The document provides an overview of leadership concepts including:
- The definition of leadership as the process of influencing others to achieve goals.
- Models of leadership including trait, behavioral, contingency and transformational leadership theories.
- Sources of power for managers including legitimate, reward, coercive, expert and referent power.
- Additional topics covered include gender and leadership, emotional intelligence, and tasks for new leaders such as creating momentum and managing oneself.
This document discusses leadership and various leadership models. It begins by defining leadership as the process of influencing others to achieve goals. It then outlines several leadership models including trait models, behavioral models, contingency models like Fiedler's model and path-goal theory, and transformational leadership. The document emphasizes that effective leadership depends on both leader characteristics and situational factors. It also discusses sources of power, empowerment, and being a charismatic transformational leader.
This document discusses various leadership styles and theories. It describes authoritarian, participative, and free rein styles of leadership based on authority. Additionally, it covers task-oriented and people-oriented leadership styles. Transactional leadership uses rewards and punishments, while transformational leadership inspires followers through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Contingency theory states that leadership effectiveness depends on situational factors like task structure and leader-member relations. Overall, the document provides an overview of different conceptual frameworks for understanding leadership styles and approaches.
This document provides an outline and overview of management directing concepts including:
1. The definition and importance of directing as well as its pervasive, continuous, human, creative, and executive functions.
2. The key elements of direction including communication, supervision, motivation, and leadership.
3. Maslow's hierarchy of needs and how it relates to motivation.
4. The different types of power and influence in organizations.
5. How directing relates to leadership.
6. A case study example of a situation involving analyzing cash balances at a university.
The document provides an overview of principles of management. It discusses:
1) The three levels of management - top, middle, and lower level management. It describes the roles and responsibilities at each level.
2) The five primary functions of management - planning, organizing, staffing, directing, and controlling. It briefly outlines the key aspects of each function.
3) The roles of managers according to Henry Mintzberg, which are categorized into interpersonal, informational, and decisional roles.
4) The evolution of management thought from classical, behavioral, quantitative, systems, and contingency approaches. It provides a brief description of scientific management, administrative management, and bureaucratic management under the classical approach.
Directing involves functions like issuing instructions, inspiring subordinates, and supervising work. It aims to achieve organizational goals through coordinated efforts. Key principles include maximizing individual contribution and maintaining harmony between objectives. Directing also relies on elements like supervision, leadership, motivation, and communication. Supervision specifically refers to overseeing employees' productivity and providing guidance. Motivation can be intrinsic, relating to the work itself, or extrinsic involving incentives. Leadership styles should match tasks and influence goal achievement. Effective communication is important for role clarity, coordination, and building morale.
This document provides an introduction to fundamental management concepts. It defines key terms like organization, management, and manager. It describes the main functions of management as planning, organizing, leading, and controlling. It discusses different management levels and skills needed at each level. The history of management theories is reviewed, including scientific management, administrative management, and bureaucratic management. Classical and behavioral perspectives on management are compared. Contingency theory and the systems approach to management are also introduced.
This chapter discusses how great leaders establish organizational direction through vision and strategy. Leaders are responsible for studying the organization's environment, considering potential future changes, and setting a direction that employees can believe in. An effective vision links the present to an inspiring future state and focuses employee efforts. Leaders must also develop strategies to translate the vision into concrete actions that position the organization for long-term success.
This document discusses leadership and various leadership models. It begins by defining leadership as the process of influencing others to achieve goals. It then outlines several leadership models including trait models, behavioral models, contingency models like Fiedler's model and path-goal theory, and transformational leadership. The document emphasizes that effective leadership depends on both leader characteristics and situational factors. It also discusses sources of power, empowerment, and being a charismatic transformational leader.
This document discusses various leadership styles and theories. It describes authoritarian, participative, and free rein styles of leadership based on authority. Additionally, it covers task-oriented and people-oriented leadership styles. Transactional leadership uses rewards and punishments, while transformational leadership inspires followers through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Contingency theory states that leadership effectiveness depends on situational factors like task structure and leader-member relations. Overall, the document provides an overview of different conceptual frameworks for understanding leadership styles and approaches.
This document provides an outline and overview of management directing concepts including:
1. The definition and importance of directing as well as its pervasive, continuous, human, creative, and executive functions.
2. The key elements of direction including communication, supervision, motivation, and leadership.
3. Maslow's hierarchy of needs and how it relates to motivation.
4. The different types of power and influence in organizations.
5. How directing relates to leadership.
6. A case study example of a situation involving analyzing cash balances at a university.
The document provides an overview of principles of management. It discusses:
1) The three levels of management - top, middle, and lower level management. It describes the roles and responsibilities at each level.
2) The five primary functions of management - planning, organizing, staffing, directing, and controlling. It briefly outlines the key aspects of each function.
3) The roles of managers according to Henry Mintzberg, which are categorized into interpersonal, informational, and decisional roles.
4) The evolution of management thought from classical, behavioral, quantitative, systems, and contingency approaches. It provides a brief description of scientific management, administrative management, and bureaucratic management under the classical approach.
Directing involves functions like issuing instructions, inspiring subordinates, and supervising work. It aims to achieve organizational goals through coordinated efforts. Key principles include maximizing individual contribution and maintaining harmony between objectives. Directing also relies on elements like supervision, leadership, motivation, and communication. Supervision specifically refers to overseeing employees' productivity and providing guidance. Motivation can be intrinsic, relating to the work itself, or extrinsic involving incentives. Leadership styles should match tasks and influence goal achievement. Effective communication is important for role clarity, coordination, and building morale.
This document provides an introduction to fundamental management concepts. It defines key terms like organization, management, and manager. It describes the main functions of management as planning, organizing, leading, and controlling. It discusses different management levels and skills needed at each level. The history of management theories is reviewed, including scientific management, administrative management, and bureaucratic management. Classical and behavioral perspectives on management are compared. Contingency theory and the systems approach to management are also introduced.
This chapter discusses how great leaders establish organizational direction through vision and strategy. Leaders are responsible for studying the organization's environment, considering potential future changes, and setting a direction that employees can believe in. An effective vision links the present to an inspiring future state and focuses employee efforts. Leaders must also develop strategies to translate the vision into concrete actions that position the organization for long-term success.
Meaning and nature of directing, leadership styles, motivation, meaning and importance, Communication, meaning and importance, co-ordination, meaning and importance and techniques of co-ordination, control, meaning, features, importance and steps in control process, essentials of a sound control system, methods of establishing control (in brief).
This presentation includes:
MEANING OF DIRECTION
CHARACTERISTICS OF DIRECTION FUNCTION
IMPORTANCE
PRINCIPLES OF DIRECTION
TECHNIQUES OF DIRECTION
ELEMENTS OF DIRECTION
CORPORATE EXAMPLE : APPLE INC.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
Directing involves guiding, instructing, motivating, and leading employees at all levels of an organization to achieve goals. It is a key managerial function, along with planning, organizing, staffing, and controlling. Directing provides continuous guidance from superiors to subordinates throughout the organization. It helps initiate action, integrate employee efforts, motivate work, facilitate change, and provide stability. Effective directing follows principles like harmony of objectives, unity of command, unity of direction, direct supervision, participative management, effective communication, and follow-up. Supervision and motivation are important elements of the directing function.
The document discusses the concept of directing, which refers to the process through which managers communicate with and influence other organizational members to achieve objectives. Unlike other managerial functions, directing relies on interpersonal and relational skills to motivate employees. Theories of motivation discussed include Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, and McClelland's need achievement theory. Power and influence in organizations also impact directing, with different types of power including legitimate, expert, referent, reward, and punishment power.
The main contingency factors that affect structural choice are:
- Strategy - As strategies move from single product to diversification, structure moves from organic to mechanistic.
- Size - Larger organizations require more mechanistic structures.
- Technology - More non-routine technologies favor organic structures.
- Environment - Stable environments match mechanistic structures while dynamic environments fit organic structures.
Compare and contrast traditional and contemporary organizational designs
- Traditional designs include simple, functional, and divisional structures. Contemporary designs include team-based, matrix/project structures, and boundaryless organizations like virtual and network structures.
The document discusses various theories of leadership. It begins by defining leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. It then covers trait theories that identify personality traits of leaders. Behavioral theories propose that specific behaviors differentiate leaders. Important behavioral studies identified two dimensions of leader behavior: initiating structure and consideration. Contingency theories note that leadership effectiveness depends on the environment. Fiedler's model and Hersey-Blanchard's model are discussed as contingency theories. The document also summarizes leader-member exchange theory and other contemporary leadership approaches.
- The chapter discusses the important but often overlooked role of followership in organizations. Effective followership requires both critical thinking and active participation.
- There are five styles of followership: alienated, conformist, pragmatic survivor, passive, and effective. The most effective style is one that demonstrates independent, critical thinking as well as active involvement in the organization.
- Followers can manage their relationships with leaders through strategies like being a resource to the leader, helping the leader succeed, building trust, and having realistic expectations of the leader. Developing these skills is key to effective followership.
Directing/Direction is a function of management performed by top level management in order to achieve organizational goals. It is very important and necessary function of management.Management has to undertake various activities like, guide people, inspired and lead them as well as supervision of their activity is required in order to achieve desired results
This chapter discusses the evolution of management thought from the early 1900s onward. It describes several approaches to management theory and practice that developed during this time period, including:
1) The universal process approach proposed by Henri Fayol, which viewed management as consisting of core functions that remain the same regardless of organization.
2) The operational approach exemplified by Frederick Taylor's scientific management, which aimed to improve efficiency through time and motion studies and incentive-based pay.
3) The behavioral approach stemming from the Hawthorn studies, which recognized the importance of human factors and employee needs in management.
Transactional leadership focuses on supervision, organization, and group performance through both rewards and punishments to promote compliance. Transactional leaders operate within existing systems and procedures, focusing on efficiency and productivity. They establish clear goals and expectations, provide feedback and rewards for meeting goals, and punishments for deviations. Transactional leadership addresses lower-level needs and is effective for routine tasks, crisis situations, and projects requiring specific procedures but does not inspire higher-level change. It is responsive and maintains the status quo in contrast to transformational leadership, which is proactive and seeks to change organizational culture.
Leadership involves influencing others to work towards organizational goals. Leaders gain power through their position in the organization or ability to reward or punish others. Effective leadership requires traits like personal drive, integrity, confidence, knowledge, and charisma. Leadership styles can be autocratic, participative, or give employees freedom. Leaders must understand their employees and balance task needs with employee well-being to be successful.
This document discusses key concepts of leadership including defining leadership as inspiring confidence to achieve organizational goals. It contrasts leadership with management and outlines different types of power and influence tactics leaders can utilize. The document also examines characteristics and behaviors of effective leaders, different leadership styles, and how leaders can mentor and coach others. It concludes with discussing leadership during times of adversity and crisis.
Positive attitude and mindset,leadership and valuespallvisachdeva
here you go with brief description of the whole topic organizational behavior. as you know human is an integral part of any organization. and his/her behaviour effects the whole working the company and that is why there is need of proper positivity, motivation and core values. which will help the company in implementing their particular strategy.
This chapter explores ideas around the value of teams and team leadership. It discusses that teams can be effective for coordinating interdependent tasks by ensuring information sharing and exchange. However, teams also present a dilemma as individuals must give up some independence. Key aspects of leading teams include providing clear objectives and roles, decision authority, and support. The chapter covers team processes like stages of development and competencies needed. It also addresses challenges of leading virtual teams and handling conflicts.
This document discusses key management concepts related to directing, controlling, leadership, motivation, communication, and coordination. It provides definitions and descriptions of:
- Leadership styles including autocratic, democratic, and free rein approaches.
- Motivation theories such as expectancy theory and Maslow's hierarchy of needs.
- The importance of communication and coordination in management.
- The process of controlling including setting standards, measuring performance, and taking corrective action.
The document discusses various definitions and aspects of leadership. It provides definitions of a leader from several sources, describing leaders as those who guide and direct people towards goals, make bold decisions in difficult situations, and influence behavior. It also outlines various functions and characteristics of leaders, such as creating a vision, developing followership, implementing plans, and achieving results. The document discusses different approaches to understanding leadership, including considering the individual traits of leaders or their behaviors, as well as situational factors. It emphasizes that leadership is a process of influencing others to achieve organizational objectives.
This presentation is on leadership.
{Leadership is the art of influencing and inspiring subordinates to perform their duties willingly, competently and enthusiastically for achievement of group’s objectives.}
it covers following points :-
Meaning of Leadership
Features of Leadership
Importance of Leadership
Leader v/s Manager
Qualities/Traits of a Good Leader
Leadership Styles
Theories of Leadership
Matching leadership styles with employment modesburcutan007
This document discusses different leadership styles and their fit with various types of employment relationships. It proposes a typology that matches four leadership styles - directive, transactional, transformational, and empowering - with four employment modes - contract, acquisition/job-based, alliance/partnership, and internal development/knowledge-based. The leadership styles and employment modes are positioned on a matrix based on the uniqueness and strategic value of employee skills.
This document discusses various topics related to job design and stress management. It begins by exploring the meaning of work and psychological contracts between employees and organizations. It then examines issues around job satisfaction, performance, and different approaches to job design like job simplification, rotation, enlargement and enrichment. The document also discusses alternative work arrangements and how to manage job and workplace stress through personal wellness and other coping strategies.
This document discusses various labour laws in India including the Factories Act, Employee State Insurance Act, Employee's Provident Fund and Miscellaneous Provisions Act, Maternity Benefit Act, Payment of Gratuity Act, and the Weekly Holidays Act. It also discusses trade unions, collective bargaining, and prerequisites for successful collective bargaining such as organization, freedom of association, mutual recognition between employers and employees, a favourable political climate, agreement observance, compromise, and avoidance of unfair labour practices. An example of a strike is provided in the Maruti Suzuki case study.
Meaning and nature of directing, leadership styles, motivation, meaning and importance, Communication, meaning and importance, co-ordination, meaning and importance and techniques of co-ordination, control, meaning, features, importance and steps in control process, essentials of a sound control system, methods of establishing control (in brief).
This presentation includes:
MEANING OF DIRECTION
CHARACTERISTICS OF DIRECTION FUNCTION
IMPORTANCE
PRINCIPLES OF DIRECTION
TECHNIQUES OF DIRECTION
ELEMENTS OF DIRECTION
CORPORATE EXAMPLE : APPLE INC.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
Directing involves guiding, instructing, motivating, and leading employees at all levels of an organization to achieve goals. It is a key managerial function, along with planning, organizing, staffing, and controlling. Directing provides continuous guidance from superiors to subordinates throughout the organization. It helps initiate action, integrate employee efforts, motivate work, facilitate change, and provide stability. Effective directing follows principles like harmony of objectives, unity of command, unity of direction, direct supervision, participative management, effective communication, and follow-up. Supervision and motivation are important elements of the directing function.
The document discusses the concept of directing, which refers to the process through which managers communicate with and influence other organizational members to achieve objectives. Unlike other managerial functions, directing relies on interpersonal and relational skills to motivate employees. Theories of motivation discussed include Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, and McClelland's need achievement theory. Power and influence in organizations also impact directing, with different types of power including legitimate, expert, referent, reward, and punishment power.
The main contingency factors that affect structural choice are:
- Strategy - As strategies move from single product to diversification, structure moves from organic to mechanistic.
- Size - Larger organizations require more mechanistic structures.
- Technology - More non-routine technologies favor organic structures.
- Environment - Stable environments match mechanistic structures while dynamic environments fit organic structures.
Compare and contrast traditional and contemporary organizational designs
- Traditional designs include simple, functional, and divisional structures. Contemporary designs include team-based, matrix/project structures, and boundaryless organizations like virtual and network structures.
The document discusses various theories of leadership. It begins by defining leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. It then covers trait theories that identify personality traits of leaders. Behavioral theories propose that specific behaviors differentiate leaders. Important behavioral studies identified two dimensions of leader behavior: initiating structure and consideration. Contingency theories note that leadership effectiveness depends on the environment. Fiedler's model and Hersey-Blanchard's model are discussed as contingency theories. The document also summarizes leader-member exchange theory and other contemporary leadership approaches.
- The chapter discusses the important but often overlooked role of followership in organizations. Effective followership requires both critical thinking and active participation.
- There are five styles of followership: alienated, conformist, pragmatic survivor, passive, and effective. The most effective style is one that demonstrates independent, critical thinking as well as active involvement in the organization.
- Followers can manage their relationships with leaders through strategies like being a resource to the leader, helping the leader succeed, building trust, and having realistic expectations of the leader. Developing these skills is key to effective followership.
Directing/Direction is a function of management performed by top level management in order to achieve organizational goals. It is very important and necessary function of management.Management has to undertake various activities like, guide people, inspired and lead them as well as supervision of their activity is required in order to achieve desired results
This chapter discusses the evolution of management thought from the early 1900s onward. It describes several approaches to management theory and practice that developed during this time period, including:
1) The universal process approach proposed by Henri Fayol, which viewed management as consisting of core functions that remain the same regardless of organization.
2) The operational approach exemplified by Frederick Taylor's scientific management, which aimed to improve efficiency through time and motion studies and incentive-based pay.
3) The behavioral approach stemming from the Hawthorn studies, which recognized the importance of human factors and employee needs in management.
Transactional leadership focuses on supervision, organization, and group performance through both rewards and punishments to promote compliance. Transactional leaders operate within existing systems and procedures, focusing on efficiency and productivity. They establish clear goals and expectations, provide feedback and rewards for meeting goals, and punishments for deviations. Transactional leadership addresses lower-level needs and is effective for routine tasks, crisis situations, and projects requiring specific procedures but does not inspire higher-level change. It is responsive and maintains the status quo in contrast to transformational leadership, which is proactive and seeks to change organizational culture.
Leadership involves influencing others to work towards organizational goals. Leaders gain power through their position in the organization or ability to reward or punish others. Effective leadership requires traits like personal drive, integrity, confidence, knowledge, and charisma. Leadership styles can be autocratic, participative, or give employees freedom. Leaders must understand their employees and balance task needs with employee well-being to be successful.
This document discusses key concepts of leadership including defining leadership as inspiring confidence to achieve organizational goals. It contrasts leadership with management and outlines different types of power and influence tactics leaders can utilize. The document also examines characteristics and behaviors of effective leaders, different leadership styles, and how leaders can mentor and coach others. It concludes with discussing leadership during times of adversity and crisis.
Positive attitude and mindset,leadership and valuespallvisachdeva
here you go with brief description of the whole topic organizational behavior. as you know human is an integral part of any organization. and his/her behaviour effects the whole working the company and that is why there is need of proper positivity, motivation and core values. which will help the company in implementing their particular strategy.
This chapter explores ideas around the value of teams and team leadership. It discusses that teams can be effective for coordinating interdependent tasks by ensuring information sharing and exchange. However, teams also present a dilemma as individuals must give up some independence. Key aspects of leading teams include providing clear objectives and roles, decision authority, and support. The chapter covers team processes like stages of development and competencies needed. It also addresses challenges of leading virtual teams and handling conflicts.
This document discusses key management concepts related to directing, controlling, leadership, motivation, communication, and coordination. It provides definitions and descriptions of:
- Leadership styles including autocratic, democratic, and free rein approaches.
- Motivation theories such as expectancy theory and Maslow's hierarchy of needs.
- The importance of communication and coordination in management.
- The process of controlling including setting standards, measuring performance, and taking corrective action.
The document discusses various definitions and aspects of leadership. It provides definitions of a leader from several sources, describing leaders as those who guide and direct people towards goals, make bold decisions in difficult situations, and influence behavior. It also outlines various functions and characteristics of leaders, such as creating a vision, developing followership, implementing plans, and achieving results. The document discusses different approaches to understanding leadership, including considering the individual traits of leaders or their behaviors, as well as situational factors. It emphasizes that leadership is a process of influencing others to achieve organizational objectives.
This presentation is on leadership.
{Leadership is the art of influencing and inspiring subordinates to perform their duties willingly, competently and enthusiastically for achievement of group’s objectives.}
it covers following points :-
Meaning of Leadership
Features of Leadership
Importance of Leadership
Leader v/s Manager
Qualities/Traits of a Good Leader
Leadership Styles
Theories of Leadership
Matching leadership styles with employment modesburcutan007
This document discusses different leadership styles and their fit with various types of employment relationships. It proposes a typology that matches four leadership styles - directive, transactional, transformational, and empowering - with four employment modes - contract, acquisition/job-based, alliance/partnership, and internal development/knowledge-based. The leadership styles and employment modes are positioned on a matrix based on the uniqueness and strategic value of employee skills.
This document discusses various topics related to job design and stress management. It begins by exploring the meaning of work and psychological contracts between employees and organizations. It then examines issues around job satisfaction, performance, and different approaches to job design like job simplification, rotation, enlargement and enrichment. The document also discusses alternative work arrangements and how to manage job and workplace stress through personal wellness and other coping strategies.
This document discusses various labour laws in India including the Factories Act, Employee State Insurance Act, Employee's Provident Fund and Miscellaneous Provisions Act, Maternity Benefit Act, Payment of Gratuity Act, and the Weekly Holidays Act. It also discusses trade unions, collective bargaining, and prerequisites for successful collective bargaining such as organization, freedom of association, mutual recognition between employers and employees, a favourable political climate, agreement observance, compromise, and avoidance of unfair labour practices. An example of a strike is provided in the Maruti Suzuki case study.
This document discusses leadership and the differences between managers and leaders. It provides 3 key points:
1) Leadership is about influencing and inspiring people, while management focuses more on planning, organizing, and controlling tasks. Leaders set a vision and strategy, while managers ensure goals and steps are being followed.
2) There are different types of leaders defined by how they achieved their position, personality traits, moral example, or power/abilities. Effective leadership also requires traits like intelligence, personality, and physical presence.
3) When transitioning to a new leadership role, it is important to quickly learn about the organization, secure some early wins, establish credibility, and build momentum for change through vision, short-term goals
The document discusses key economic concepts related to demand and supply. It defines firms, households, and entrepreneurs as the basic decision-making units. It describes the circular flow of economic activity between firms and households through input and output markets. It also outlines the key determinants of household demand and how demand curves are derived from demand schedules to illustrate the inverse relationship between price and quantity demanded.
The document provides an overview of the history and evolution of management thought. It discusses early approaches, the classical approach including scientific management, administrative theory and bureaucratic management. It then covers the behavioral approach including Hawthorne studies and Maslow's hierarchy of needs. The quantitative approach involving management science, operations management and management information systems is examined. Modern approaches such as systems theory and contingency theory are outlined. Emerging approaches like Theory Z and quality management are also mentioned.
Effective communication requires understanding between parties. The communication process involves a sender encoding a message that is sent through a channel and decoded by a receiver. Feedback is important to ensure understanding occurred. Barriers like noise, selective perception, and differing perspectives can interfere with clear communication. Key aspects of strong communication include listening skills, presenting information effectively, and providing constructive feedback.
Urbano Visio is a pipe network data management add-in for AutoCAD Civil 3D that allows users to display pipe and structure data, select elements in drawings to view data, create filters to query data, inspect selected elements by highlighting them, edit data values, create tables and reports from the data grid, and learn about the software through online help and video guides. It aims to improve productivity for civil engineers by providing smart tools for selecting, editing, and analyzing pipe network design data.
Hello Everyone,
How to Reset New Root Passwd or Fix Broken Sudo.......
Errors that you are getting..........
Error 1:- you may notice an error saying you're not in the sudoers file and the incident is going to be reported.
Error 2:- sorry user usuario is not allowed to execute '/usr/bin/passwd root' as root on.
Cause and symptoms :-
the /etc/sudoers file has been altered to no longer allow users in the admin group to escalate privilege
the permissions on the /etc/sudoers file are changed to something other than 0440
a user who should not have been has been taken out of the admin group.
By above error and cause can be done by following steps.....
To Reset Root Passwd
step1 :- Restart your server or desktop
step2 :- press continue shift untill boot menu show
step3 :- select ubuntu generic second option press Enter
step4 :- then select root shell press Enter
step5 :- type mount -o rw,remount /
step6 :- sudo passwd root or passwd root assign passwd and then repeat again the same passwd
Note :- inplace of root you can set your name,hostname any name that u assign during installation OR Login.
You can also Create NEW USER
step7 :-sudo adduser ubuntu and give new passwd
Thanking You
Planning involves deciding in advance what is to be done, when, where, how, and by whom. It bridges the gap from the present to the future. Good planning is an intellectual process, sets objectives, considers alternatives, and helps achieve goals. Strategic planning matches resources and capabilities to market opportunities for long-term growth. It defines an organization's mission and allocates resources among strategic business units. Marketing planning involves analyzing the environment, setting objectives, and developing mix strategies to select target markets.
Piping Design Course is very Important today. Basically, Piping is the work of Providing and Maintaining the Water Supply, Replacing Pipes and Pipe Work. SEA has trained & certified more than 3000 Engineers & Individuals in last five ( 5 ) years in different engineering disciplines and various sectors which include Oil and Gas , Petrochemicals , Refineries , Power Plant , Aeronautics & Construction projects etc. SEA certification / qualification is accepted and recognized by major National & International companies in the world including India , Saudi Arabia , UAE , Kuwait , Qatar , Bahrain , Oman , Jordan , Iraq , Iran , Yemen , Nigeria , Sudan , Libya , Turkey ,Portugal, Cameroon, Congo & other countries. Our SEA certified Engineers are already working in the above said countries.
The document describes the testing and certification services provided by KONČAR Institute for accredited testing and laboratory services. It summarizes the various EU directives and standards they can test for, including electromagnetic compatibility, low voltage, environmental, radio equipment, gas appliances, and more. The institute aims to provide high quality, cost-effective services with short response times and turnarounds utilizing their expertise and single test location.
1. The document discusses the importance of interdisciplinary interface engineering for electrical projects and describes various types of interfaces and deliverables that must be coordinated between electrical and other disciplines like process, piping, civil, and instrumentation.
2. It provides examples of typical electrical deliverables that interface with other groups and deliverables received from other groups, including plans, diagrams, schedules, specifications and calculations.
3. Maintaining proper documentation through methods like document control indexes, distribution matrices, notes of meetings and memos is important to facilitate interface engineering and coordination.
David Diaz is a mechanical engineer providing samples of his portfolio, including design engineering, a bolt torque calculation sheet, leading a DFSS project called "Low Cost Step" as a project leader and design engineer using PRO-E/Creo software. Additional samples include work on tooling, equipment and fixtures as a design engineer using SolidWorks, sheets metal parts, failure analysis of products, and go/no-go fixtures for checking product dimensions.
Motivation is a complex topic with many theories and factors to consider. Three key theories are discussed in the document:
1. Herzberg's two-factor theory proposes that job satisfaction and dissatisfaction are determined by different factors, with motivators like achievement and recognition increasing satisfaction, and hygiene factors like pay and supervision preventing dissatisfaction.
2. Expectancy theory suggests that motivation depends on expectations of effort leading to performance and performance leading to rewards, with the anticipated value placed on those rewards.
3. Equity theory is based on social comparisons, with motivation influenced by perceptions of fair outcomes relative to inputs compared to a reference person. Managing motivation requires understanding these cognitive and social factors.
1. The document discusses the importance of interdisciplinary interface engineering for electrical projects and describes various types of interfaces and deliverables that must be coordinated between electrical and other disciplines like process, piping, civil, and instrumentation.
2. It provides examples of typical electrical deliverables that interface with other groups and deliverables received from other groups including plans, diagrams, schedules, specifications and calculations.
3. Maintaining proper documentation through methods like document control indexes, distribution matrices, notes of meetings and memos is important to facilitate interface engineering and coordination between groups.
This document discusses various aspects of decision making including:
1. It defines decision making as choosing the best alternative to reach objectives and notes managers make many decisions daily.
2. It describes rational decision making as a 8-step process including identifying the problem, criteria, alternatives, and evaluating decisions.
3. Decision making can be rational but is often bounded rationality due to limits in information processing. Intuition and satisficing may also influence decisions.
4. Decisions vary in structure from well-defined to ambiguous problems influencing whether a programmed or nonprogrammed approach is taken.
The document contains 7 examples of thermodynamics calculations involving concepts like steam tables, work, heat, ideal gases, refrigeration cycles, and processes involving gases. The examples calculate things like inlet and outlet steam pressures, net work done by systems, heat transferred in cycles, minimum heat rejection rate, refrigeration power requirement, work done by compressing an ideal gas, and net work in a sequence of gas processes.
The document discusses the concept of working capital, which refers to a company's short-term assets and liabilities. It presents two definitions of working capital: the balance sheet concept, which is the excess of current assets over current liabilities, and the operating cycle concept, which refers to the time period between purchasing inventory and collecting cash from sales. The document outlines the key components of a company's operating cycle and how managing working capital, including inventory levels, accounts receivable, and accounts payable, can impact cash flows and the business.
The document contains 10 examples solving thermodynamics problems involving concepts like the first law of thermodynamics, ideal gas law, steady state conditions, heat transfer, work done, efficiency and refrigeration cycles. The last example involves a reversible heat engine and refrigerator operating between different temperature reservoirs. It is determined that the heat rejection to the 40°C reservoir is 5539 kJ.
Organizational behavior (OB) is defined as a field of study that investigates how individuals, groups and structure influence behavior within organizations in order to improve organizational effectiveness. OB draws from multiple disciplines including psychology, sociology, social psychology, and anthropology. Studying OB helps understand oneself and how to interact with others in organizational settings. It is important because it provides insight into both visible and covert aspects of how organizations function.
The document discusses various leadership theories and models including trait theory, behavioral theory, contingency models like Fiedler's model and path-goal theory, and transformational leadership. It also covers topics like the sources of power, empowerment, gender differences in leadership, and emotional intelligence. In the movie example provided, Gerard displays characteristics of a task-oriented leader based on Fiedler's model as his primary concern is ensuring the job of capturing the fugitive gets done.
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
Leadership and management differ in that management copes with complexity while leadership copes with change. Trait theories focus on personal qualities that differentiate leaders, such as ambition and integrity. However, traits alone do not predict leadership effectiveness in all situations. Behavioral theories examine specific leader behaviors like initiating structure and consideration. Contingency theories emphasize that leadership effectiveness depends on matching leader style to situational characteristics. Transformational leadership inspires followers to transcend self-interest for the organization. Authentic leaders act openly based on their true values and beliefs to build trust.
This document discusses leadership and management. It defines leadership as the process of influencing others to achieve goals, and notes the distinction between managers who implement procedures and leaders who chart the future course. It outlines different leadership styles like autocratic, democratic, and laissez-faire. It also discusses theories of leadership including trait, behavioral, contingency, transformational, and transactional approaches. Factors that can influence leadership style are also examined.
This document discusses various leadership models and concepts:
1. It defines leadership as the process of influencing others to achieve goals, and explains that effective leadership allows firms to meet new challenges.
2. Several leadership models are described, including trait, behavioral, contingency, and transformational models. Contingency models like Fiedler's examine how leadership style interacts with situational factors.
3. The sources of a leader's power, such as reward, coercive, expert, and referent power, are identified. Empowering subordinates by giving them responsibility is also discussed.
4. Cultural differences in leadership styles across regions like Europe, Japan, and the US are noted. Transformational leadership that
The document discusses various theories and approaches to leadership. It defines leadership as influencing others towards goals, and distinguishes leadership from management by focusing on vision versus tasks. Early theories examined traits of leaders and different leadership styles. Contingency theories state there is no single best style, and the situation determines the most effective approach. More recent approaches include transformational leadership that inspires change, and visionary leadership that articulates an attractive future. Developing trust, empowering followers, and acting ethically are also discussed as important leadership components.
This document discusses various leadership theories and concepts. It defines leadership as influencing others beyond expectations and describes effective leaders as those who influence, guide, and build goal-oriented teams. The document then summarizes theories such as Path-Goal theory, which states that leaders clarify paths and rewards to motivate followers, and Fiedler's contingency theory, which matches leadership styles to situational factors. Finally, it outlines four leadership behaviors in Path-Goal theory: directive, supportive, participative, and achievement-oriented.
1) Leadership involves influencing others and directing task-related activities, which requires an unequal distribution of power between leaders and followers.
2) Early approaches to studying leadership traits and behaviors found some common traits among effective leaders but also that leadership style must fit the situation.
3) Contingency models of leadership emphasize that the most effective leadership varies based on follower readiness, task structure, and other situational factors.
4) Transactional leaders focus on clarifying tasks and rewards, while transformational leaders inspire and motivate followers through personal vision and charisma.
This document discusses leadership and management. It provides definitions of leadership as influencing a group toward goals and vision, while management focuses on planning, structure, and day-to-day operations. The document then covers various theories of leadership, including trait theories, situational theories, contingency theories like the Fiedler model and path-goal theory, leader-member exchange theory, transformational leadership, and compares transactional versus transformational leadership styles. It analyzes factors like leadership traits, behaviors, situational contexts, relationships with followers that contribute to effective leadership.
This document discusses different leadership styles and theories. It defines leaders as those who influence others to achieve goals, while managers focus on doing things correctly. Contingency theory and the path-goal theory propose that leadership style should depend on situational factors. Charismatic leadership generates strong follower loyalty through articulating a clear vision and modeling values. Transformational leadership encourages employees to prioritize group goals over self-interest. Transactional leadership is based on exchanging rewards and punishments for performance.
The document discusses various theories and models of leadership. It covers the differences between leading and managing, sources of power in organizations, traits of effective leaders, and styles of leadership. Key leadership theories summarized include the path-goal theory, contingency model, substitutes for leadership theory, and Ohio State, Michigan, and Vroom decision-making models. The document provides an overview of important concepts in leadership studies.
This document discusses various leadership concepts and styles. It begins by defining leadership as guiding people towards a common goal through vision, strategy, inspiration and coordination. It then covers:
1) Leading people by providing a safe work environment, effective roles, work assessment, team development and recognition.
2) Leading yourself by understanding your role and developing skills like relationship management.
3) Leading the organization through implementing strategy, organizational design, systems, trust and capability building.
It also discusses six leadership styles, moral leadership, transactional vs transformational leadership, VUCA leadership, five levels of leadership, the leadership grid model, turnaround leadership, crisis management and stakeholder management.
Chapter 5-Leadership and Motivation.pdfabdulfetah2
Leadership and motivation are important management functions. The chapter discusses various theories of leadership, including:
1. Trait theories which examine personality traits of leaders. However, no universal traits predict leadership in all situations.
2. Behavioral theories propose leadership behaviors can be taught. Studies identified styles like democratic, autocratic, employee-oriented, and production-oriented.
3. Contingency theories state effective leadership depends on situational factors. Fiedler's model matches leadership styles to situations. Hersey and Blanchard's model prescribes leadership styles based on follower readiness.
Leadership can be defined as influencing others to achieve goals. Effective leadership depends on both traits of the leader and contingencies of the situation. Trait theories study what makes an effective leader, focusing on qualities like intelligence and self-confidence. Contingency theories emphasize that leadership style should match aspects of the situation like task structure and follower readiness. Contemporary views include transactional leadership which guides followers via rewards and punishments, and transformational leadership which inspires followers to transcend self-interest. Developing trust and empowering employees are also important issues for modern leaders.
Leadership can be defined as influencing others to achieve goals. Effective leadership depends on situational factors and matching leadership style to follower readiness and the task environment. Several theories explore contingency factors like leader-member relations, task structure, and power. Contemporary views include transactional leadership through role clarification, transformational leadership by inspiring beyond self-interest, and charismatic, visionary, and team leadership with their defining characteristics. Developing trust through credibility, empowering employees, and addressing cultural differences are also important leadership issues.
Leadership involves influencing others to achieve goals. Effective leadership depends on the personal leadership style of the leader as well as the situation. Different cultures have different leadership styles based on their values. Leaders gain power through legitimate authority, rewards, punishments, expertise, and respect from subordinates. Managers must adapt their leadership style to the situation to be most effective.
We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
Leadership theories propose that effective leadership depends on matching the leader's style to situational factors. The Fiedler model matches task-oriented or relationship-oriented leaders to situations varying in leader-member relations, task structure, and position power. Situational leadership theory identifies four leadership styles - telling, selling, participating, and delegating - that should be applied based on followers' readiness levels. The path-goal model states leaders should clarify paths and remove obstacles to help followers achieve goals using directive, supportive, participative, or achievement-oriented behaviors depending on task structure and follower characteristics.
Ongamo joe marshal - basic approaches to leadershipOngamoJoeMarshal
Ongamo Joe Marshal had worked with Asia TV under "chin sing film company ltd" as casting director and also recently he participated in arranging the kickboxing and k1 fights arranged by Asia TV in Hongkong.
The document discusses various aspects of leadership including definitions, characteristics, importance, styles, theories and skills. It defines leadership as a process to influence and guide others towards accomplishing goals. It describes key characteristics like being interpersonal and situation-dependent. Important leadership styles discussed include autocratic, laissez-faire, democratic and bureaucratic. Several theories of leadership are also summarized like the path-goal theory, great man theory, trait theory, transformational vs transactional leadership and Fiedler's contingency model. Effective leadership skills mentioned are time management, asking questions, work-life balance, growth opportunities, brainstorming, vision and courage.
The document discusses personality types and models, including the Big Five traits, Cattell's 16 factors, and Myers-Briggs types. It covers how personality develops, is influenced by both nature and nurture, and how understanding personality can help with self-awareness, managing relationships, and diversity in teams. The purpose is to gain a deeper understanding of human nature and behavior.
The document discusses key concepts related to group behavior in organizations. It defines what a group is and describes different types of groups like functional, cross-functional, project, and virtual groups. It explains the typical stages of group development from forming to storming, norming, and performing. Important group concepts discussed include roles, norms, status, cohesiveness, communication roles, decision-making styles, and conflict resolution methods.
This chapter discusses capital budgeting techniques used to evaluate long-term investment projects. It covers the payback period method, which calculates the number of years to recover the initial investment of a project from its cash inflows. The chapter provides examples of calculating payback periods for projects and discusses the pros and cons of the payback method, noting it does not take the time value of money into account but is intuitive. It also introduces net present value and internal rate of return techniques.
The trial balance provided is for Adhithya & Dharmaraj Co. as of December 31, 2005. It includes asset and liability accounts such as plant and machinery, building, sundry debtors, bank balances, capital, as well as income and expense accounts like purchases, wages, carriage outward, sales, interest received. Closing stock is valued at Rs. 90,000. The required tasks are to prepare the trading and profit & loss account for the year ended December 31, 2005 and a balance sheet as of that date.
Final account trading account pl acc balance sheetVJTI Production
The document provides details about the final accounts process in accounting. It explains that final accounts include the preparation of trading, profit & loss, and balance sheet statements. These statements are prepared from the trial balance to determine the profit/loss for the year and the year-end financial position. The document outlines the key components of the trading account, profit & loss account, and balance sheet, and provides examples of their format and various adjustments made in their preparation.
The document discusses various factors that influence organizational structure such as environment, strategy, technology, and human resources. It also examines different types of organizational structures including functional, divisional, matrix, and network structures. The goal of organizational design is to establish relationships between employees that allow the organization to achieve its objectives.
Contingency management involves preparing for potential issues and developing contingency plans. It requires identifying vulnerabilities, threats, and critical business functions. The goals is to enable efficient recovery from disruptions through plans, procedures, and technical measures. Factors like a business's goals, government regulations, and profitability influence contingency planning approaches. Thorough consideration of possible contingencies allows for optimal responses depending on the internal and external situation.
Scientific management involves principles, techniques, and objectives to maximize productivity. Key principles include identifying unnecessary worker motions through time-and-motion studies to develop more efficient workflows. Techniques incorporate things like rest breaks and incentive-based piece rate pay to motivate higher performance. The overall objective is the prosperity of both the organization and its workers through developing each job role to its highest capacity.
The document discusses various types of press tools used in manufacturing including work holding tools like jigs and fixtures, cutting tools, sheet metal dies, forging dies, extrusion dies, and welding/inspection fixtures. It provides descriptions of aluminum strip specifications for electrical transformers and mechanical and hydraulic presses. It also mentions progressive dies and characteristics of punched holes and slugs in different materials.
Proper clearance between the die and punch is important for stamping operations. Too large of a clearance can result in rolled edges or crowning, while too small can cause high stripping forces and secondary shear where the fractures from the die and punch do not meet cleanly.
For cutting operations in ferrous metals, shear strength is typically 70-80% of ultimate tensile strength. Tonnage can be calculated as the ultimate tensile strength multiplied by the perimeter, thickness, and a compensation factor for die wear. Work and energy of cutting is calculated as average force multiplied by the penetration distance.
Bending operations involve applying forces to sheet metal to create bends and folds. The bend radius, bend angle, and
1. The document discusses press problems and kinematics of mechanical presses. It provides formulas to calculate press parameters like stroke length, ram velocity, shut height, tonnage, and energy requirements.
2. It gives examples of calculating minimum and maximum shut heights, tonnage available at different crank angles, and checking press suitability for given operations.
3. Key press specifications discussed include daylight height, stroke, tonnage, energy, slowdown percentage, and how these relate to calculating operational parameters.
The document discusses various metal casting processes including sand casting, shell molding, expanded polystyrene casting, and investment casting. Sand casting is the most widely used process and involves making a sand mold around a pattern and pouring molten metal. Shell molding uses a thin shell mold made of sand and resin. Expanded polystyrene casting uses a polystyrene foam pattern that vaporizes when metal is poured. Investment casting, also called lost wax casting, involves making a wax pattern, coating it with refractory material, and melting the wax out of the mold before pouring metal.
This document discusses process parameters that affect the stress-strain characteristics of metals during forming. It covers three main parameters: 1) Amount of deformation, which increases flow stress according to the Hollomon and Ludwik equations. 2) Temperature, which decreases flow stress at higher temperatures. 3) Strain rate, which increases flow stress during hot working according to an equation involving strain rate sensitivity. The document also discusses how these parameters influence formability and necking resistance.
1. The document discusses various metal working and forming processes such as casting, forging, rolling, extrusion, drawing, and powder metallurgy. It classifies the processes into bulk forming and sheet metal forming.
2. Bulk forming involves large plastic deformation of billets, rods or slabs through compressive loads to significantly change the shape or cross-section. Sheet forming uses tensile loads to plastically deform sheet metal into three-dimensional shapes with less thickness change.
3. Metal forming is advantageous because it produces stronger parts through strain hardening and preferred grain orientation in the direction of loading compared to other manufacturing methods using the same starting material.
Here are the steps to solve this problem:
1) Calculate true stress (σ) and true strain (ε) at each load using the given diameter values:
σ = Load/Current cross-sectional area
ε = ln(Initial diameter/Current diameter)
2) Plot true stress vs true strain curve
3) Determine values from the curve:
1) True stress at maximum load = Highest stress value on curve
2) True fracture stress = Stress at fracture point
3) True fracture strain = Strain at fracture point
4) True uniform strain = Strain value where necking begins
5) True necking strain = Strain at start of necking region
6) Ultimate
(1) The document describes the mechanism of chip formation during machining of both ductile and brittle materials. (2) For ductile materials, shear deformation occurs in layers ahead of the cutting tool due to compressive forces, resulting in continuous chips. (3) For brittle materials, small cracks form at the tool tip and propagate through the material, resulting in discontinuous chips of irregular size and shape. (4) The geometry of chips formed during machining of ductile materials is quantified using factors like chip reduction coefficient and shear angle, which provide information about cutting forces and energy requirements.
2. Learning Objectives
• Explain what leadership is, when leaders are
effective and ineffective, and the sources of power
that enable managers to be effective leaders.
• Identify the traits that show the strongest
relationship to leadership, the behaviors leaders
engage in, and the limitations of the trait and
behavioral models of leadership.
14-2
3. Learning Objectives
• Explain how contingency models of leadership
enhance our understanding of effective leadership
and management in organizations.
• Describe what transformational leadership is, and
explain how managers can engage in it.
• Characterize the relationship between gender
leadership.
14-3
4. The Nature of Leadership
• Leadership
– The process by which a person exerts influence
over others and inspires, motivates and directs
their activities to achieve group or
organizational goals.
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5. Question?
What is an individual who is able to exert
influence over other people to help achieve
group or organizational goals?
A. Manager
B. Leader
C. Chief
D. Organizer
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6. The Nature of Leadership
• Leader
– An individual who is able to exert influence over
other people to help achieve group or
organizational goals
7. The Nature of Leadership
• Personal Leadership Style
– The specific ways in which a manager chooses to
influence others shapes the way that manager
approaches the other principal tasks of
management.
– The challenge is for managers
at all levels to develop an
effective personal management
style.
8. The Nature of Leadership
• Distinction between managers and leaders
– Managers establish and implement procedures to
ensure smooth functioning
– Leaders look to the future and chart the course
for the organization
14-8
9. Leadership Across Cultures
• Leadership styles may vary among different
countries or cultures.
– European managers tend to be more people-
oriented than American or Japanese managers.
– Japanese managers are group-oriented, while
U.S managers focuses more on profitability.
– Time horizons also are affected by cultures.
14-9
11. Power: The Key to Leadership
• Legitimate Power
– The authority that a manager has by virtue of
his or her position in the firm.
14-11
12. Power: The Key to Leadership
• Reward Power
– The ability of a manager to give or withhold
tangible and intangible rewards.
– Effective managers use reward power to signal
to employees that they are doing a good job.
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13. Power: The Key to Leadership
• Coercive Power
– The ability of a manager to punish others.
• Examples: verbal reprimand, pay cuts, and dismissal
• Limited in effectiveness and application; can have
serious negative side effects.
14-13
14. Power: The Key to Leadership
• Expert Power
– Power that is based on special knowledge, skills,
and expertise that the leader possesses.
– Tends to be used in a guiding or coaching manner
14-14
15. Power: The Key to Leadership
• Referent Power
– Power that comes from subordinates’ and
coworkers’ respect , admiration, and loyalty
– Possessed by managers who are likable and
whom subordinates wish to use as a role model
14-15
16. Empowerment: An Ingredient in
Modern Management
• Empowerment
– The process of giving employees at all levels in the
organization the authority to make decisions, be
responsible for their outcomes, improve quality,
and cut costs
14-16
17. Empowerment: An Ingredient in
Modern Management
• Empowerment increases a manager’s ability
to get things done
• Empowerment increases workers’
involvement, motivation, and commitment
• Empowerment gives managers more time to
concentrate on their pressing concerns
14-17
18. Leadership Models
• Trait Model
– Attempt to identify personal characteristics that
cause for effective leadership.
– Research shows that certain personal
characteristics do appear to be connected to
effective leadership.
– Many “traits” are the result of skills and
knowledge and effective leaders do not
necessarily possess all of these traits.
14-18
19. Leadership Models
• Behavioral Model
– Identifies the two basic types of behavior that
many leaders engaged in to influence their
subordinates
14-19
20. Leadership Models
• Behavioral Model
– Consideration: leaders show subordinates they
trust, respect, and care about them
– Managers look out for the well-being of their
subordinates
– Do what they can to help subordinates feel good
and enjoy the work they perform
14-20
21. Leadership Models
• Behavioral Model
– Initiating structure: leaders take steps to make
sure that work gets done, subordinates perform
their work acceptably, and the organization is
efficient and effective
– Managers assign tasks to groups and let
subordinates know what is expected of them
14-21
22. Contingency Models of Leadership
• Contingency Models
– What makes a manager an effective leader in one
situation is not necessarily what that manager
needs to be equally effective in another situation
14-22
23. Contingency Models of Leadership
• Contingency Models
– Whether or not a manager is an effective leader is
the result of the interplay between what the
manager is like, what he does, and the situation
in which leadership takes place
14-23
24. Contingency Models of Leadership
• Fiedler’s Model
– Effective leadership is contingent on both the
characteristics of the leader and of the
situation.
– Leader style is the enduring, characteristic
approach to leadership that a manager uses and
does not readily change.
14-24
25. Contingency Models of Leadership
• Fiedler’s Model
– Relationship-oriented style: leaders concerned
with developing good relations with their
subordinates and to be liked by them.
– Task-oriented style: leaders whose primary
concern is to ensure that subordinates perform at
a high level so the job gets done.
14-25
26. Fiedler’s Model
• Situation Characteristics
– Leader-member relations – extent to which
followers like, trust, and are loyal to their leader
– Task structure – extent to which the work to be
performed is clear-cut so that a leader’s
subordinates know what needs to be
accomplished and how to go about doing it
14-26
27. Fiedler’s Model
• Situation Characteristics
– Position Power - the amount of legitimate, reward,
and coercive power leaders have due to their
position. When positional power is strong,
leadership opportunity becomes more favorable.
14-27
29. House’s Path-Goal Theory
A contingency model of leadership proposing that
effective leaders can motivate subordinates to
achieve goals by:
1. Clearly identifying the outcomes that
subordinates are trying to obtain from their jobs.
2. Rewarding subordinates with these outcomes for
high-performance and attainment of work goals
3. Clarifying the paths leading to the attainment of
work goals
14-29
30. Question?
Which leadership behavior gives subordinates a
say in matters that affect them?
A. Directive behavior
B. Supportive behavior
C. Participative behavior
D. Achievement-oriented behavior
14-30
31. Motivating with Path-Goal
• Path-Goal identifies four leadership behaviors:
– Directive behaviors: set goals, assign tasks, show
how to do things.
– Supportive behavior: look out for the worker’s
best interest.
14-31
32. Motivating with Path-Goal
• Path-Goal identifies four leadership behaviors:
– Participative behavior: give subordinates a say in
matters that affect them.
– Achievement-oriented behavior: Setting very
challenging goals, believing in worker’s abilities.
14-32
33. Motivating with Path-Goal
Which behavior to be used depends on the
nature of the subordinates and the kind of
work they do
14-33
34. The Leader Substitutes Model
• Leadership Substitute
– Acts in the place of a leader and makes
leadership unnecessary.
– Worker empowerment or self-managed work
teams reduce leadership needs.
14-34
35. The Leader Substitutes Model
• Possible substitutes can be found in:
– Characteristics of the subordinates: their skills,
experience, motivation.
– Characteristics of context: the extent to which
work is interesting and fun.
14-35
36. Transformational Leadership
Leadership that:
1. Makes subordinates aware of the importance of
their jobs are for the organization and how
necessary it is for them to perform those jobs as
best they can so that the organization can attain
its goals
14-36
37. Transformational Leadership
2. Makes subordinates aware of their own
needs for personal growth, development,
and accomplishment
3. Motivates workers to work for the good of
the organization, not just for their own
personal gain or benefit
14-37
38. Being a Charismatic Leader
• Charismatic Leader
– An enthusiastic, self-confident transformational
leader able to clearly communicate his vision of
how good things could be
14-38
39. Being a Charismatic Leader
• Charismatic Leader
– Being excited and clearly communicating
excitement to subordinates.
– Openly sharing information with employees so
that everyone is aware of problems and the need
for change.
– Empowering workers to help with solutions.
– Engaging in the development of employees by
working hard to help them build skills.
14-39
40. Intellectual Stimulation
• Intellectual Stimulation
– Manager leads subordinates to view problems
as challenges that they can and will meet and
conquer
– Manager engages and empowers subordinates
to take personal responsibility for helping to
solve problems
14-40
41. Developmental Consideration
• Developmental Consideration
– Manager supports and encourages subordinates,
giving them opportunities to enhance their skills
and capabilities and to grow and excel on the job
14-41
42. Transactional Leadership
• Transactional Leaders
– Use their reward and coercive powers to
encourage high performance—they exchange
rewards for performance and punish failure.
– Push subordinates to change but do not seem
to change themselves.
14-42
43. Gender and Leadership
• The number of women managers is rising
but is still relatively low in the top levels of
management.
• Stereotypes suggest women are supportive
and concerned with interpersonal relations.
Similarly, men are seen as task-focused.
14-43
44. Gender and Leadership
• Research indicates that actually there is no
gender-based difference in leadership
effectiveness.
• Women are seen to be more participative
than men because they adopt the
participative approach to overcome
subordinate resistance to them as managers
and they have better interpersonal skills.
14-44
45. Emotional Intelligence and Leadership
• The Moods of Leaders:
– Groups whose leaders experienced positive
moods had better coordination
– Groups whose leaders experienced negative
moods exerted more effort
46. Emotional Intelligence and Leadership
• Emotional Intelligence
– Helps leaders develop a vision for their firm.
– Helps motivate subordinates to commit to the
vision.
– Energizes subordinates to work to achieve the
vision.
47. Recap of lecture
• Leading people
• Influencing people
• Commanding people
• Guiding people
48. • Leader by the position achieved
• Leader by personality, charisma
• Leader by moral example
• Leader by power held
• Intellectual leader
• Leader because of ability to accomplish
things
49. Managers vs. Leaders
Managers Leaders
• Focus on things • Focus on people
• Do things right • Do the right things
• Plan • Inspire
• Organize • Influence
• Direct • Motivate
• Control • Build
• Follows the rules • Shape entities
51. Leadership Traits
• Intelligence • Personality
– More intelligent – Verbal facility
than non-leaders – Honesty
– Scholarship – Initiative
– Knowledge – Aggressive
– Being able to get – Self-confident
things done – Ambitious
• Physical – Originality
– Doesn’t see to be – Sociability
correlated
– Adaptability
52. Leadership Styles
• Delegating • Selling
– Low relationship/ low – High task/high
task relationship
– Responsibility – Explain decisions
– Willing employees – Willing but unable
• Participating • Telling
– High relationship/ low – High Task/Low
task relationship
– Facilitate decisions – Provide instruction
– Able but unwilling – Closely supervise
53. New Leaders Take Note
• Challenges
• General Advice
– Need knowledge
– Take advantage of quickly
the transition period
– Establish new
– Get advice and relationships
counsel
– Expectations
– Show empathy to
– Personal equilibrium
predecessor
– Learn leadership
54. New Leader Traps
• Not learning quickly
• Isolation
• Know-it-all • Captured by wrong
people
• Keeping existing
team • Successor syndrome
• Taking on too much
55. Core Tasks
• Create Momentum
• Master technologies of
learning, visioning, and
coalition building
• Manage oneself
56. Create Momentum
• Learn and know • Foundation for
about company change
• Securing early wins – Vision of how the
– First set short term organization will
goals look
– When achieved – Build political base
make a big deal to support change
– Should fit long term – Modify culture to fit
strategy vision
57. Create Momentum
• Build credibility
– Demanding but can
be satisfied
– Accessible but not
too familiar
– Focused but flexible
– Active
– Can make tough
calls but humane
58. Manage Oneself
• Be self-aware • Types of help
• Define your – Technical
leadership style – Political
• Get advice and – Personal
counsel • Advisor traits
– Advice is from – Competent
expert to leader – Trustworthy
– Counsel is insight – Enhance your status