This document outlines an agenda for a leadership skills session. It will discuss definitions of leadership, key leadership theories, traits and skills of effective leaders, and the roles and responsibilities of team leaders. Participants will do exercises to identify leadership traits they admire, discuss examples of strong/weak leadership, and examine a team leader job description. It will also cover situational leadership theory, ethical leadership, improving leadership skills, and performing a self-assessment to develop a leadership action plan.
This is a scaled back less conservative version of my motivation and leadership PowerPoint presentation. The focus was taken off of data mining / statistics and geared towards positive influence. The presentation was far less formal compared to what I would have manufactured for a business presentation. Many of he slides are also condensed rather than detailed and drawn out to fit the allotted presentation time.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Cross-Cultural Leadership of Asian Leaders in the New GlobalismHora Tjitra
Hosting 60% of the world’s population, Asia collectively has the largest economy in the world. In the last few decades, Asian economies have been growing tremendously. Most global multinational companies are present and engaged actively in the region. Led by China, Asia also attracts the highest foreign-direct Investment in the world. In addition, recent development shows an increasing international trade and cross-borders investment through the increase of bilateral and multilateral free-trade agreements among the Asian countries (e.g. ACFTA).
Globalisation and increasing cross-border engagements has resulted in organisations having to manage culturally diverse groups, both within the organizations (owners, employees, investors) and outside of them (suppliers, competitors, and customers). As pointed out by cross-cultural studies in organizations, cultural differences are not disappearing nor diminishing in global organisation practices. On the contrary, they seem to be getting more complex, and are posing challenges for organisations to achieve their goals.
This is a scaled back less conservative version of my motivation and leadership PowerPoint presentation. The focus was taken off of data mining / statistics and geared towards positive influence. The presentation was far less formal compared to what I would have manufactured for a business presentation. Many of he slides are also condensed rather than detailed and drawn out to fit the allotted presentation time.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Cross-Cultural Leadership of Asian Leaders in the New GlobalismHora Tjitra
Hosting 60% of the world’s population, Asia collectively has the largest economy in the world. In the last few decades, Asian economies have been growing tremendously. Most global multinational companies are present and engaged actively in the region. Led by China, Asia also attracts the highest foreign-direct Investment in the world. In addition, recent development shows an increasing international trade and cross-borders investment through the increase of bilateral and multilateral free-trade agreements among the Asian countries (e.g. ACFTA).
Globalisation and increasing cross-border engagements has resulted in organisations having to manage culturally diverse groups, both within the organizations (owners, employees, investors) and outside of them (suppliers, competitors, and customers). As pointed out by cross-cultural studies in organizations, cultural differences are not disappearing nor diminishing in global organisation practices. On the contrary, they seem to be getting more complex, and are posing challenges for organisations to achieve their goals.
Leading change is not as easy as it sounds. This slide pack gives an overview of a presentation I gave to a group of front line manager at a regional hospital in Red Deer Alberta. Enjoy! Marlies
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
In this webinar delivered for the IIC&M Bettina Pickering explains why coaches are in effect leaders, and leaders should adopt a coaching style.
She covers the
- key qualities that great coaches and leaders have in common
- 3 core coaching/leadership qualities with practical examples drawn from her research of interviewing/surveying 30 coaches globally
- self-leadership and a process to develop each quality further
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
Leading change is not as easy as it sounds. This slide pack gives an overview of a presentation I gave to a group of front line manager at a regional hospital in Red Deer Alberta. Enjoy! Marlies
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
In this webinar delivered for the IIC&M Bettina Pickering explains why coaches are in effect leaders, and leaders should adopt a coaching style.
She covers the
- key qualities that great coaches and leaders have in common
- 3 core coaching/leadership qualities with practical examples drawn from her research of interviewing/surveying 30 coaches globally
- self-leadership and a process to develop each quality further
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
Six leadership styles, complete with descriptions, behaviors, values, and quotes are illuminated. Each leadership style's strengths and applicability to healthcare are explored.
Leaders help themselves and others to do the right things. They set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to "win" as a team or an organization; and it is dynamic, exciting, and inspiring.
Yet, while leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way.
In this article, we'll focus on the process of leadership. In particular, we'll discuss the "transformational leadership" model, first proposed by James MacGregor Burns and then developed by Bernard Bass. This model highlights visionary thinking and bringing about change, instead of management processes that are designed to maintain and steadily improve current performance.
Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."
263778731218 Abortion Clinic /Pills In Harare ,sisternakatoto
263778731218 Abortion Clinic /Pills In Harare ,ABORTION WOMEN’S CLINIC +27730423979 IN women clinic we believe that every woman should be able to make choices in her pregnancy. Our job is to provide compassionate care, safety,affordable and confidential services. That’s why we have won the trust from all generations of women all over the world. we use non surgical method(Abortion pills) to terminate…Dr.LISA +27730423979women Clinic is committed to providing the highest quality of obstetrical and gynecological care to women of all ages. Our dedicated staff aim to treat each patient and her health concerns with compassion and respect.Our dedicated group ABORTION WOMEN’S CLINIC +27730423979 IN women clinic we believe that every woman should be able to make choices in her pregnancy. Our job is to provide compassionate care, safety,affordable and confidential services. That’s why we have won the trust from all generations of women all over the world. we use non surgical method(Abortion pills) to terminate…Dr.LISA +27730423979women Clinic is committed to providing the highest quality of obstetrical and gynecological care to women of all ages. Our dedicated staff aim to treat each patient and her health concerns with compassion and respect.Our dedicated group of receptionists, nurses, and physicians have worked together as a teamof receptionists, nurses, and physicians have worked together as a team wwww.lisywomensclinic.co.za/
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
3. Session objectives
What is leadership?
Identify the traits and skills of an effective leader
Key leadership theories
Identify the role, duties and responsibilities of a Team
Leader
Understanding situational leadership and common
mistakes of leaders
Practicing situational leadership
Developing progress plan for each team member
Leadership Skills
5. Understanding Leadership
• What is leadership?
• Why is leadership important – why do we need
leaders?
• Leaders – born or bred?
Leadership Skills
6. “Management is doing things right, leadership is
doing the right things”
(Warren Bennis and Peter Drucker)
Leadership is:
The ability to positively influence people and
systems to have a meaningful impact and achieve
results.
Leading People
Influencing People
Commanding People
Guiding People
Understanding Leadership
Leadership Skills
7.
8. leader manager
Working on the system Working in the system
Create opportunities React
Seek opportunities Control risks
Change organizational rules Enforce organizational rules
Provide a vision to believe in and
strategic alignment
Seek and then follow direction
Motivate people by satisfying
basic human needs
Control people by pushing them in
the right direction
Inspire achievement and energize
people
Coordinate effort
Coach followers, create self-
leaders and empower them
Provide instructions
Understanding difference between leader and
managerLeadership Skills
9. MANAGERS LEADERS
Administer Innovate
Maintain Develop
Control Inspire
Short term view Long term view
Ask how & when Ask what & why
Initiate Originate
Accept the status quo Challenge the status quo
Do things right Do right things.
Understanding difference between leader and
managerLeadership Skills
10. • The manager administers; the leader innovates.
• The manager maintains; the leader develops.
• The manager accepts reality; the leader investigates it.
• The manager focuses on systems and structures; the leader focuses
on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a long-range
perspective.
• The manager asks how and when; the leader asks what and why.
• The manager has his or her eye always on the bottom line; the leader
has his or her eye on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader challenges it.
• The manager is the classic good soldier; the leader is his or her own
person.
Understanding difference between leader and
managerLeadership Skills
11. Characteristics:
1. Leader must have followers
2. It is working relationship between leader and followers
3. Purpose is to achieve some common goal or goals
4. A leader influences his followers willingly not by force
5. Leadership is exercised in a given situation
6. Leadership is a power relationship
7. It is a continuous process
Understanding difference between leader and
managerLeadership Skills
12. Exercise In pairs
• Discuss examples you have come across of strong and weak
leadership
• You can use examples from employment, academic studies
or participation in sports clubs and societies (keep
anonymous)
Leadership Skills
13. Early Theories:
Great Man Theories
• Leaders are exceptional people, born with innate qualities, destined
to lead
• Term 'man' was intentional - concept was primarily male, military and
Western
Trait Theories
• Research on traits or qualities associated with leadership are
numerous
• Traits are hard to measure. For example, how do we measure honesty
or integrity?
Leadership Theory
Leadership Skills
15. Traits
• Adaptable to situations
• Alert to social environment
• Ambitious and achievement orientated
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (desire to influence others)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about group task
• Organised (administrative ability)
• Persuasive
• Socially skilled
Stogdill, 1974
Leadership Traits and Skills
Leaders will also use:
Integrity, Honesty, Compassion, Humility
Leadership Skills
16. Functional Theories
(John Adair, Action Centred Leadership, 1970)
Leader is concerned with the interaction of 3 areas:
• Task – goal setting, methods and process
• Team – effective interaction/communication,
clarify roles, team morale
• Individual – attention to behaviour, feelings,
coaching, CPD
Leadership Skills
Leadership Theory
17. Behaviourist Theories
(Blake and Mouton, Managerial grid, 1964)
• Leaders behaviour and actions, rather than their traits and skills e.g.
production orientated or people orientated
• Different leadership behaviours categorised as ‘leadership styles’
e.g. autocratic, persuasive, consultative, democratic
• Doesn’t provide guide to effective leadership in different situations
18. Competency Low competence Some competence High competence High competence
Motivation
Low commitment/
Unable and
unwilling or
insecure
Variable
commitment/
Unable but willing
or motivated
Variable
commitment/ Able
but unwilling or
insecure
High commitment/
Able and willing or
motivated
Leadership style DIRECTIVE
(Telling)
COACHING
(Selling)
SUPPORTIVE
(Participating)
DELEGATORY
(Observing)
Leadership Skills
Situational/contingency Leadership
(Hersey-Blanchard, 1970/80)
Leadership style changes according to the 'situation‘ and in
response to the individuals being managed – their
competency and motivation
Leadership Theory
19. Transformational Theory
(Bass and Avolio, 1994)
• Leaders inspire individuals, develop trust, and
encourage creativity and personal growth
• Individuals develop a sense of purpose to benefit
the group, organisation or society. This goes beyond
their own self-interests and an exchange of rewards
or recognition for effort or loyalty.
Leadership Skills
New Leadership Theory
21. Group Exercise
Examine and discuss the Team Leader
Job descriptions
• What are the key responsibilities of the team leader
role?
Leadership Skills
22. 1. Guide/coordinate team members – encourage teamwork and
motivate individuals
2. Provide structure for team – set mission and purpose, clarify roles
and responsibilities, allocate tasks and set objectives
3. Clarify working methods, practises and protocol
4. Focus on performance – anticipate challenges, monitor
performance, delegate and provide CPD support
Leadership Skills
Key Team Leader Responsibilities
24. • Accountability the state of being accountable, liable, or answerable
• Responsibility (for objects, tasks or people) can be delegated but
accountability can not – buck stops with you!
• A good leader accepts ultimate responsibility:
– will give credit to others when delegated responsibilities succeed
– will accept blame when delegated responsibilities fail
• Accountability can not operate fairly without the leader being given
full authority for the responsibilities concerned
• Authority is the power to influence or command thought, opinion
or behaviour
• Cross-functional team – less authority - more difficult to manage
Accountability, Responsibility, and Authority
Leadership Skills
25. Group Exercise
When have you experienced an issue as a leader that you
did not have the authority to resolve?
How did you know you did not have the authority?
Who did you refer to for help?
Use examples from your own current experience – work,
volunteer, club /society
Leadership Skills
26. Team Leader authority will vary from role to role dependent on the
scope of duties and organisational structure
A Team Leader may refer to line management or other
authorities for the following:
• HR (staff recruitment and training, performance and discipline,
racism or bullying)
• Policy and procedures (Health and Safety, changes to working
practises)
• Budget & resources (allocation and management)
• Organisational objectives (strategy, targets)
• Managing change (department restructure, office move)
• Line management (support and advice, own CPD)
Leadership Skills
Team Leader Authority
27. How to improve your leadership skills
• Reflect and identify the skills YOU need to lead effectively and
create your action plan to develop them
• Ask for feedback from work colleagues, line managers, tutors, your
‘followers’
• Practise! Take on responsibility (work, volunteering, clubs &
Societies) and reflect on your performance
SIFE
• Find a mentor – learn from positive leadership role-models
• Attend further leadership and management training
• Use the resources on Exeter Leaders Award ELE pages
Leadership Skills
28. Review your performance as a Leader
Leadership Skills
Individual Exercise:
1. Assess yourself as a Leader
• Conduct a SWOT analysis - Strengths, Weaknesses, Opportunities, Threats
(Use the Results of Leadership Questionnaire you have been
completed prior to attending the session)
2. Develop an Action Plan to improve as a leader
• list 2 actions you will undertake to address Weaknesses or capitalise on
Opportunities identified
• Apply SMART targets to your actions – Specific,
Measurable, Achievable, Realistic, Time-bound
29. Ongoing process of influencing …
• Behavior
• Performance
• Results
leadershipLeadership Skills
30. Basic Concept of Situational
Leadership
• There is no best way to influence people
• Effectively influence groups and individuals.
• They are interactive
• That leadership style in many cases is determined by the
follower
• Based upon a relationship between the individual’s
development level on a specific goal or task and the
leadership style that the leader provides
Leadership Skills
31. • we are measured not by what we are, but by the
perception of what we seem to be;
• Not by what we say, but how we are heard:
• Not by what we do, but how we appear to do it
PERCEPTION
Leadership Skills
32. Leadership Skills
ARENA BLIND SPOT
FACADE UNKNOWN
KNOWN TO SELF UNKNOWN TO SELF
FEEDBACK FROM OTHERS
UNKNOWN TO OTHERS
KNOWN TO OTHERS
SELFDISCLOSURE
THE JOHARI WINDOW
33. • DIAGNOSIS
• FLEXIBILITY
• PARTNERING PERFORMANCE
- Situational leadership is not something you do to people
but something you do with people
- Treat different team members differently
- Treat same team member differently as the situation
changes
- Identify and use opportunities to build skills and confidence
of your team member
SITUATIONAL LEADERSHIP SKILLS
Leadership Skills
35. Development Levels
Leadership Skills
Willingness is the extent to which an individual or group has
the confidence, commitment, and motivation to
accomplish the task.
Confidence: the demonstrated assurance in the ability
to perform the work
Commitment: the demonstrated duty to perform a
task
Motivation: the demonstrated desire to perform a
task
36. Development Levels
Leadership Skills
Ability is the knowledge, experience and skill an individual
(or group) brings to a particular task or activity.
Knowledge: the demonstrated understanding of a
specific task
Skill: the demonstrated proficiency in a task
Experience: the demonstrated ability gained from
performing a task
38. Development Levels
Leadership Skills
The Enthusiastic Beginner/ The Unconscious
Incompetent
•D1-
The Disillusioned Learner/ The Conscious Incompetent.•D2-
The Reluctant Contributor/ The Conscious Competent.•D3-
The Peak Performer / The Unconscious Competent.•D4-
39. Can’t Set Goals, Train themselves or Direct
themselves.
IN D1
Can’t direct themselves or keep motivation /
confidence up.
IN D2
Can’t run the business without permission.IN D3
Can’t run the business without consultation.IN D4
40. • Listens to the followers’ problems (job or not job related).
• Praises the followers.
• Asks for suggestions or input.
• Encourages the followers.
• Communicates info about the total organization’s
operations.
• Discloses info about himself.
• Facilitates followers’ problem solving.
41. • Sets goals and objectives.
• Plans & organizes work in advance.
• Communicates job priorities.
• Clarifies job profiles.
• Sets timelines.
• Determines methods of evaluation.
• Shows & tells followers how to do specific
tasks.
• Checks work
42. The Leadership Styles
High Directive &
High
Supportive Behavior
High Supportive &
Low
Directive Behavior
High Directive &
Low
Supportive Behavior
Low Supportive &
Low
Directive Behavior
S3 S2
S4 S1
HighLow
High
Directive Behavior
43. S3
S1S4
S2
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
Low Directive
Behavior
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPORTIVEBEHAVIOR
44. • Sets goals & defines roles.
• Develops action plan to solve problems.
• Controls decision making “What, How, When,
Where, With whom”.
• Provides specific directions (one way
communications).
• Initiates problem solving.
• Announces solutions & decisions.
• Supervises & evaluates
45. • Identifies problems.
• Sets goals.
• Develops action plan to solve the problem, then
consults the followers.
• Explains decision (two way communication).
• Supports & praises followers’ initiatives.
• Makes final decisions.
• Continues to direct followers’ work.
• Evaluates followers' work
46. • Involves followers in problem identification & goals
setting.
• Asks followers to define tasks.
• Provides assurance, support & resources.
• Shares responsibilities for problem solving &
decision making.
• Listens & facilitates followers’ problem solving.
• Works with followers to evaluate their work.
47. • The follower’s competence and commitment.
• The boss leadership style and expectations.
• Associates leadership styles in the organization.
• Job demands, like complexity, newness, and
importance of task.
• The amount of time available for task completion.
• The leader’s preferred or primary leadership style.