderate to high, use
the participating style, to facilitate decision making among
subordinates.
• Achievement-oriented: If employee maturity is high, you use
a delegating style, giving employees responsibility for
decisions and their implementation.
21. Contemporary Leadership Theories
• Attempt to determine how effective leaders interact with,
inspire, and support followers
• Focus primarily on top level managers.
22. Leadership Substitutes Theory
• Substitutes for leadership are characteristics of the task, of
subordinates, or of the organization that replace the need for a
leader.