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Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
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Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
Leadership, its styles_&_leadership_theories...RajThakuri
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Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership PowerPoint Presentation Slides. It's iridescence increases interest
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There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
Leadership, its styles_&_leadership_theories...RajThakuri
This topic come under the syllabus of MBM first semester organisational behaviour...
Under this this topic is the detailed explanation of leadership , it's styles & theories.
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Leadership Strategies And Practices PowerPoint Presentation SlidesSlideTeam
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Leadership Strategies And Practices Powerpoint Presentation SlidesSlideTeam
Develop and retain leaders who can guide your organization through times of change. Get your hands on content ready leadership strategies and practices PowerPoint presentation slides to develop necessary skills in your potential leaders. Our pre-designed professionally created governance plans and policies PPT templates will leave great impact on the audience while presenting organization’s long-term goals. To achieve more, our leadership plans and policies presentation layout contains templates slides like leadership vs management, formal & informal leadership, autocratic leadership, democratic leadership, laissez-faire leadership, likert’s style of leadership, transactional and transformational leadership, managerial grid, fiedler’s model, path-goal theory, decision model, participation leadership and many more. Apart from this, with our leadership management PPT slides, you can also highlight various other concepts like strategic management, trait leadership, leadership skills & training, qualities of leadership, effective leadership planning and many more. So, don’t wait for it! Quickly click to download our leadership strategies and practices presentation graphics slides. Explain the importance of each ingredient with our Leadership Strategies And Practices Powerpoint Presentation Slides. Elaborate on integral elements. https://bit.ly/3wnKelT
leadership concept types feature, Features of LeadershipSyed Imran Hosen
What is Leadership
Features of Leadership
leadership Types
Leadership Styles
The Autocratic or Authoritarian Leader
The Laissez-faire or Delegative Leader
The Charismatic Leader
The Servant Leader
The leader
Democratic leadership should not be used when …
Learn about, leadership essentials, personal leadership mastery, leadership effectiveness, situational leadership, the art of influence and goal setting
This presentation is the easiest way to learn and explain leadership,with the help of these slides you may also covers all necessary aspects of leadership like leadership qualities, types etc.I wish it is useful for all.
This presentation is about leadership.These slides are an easiest way to learn and present the Leadership process , qualities and types. I wish this may help you all to increase your skills
CHAPTER SIX
LEADING/ DIRECTING FUNCTION
Learning Objectives:
To understand the meaning and nature of direction.
Present leadership theories and styles.
Present motivation theories.
Discuss the meaning and importance of communication.
Understand the types and forms of communication.
Understand the meaning, importance and techniques of coordination
5.1. INTRODUCTION
People are the most important resource in an organization. To achieve organizational objectives HR should be directed towards the accomplishment of goals. Hence, the successful achievement of organizational objectives is greatly the manifestation of the managers’ ability to lead employees.
5.2. MEANING AND NATURE OF DIRECTION
Direction is a vital managerial function, performed by every manager. Whenever decision is taken, it must be converted into action by proper implementation. Otherwise, it is of no use. Effective implementation of a decision is made possible by directions. Planning, organizing and staffing are concerned only with the preparation for work performance and it is the direction which stimulates the organization and its staff to execute the plans. Hence, it is also called ‘management-in-action’. Every manager gives direction to his subordinates as superior and receives directions as subordinate from his superior.
Different authors define leading in different ways, but the general ideas of each definition give the same messages. Therefore, directing is simply defined as;
The process of influencing people so that they will contribute to the organization & group goals or actuating organizational members to work efficiently & effectively for the attainment of organizational goals /objectives. Influencing means motivating people to contribute their maximum efforts for the achievement of organizational goals; but it does not to mean coercing/ forcing, imposing sanctions or pushing people at the behind.
A function of management which is related with instructing, guiding and inspiring human factor in the organization to achieve organizational mission and objectives.
According to Koontz and O’Donnel, “Direction is a complex function that includes all those activities which are designed to encourage subordinates to work effectively and efficiently in both the short and long term”.
Directing is the process of integrating the people with the organization, so as to obtain their willingness and enthusiastic co-operation for the achievement of its goals. It requires the integration of organizational & individual goals. It is the heart of managerial functions because it involves initiating actions.
5.3. ELEMENTS OF DIRECTING
Employees as individual or group members, contribute their efforts & abilities to achieve organizational goals which can result in advancement towards their own individual or group goals. Managers to direct individuals require three basic elements. They are
1. Leadership
2. Motivation &
3. Communication
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This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
2. 2
AGENDA
01
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04
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4. Definition of Leadership
4
Leadership is the
process of influencing
people and providing an
environment for them to
achieve team or
organizational objectives.
What is
Leadership
10. Difference Between Managers & Leaders
10
vs
• Administer
• Maintain
• Control
• Short term view
• Ask How & when
• Initiate
• Accept the status quo
• Do things right
Managers
• Innovate
• Develop
• Inspire
• Long term view
• Ask what & why
• Originate
• Challenge the status quo
• Do right things
Leaders
11. Leadership vs Management
11
Role
Focus
Approach
Methodology
Style / tone
Outcome
Visionary/ strategic thinker
Define purpose/ set direction
Create a mission statement
Evaluate strengths, needs and marketplace
Inspire people/foster commitment
Reach long range goals and objectives
Leadership
Enterprise builder/ productivity expert
Nurture organizational structure/establish
systems and processes
Deliver on the mission statement
Organize teams, plan budgets, set timelines
and maintain quality
Develop talent/ solve problems
Manage projects effectively and efficiently
Management
12. Qualities of a Good Leader
12
• Shared Vision
• Lead Change
• Set Example
• Inspire People
• Empower People
• Honest
• Competent
• Forward Looking
13. Formal and Informal Leadership
13
Informal leadership
• Arises when a person without formal authority is influential in directing the behaviors of others. Although
not formally appointed or elected he becomes a leader through his actions or personal attractions.
Formal leadership
• Occurs when a manager leads by exercising formal authority.
• The exercise of formal authority through assigning duties derives, from the managers official position within
the organization’s hierarchy of authority.
• Any employee who is assigned a managerial position has the opportunity and responsibility to exercise
formal leadership.
16. Leadership Styles Based On Authority
16
Styles of leadership
Autocratic
Do This!
Laissez Faire
Do this or that as you
see fit
Democratic
What do you think
we should do?
17. 17
Autocratic
Leadership
• Under the autocratic leadership style, all decision-making
powers are centralized in the leader, as with dictator
leaders.
• They do not entertain any suggestions or initiatives from
subordinates. The autocratic management has been successful as it
provides strong motivation to the managers.
• It permits quick decision-making, as only one person decides
for the whole group and keeps each decision to himself until he feels
it is needed to be shared with the rest of the group.
• High degree of dependency on the leader.
18. Autocratic Leadership Advantages & Disadvantages
18
• Subordinates are not informed about why they
are asked to do a particular work
• Subordinates are forced to follow the
directions.
• Depends entirely upon the efficiency of the
leader.
• Creative ideas are not utilized.
• Organizational continuity is threatened
Disadvantages of Autocratic Style of
Leadership
• Provides for quick decision-making
• Subordinates like to work under centralized
authority
• Confidential matters can be kept secretly.
• Less competent subordinates are required.
Advantages of Autocratic Style of
leadership
20. Democratic Leadership Advantages & Disadvantages
20
• It fits almost every business.
• It often has solutions for
complex problems.
• It promotes a creative
environment.
• It builds strong teams.
List of Advantages of
Democratic Leadership Style
VS
• It tends to become
apologetic.
• It is time-consuming.
• It takes long to process
decisions.
• It can seem to be uncertain.
List of Disadvantages of
Democratic Leadership Style
21. Laissez Faire
Leadership
A free rein leader does not lead, but leaves the group
entirely to itself such a leader allows maximum
freedom to subordinates, i.e. they are given a free
hand in deciding their own policies and methods.
21
22. Laissez-faire Leadership Advantages & Disadvantages
22
• When team members have the
skills to succeed.
• When group members are experts.
• When independence is valued.
Benefits of Laissez-
Faire Leadership
• Lack of role awareness.
• Poor involvement with the group.
• Low accountability.
• Passivity and avoidance.
Downsides of Laissez-
Faire Leadership
23. Based on Task vs People Emphasis
23
Low High
Low
High
Low-task and low relationship
[ Free Rein Style ]
High relationship and low-task
[ Supporting Style ]
High task and high relationship
[ Participative Style ]
High task and low relationship
[ Autocratic Style ]
Peopleemphasis
Task emphasis
24. Based on Assumptions About People
24
They are participative ,
trust subordinate and
allow them to participate
in decision-making.
Theory Y
They distrust people and
believe in close
supervision and tight
control over the
subordinates.
Theory X
Mc Gregor’s
Theory
26. 26
Entrepreneurial
Leadership
• A charismatic personality that inspires others to
do business with him.
• A much stronger interest in dealing with
customers than employees.
• A strong dislike for bureaucratic rules and
regulations.
• Anxiety to consolidate business gains as
quickly as possible.
27. Where leaders & followers are in some type
of exchange relationship in order to get
needs met
Transactional
Leadership
29. Transactional vs Transformational Leadership
29
Character, competence
Commitment
Long term
Pride, self-esteem, etc.
Less important
Leader’s source of power
Follower reaction
Time Frame
Rewards
Supervision
Pay, promotion, etc.
Important
Rank, position
Compliance
Short term
Transactional TransformationalCategories
32. Trait Theory of Leadership
32
Personality Traits
• Supervising ability
• Intelligence
• Initiative
Abilities
• Self-assurance
• Decisiveness
• Masculinity/ femininity
• Maturity
• Working class affinity
Personal Traits
• Need for occupational
achievement
• Self-actualization
• Power over others
• High financial rewards
• Job security
Motivators
33. What Makes a Leader
33
A Born
Leader
Development Maturity and
Charisma
Analytical
Ability
Contextualize
Decisions
Honesty and
Integrity
Self
Confidence
A Drive to
Achieve
A Desire to
Lead
34. Traits and Skills (Leaders vs Non-Leaders)
34
Traits
• Adaptable to situations
• Alert to social environment
• Ambitious, achievement oriented
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (power motivation)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerate of stress
• Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about the work
• Organized (administrative ability) Persuasive
• Socially skilled
35. Behavioral Theory of Leadership
35
Trait Theory
Leader are
born, not
made.
Behavioral Theory
Leadership
behaviors can be
taught.
VS
36. Managerial Grid
36
Middle of the Road
Management
Team ManagementCountry Club Management
Task ManagementImpoverished Management(1.1)
(1.9)
(9.1)
(9.9)
1
2
3
4
5
6
7
8
9
987654321
Concern for Production
ConcernforPeople
(5.5)
37. 37
Consideration
The extent to which a leader is likely to
have job relationships characterized by
mutual trust, respect for subordinates’
ideas, and regard for their feelings.
Initiating Structure
The extent to which a
leader is likely to define
and structure his or her
role and those of
subordinates in the
search for goal
attainment.
Behavioral Theory
Studies-Ohio State
Studies
38. University of Michigan Studies
38
Employee-oriented
Emphasizing interpersonal
relations, taking a personal
interest in the needs of
employees and accepting
individual differences among
members.
Production-oriented
Leader
One who emphasizes
technical or task aspects of
the job.
39. 39
Fiedler Model
Hersey and Blanchard's
Situational Theory
Leader Member
Exchange Theory
Leader
Participation Model
Path Goal Theory
ContingencyTheories
&SituationalTheories
ofLeadership
Contingency
Theories
03
02
01
04
05
40. 40
• Behaviour of leader depends upon
characteristic of situation leader is in.
• Implies under what conditions will
employee oriented leadership will be
effective and under what type of
conditions production oriented
leadership be more effective.
Contingency
Theory
41. 41
• The theory that effective groups depends upon a
proper match between a leader’s style of
interesting with subordinates and the degree to
which the situation gives control and influence to
the leader.
• There are basically three steps in the model.
a. Identifying leadership style
b. Defining the situation
c. Matching leaders and situations
Fiedler's
Model
42. Favorable Moderate Unfavorable
Performance
Good
Poor
Task oriented Relationship oriented
Fiedler's Contingency Model
42
Category 1 2 3 4 5 6 7 8
Leader member
relations
Good Good Poor Poor Good Good Poor Poor
Task structure High High Low Low High High Low Low
Position power Strong Weak Strong Weak Strong Weak Strong Weak
43. Least Preferred Co-worker (LPC) Scale
43
Least Preferred Co-worker (LPC) Scale
Scale
Pleasant 8 7 6 5 4 3 2 1 Unpleasant
Friendly 8 7 6 5 4 3 2 1 Unfriendly
Rejecting 8 7 6 5 4 3 2 1 Accepting
Tense 8 7 6 5 4 3 2 1 Relaxed
Cold 8 7 6 5 4 3 2 1 Warm
Supportive 8 7 6 5 4 3 2 1 Hostile
Boring 8 7 6 5 4 3 2 1 Interesting
Quarrelsome 8 7 6 5 4 3 2 1 Harmonious
Scoring
Your final score is the total of the numbers you circled on the 18 scales
57 or less = low LPC (Task motivated)
58-63 = Middle LPC (socio-independent leaders, task or with how others view them)
64 or above = High LPC (motivated by relationship)
44. 44
Leader-
member
relations
Good Poor
Task Structure High Structure Low Structure High Structure Low Structure
Position power
Strong
power
Weak
power
Strong
power
Weak
power
Strong
power
Weak
power
Strong
power
Weak
power
Preferred leadership
Style
1 2 3 4 5 6 7 8
Low LPCs
Middle LPCs
High LPCs
Low
LPCs
Contingency Model
45. 45
The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary
direction and/or support to ensure that their goals are compatible with the overall objectives of the groups or
organization.
Path Goal Theory
Goals
46. Path Goal Theory
46
Environment
Contingency factors
• Task Structure
• Formal authority
system
• Work group
Subordinate
contingency factors
• Locus of control
• Experience
• Perceived ability
Outcome
• Performance
• Satisfaction
Leader behavior
• Directive
• Participative
• Achievement oriented
• Supportive
48. How Path Goal Theory Works
48
Subordinate
behavior
Task
characteristics
Leadership
behavior
Autonomous
Need for control
need for clarity
High expectations
Need to excel
Unsatisfied
Need affiliation
need human touch
Dogmatic
Authoritarian
Ambiguous
Unclear
Unstructured complex
Ambiguous
Unclear rules
Complex
Ambiguous
Challenging
Complex
Repetitive
Unchallenging
Mundane & mechanical
Directive Leadership
Provides guidance and psychological
structure
Supportive Leadership
Provides nurturance
Participative
Provides involvement
Achievement oriented
Provides challenges
49. Hersey & Blanchard's Situational Leadership (SLT)
49
Directive behavior
Supportivebehavior
S1Directing
S2CoachingS3 Supporting
S4 Delegating
Share ideas and
facilitate in decision
making
Explain decisions and
provide opportunity for
clarification
Provide specific
instructions and closely
supervise performance
Turn over responsibility
for decisions and
implantation
50. Four Leadership Styles (Hersey & Blanchard)
50
The leader define the roles needed to do the job and tells followers what,
where, how, and when to do the tasks.
The leader provides followers with supportive instructions, but is also
supportive.
The leader and followers share in decisions about how best to complete
a high-quality job
The leader provides little specific, close direction or personal support to
followers.
Telling
Selling
Participating
Delegating
51. Leader-Member Exchange Theory
51
Subordinate D Subordinate E Subordinate F
Subordinate A
Subordinate B
Subordinate C
Leader
Trust
Highinteractions
Formal Relations
Ingroup
Outgroup
Personal Compatibility,
Subordinate and/or
Extroverted Personality
53. Normative Decision Model (Vroom & Yetton)
53
Autocratic
I (AI)
Autocratic
II (AII)
Leader obtains
additional
information from
group members,
then makes
decision alone.
Group members
may or may not be
informed.
Consultative
I (CI)
Leader shares
problem with group
members individually,
and asks for
information and
evaluation. Group
members do not meet
collectively, and
leader makes
decision alone.
Consultative
II (CII)
Leader shares
problem with
group members
collectively, but
makes decision
alone
Group
II (GII)
Leader meets with
group to discuss
situation. Leader
focuses and directs
discussion, but does
not impose will.
Group makes final
decision.
Leader solves the
problem along using
information that is
readily available to
him/her
55. Participative Leadership Process
55
Facilitate the
conversation.
Openly share
information and
knowledge.
Encourage
people to share
their ideas.
Synthesize all the
available
information.
Take the best
possible decision.
Communicate
their decision
back to the group.
How Participative Leaders Operate
56. Four Types of Participative Decision Making
56
Autocratic participative decision-making implies that while possible
solutions are brainstormed collectively, the responsibility of taking the final
decision is still on the leader alone.
Democratic or participative leadership encourages participation of all
members, but the final decision is taken by the leader.
Consensus decision-making is a leadership style where the leader gives
up control and responsibility of decision-making, leaving it entirely to the
group.
Collective decision-making is a form of leadership style where all decision
are taken by the group, and the responsibility for these decisions are also
entirely on the group.
Participative
decision-
making styles
Democratic
Consensus
Collective
Autocratic
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Vision & Mission
60. 60
ABOUT US
Professional
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Talented
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62. Positive Factors
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Comparison
62
65. 65
2013
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Timeline
66. Post it
66
01
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67. NEWSPAPER
xxxxxxx xxxxx xxxxx
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Born to Leadership
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Newspaper
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68
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01 02
03
04
69. Target Achievement
69
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Achievement 2
70. 70
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Venn
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72
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Silhouettes
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01
02
03
04
05
06
07
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77. Pie Chart
77
40% 75%
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60% 55%
43% 30%
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