Leadership and management are two related but distinct concepts. Management focuses on planning, controlling, and organizing routine activities, while leadership involves inspiring others and coping with change. Effective leadership depends on the situation and leadership style. Transformational leaders inspire followers and facilitate organizational change, while transactional leaders focus more on exchanges between leaders and followers. Charismatic leadership skills can influence leadership effectiveness but must be balanced with other skills to avoid potential negative consequences.
This presentation made by Maddali Laxmi Swetha, MBA (HR)
Charismatic Leadership, Characteristics of Charismatic Leadership.
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A presentation given as part of the MSc in Management at Leeds University Business School.
Mick addresses some of the fundamentals of leadership, and 6 of today's most pressing Leadership challenges.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Essential competencies for effective leadershipSeta Wicaksana
The purpose of life is to live it, to taste experience to the utmost, to reach out eagerly and without fear for newer and richer experience.
Eleanor Roosevelt (1884 - 1962)
Leader is someone who has followers!
Leadership has been described as "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task".
Leadership regards behaviour, situational interaction, function, power, vision and values, charisma, and intelligence, among others.
This presentation made by Maddali Laxmi Swetha, MBA (HR)
Charismatic Leadership, Characteristics of Charismatic Leadership.
Maddali Swetha Blog –
http://maddaliswetha.blogspot.com/
Shorts Cuts Blog for PhD Students –
http://maddalilaxmiswethaguide.blogspot.com/
Maddali Swetha Job profile -
https://in.linkedin.com/in/maddali-swetha- a0a424a6
Maddali Swetha Teaching Classes -
https://www.youtube.com/channel/UCFePmygQP7vsTzeecSfrMvw
You can follow me-
https://twitter.com/maddali_swetha
https://www.instagram.com/swethamaddali/?hl=en
Feedback: maddali_swetha@yahoo.com
A presentation given as part of the MSc in Management at Leeds University Business School.
Mick addresses some of the fundamentals of leadership, and 6 of today's most pressing Leadership challenges.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Essential competencies for effective leadershipSeta Wicaksana
The purpose of life is to live it, to taste experience to the utmost, to reach out eagerly and without fear for newer and richer experience.
Eleanor Roosevelt (1884 - 1962)
Leader is someone who has followers!
Leadership has been described as "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task".
Leadership regards behaviour, situational interaction, function, power, vision and values, charisma, and intelligence, among others.
PersonalityLeadership LinkageThere is a link between an individ.docxmattjtoni51554
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
Running Head LEADERSHIP1LEADERSHIP 3Lea.docxjeanettehully
Running Head: LEADERSHIP 1
LEADERSHIP 3
Leadership
Student’s Name
Institution Affiliation
Leadership
Narcissistic leaders are individuals who are only concerned with their social standing, self-actualization, and position within the world. Moreover, narcissistic leaders are self-absorbed and implement actions to improve these aspects, even when it is at the expense of other individuals (Northouse, 2018). Narcissistic leadership may be toxic to the success of an organization since a leader makes decisions centered on their personal needs as opposed to the needs of a company. This destructing effect is more severe if a leader holds a senior position as the forms of the decision they make encompass an increased potential to damage the organization. Machiavellian is a phrase that is associated with a leader who is perceived to be dangerous. Bill Gates exhibited transformational leadership as he was passionate about his work and adhered to a strong vision which assisted in energizing the individuals he worked with at all levels (Meyer & Meijers, 2018). Steve Jobs portrayed an autocratic style of leadership as he had a thorough eye for detail and encircled himself with like-minded individuals to follow his lead. Paul Allen was a positive energizer; as such, he created liveliness and vitality as well as strengthened other individuals around him. The traits in these leaders are positive because they were all geared towards achieving success within their respective organizations. Apple and Microsoft are both successful and renowned organizations across the globe.
References
Meyer, R., & Meijers, R. (2018). Leadership agility : developing yourrepertoire of leadership styles. London ; New York : Routledge, Taylor & Francis Group.
Northouse, P. G. (2018). Introduction to leadership : concepts and practice. Los Angeles: SAGE.
When should a leader be directive or empowering?
How to develop your own situational theory of
leadership
Henry P. Sims Jr.a,*, Samer Faraj b, Seokhwa Yun c
a Robert H. Smith School of Business, University of Maryland, College Park, MD 20742, U.S.A.
b Desautels Faculty of Management, McGill University, Montreal, Quebec H3A 1G5, Canada
c College of Business Administration, Seoul National University, Shinlim Dong, Kwanak Ku, Seoul 151-916,
Republic of Korea
Business Horizons (2009) 52, 149—158
www.elsevier.com/locate/bushor
KEYWORDS
Leadership;
Situational;
Situational leadership;
Contingency theory;
Empowering
Abstract A situational theory of leadership attempts to match a particular leader-
ship style or type to specific external circumstances. The general idea is that one type
of leadership will be effective in one situation, but a different type of leadership will
be effective in another situation. Historically, situational theories of leadership have
been too abstract to apply to specific situations. Nevertheless, the concept of
situational leadership retains considerable intuitive appeal. ...
Running Head LEADERSHIP1LEADERSHIP 3Lea.docxwlynn1
Running Head: LEADERSHIP 1
LEADERSHIP 3
Leadership
Student’s Name
Institution Affiliation
Leadership
Narcissistic leaders are individuals who are only concerned with their social standing, self-actualization, and position within the world. Moreover, narcissistic leaders are self-absorbed and implement actions to improve these aspects, even when it is at the expense of other individuals (Northouse, 2018). Narcissistic leadership may be toxic to the success of an organization since a leader makes decisions centered on their personal needs as opposed to the needs of a company. This destructing effect is more severe if a leader holds a senior position as the forms of the decision they make encompass an increased potential to damage the organization. Machiavellian is a phrase that is associated with a leader who is perceived to be dangerous. Bill Gates exhibited transformational leadership as he was passionate about his work and adhered to a strong vision which assisted in energizing the individuals he worked with at all levels (Meyer & Meijers, 2018). Steve Jobs portrayed an autocratic style of leadership as he had a thorough eye for detail and encircled himself with like-minded individuals to follow his lead. Paul Allen was a positive energizer; as such, he created liveliness and vitality as well as strengthened other individuals around him. The traits in these leaders are positive because they were all geared towards achieving success within their respective organizations. Apple and Microsoft are both successful and renowned organizations across the globe.
References
Meyer, R., & Meijers, R. (2018). Leadership agility : developing yourrepertoire of leadership styles. London ; New York : Routledge, Taylor & Francis Group.
Northouse, P. G. (2018). Introduction to leadership : concepts and practice. Los Angeles: SAGE.
When should a leader be directive or empowering?
How to develop your own situational theory of
leadership
Henry P. Sims Jr.a,*, Samer Faraj b, Seokhwa Yun c
a Robert H. Smith School of Business, University of Maryland, College Park, MD 20742, U.S.A.
b Desautels Faculty of Management, McGill University, Montreal, Quebec H3A 1G5, Canada
c College of Business Administration, Seoul National University, Shinlim Dong, Kwanak Ku, Seoul 151-916,
Republic of Korea
Business Horizons (2009) 52, 149—158
www.elsevier.com/locate/bushor
KEYWORDS
Leadership;
Situational;
Situational leadership;
Contingency theory;
Empowering
Abstract A situational theory of leadership attempts to match a particular leader-
ship style or type to specific external circumstances. The general idea is that one type
of leadership will be effective in one situation, but a different type of leadership will
be effective in another situation. Historically, situational theories of leadership have
been too abstract to apply to specific situations. Nevertheless, the concept of
situational leadership retains considerable intuitive appeal. .
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...
Charisma
1. Leaders
Some researchers who have studied leadership in
organised settings tend to state that people endowed
with authority are leaders. Therefore, supervisors
and managers within organisations can be called
leaders. Many theories of leadership are concerned
with managerial influence and the terms “leadership”
and “management” are sometimes used
interchangeably. However, some scholars can see
differences between management and leadership.
2. Leadership and management
Kotter (1990, What do leaders really do? Harvard
Business Review, 68, 103-111.) felt that leadership
and management are two distinctive a
complementary systems, each having its own
function and its own characteristic activities, but both
are necessary for the management of complex
organisations. According to Kotter, management is
about planning, controlling, and putting appropriate
structures and systems in place, whereas leadership
has more to do with anticipating change, coping with
change, and adopting a visionary stance.
3. Leaders and managers
Zaleznik (1986, Managers and leaders: Are they
different? Harvard Business Review, May/June, 54) also
perceives a difference between management and
leadership. Managers are seen as fairly passive people-
centred operators intent on keeping the show on the road,
whereas leaders seem to be more solitary, proactive,
intuitive, emphatic, and are attracted to situations of high
risk where the rewards for success are great.
4. Leadership
In light of the above management and leadership could be
defined as:
Leadership is a force that creates a capacity among a group
of people to do something that is different or better. This
could be reflected in a more creative outcome, or a higher
level of performance. In essence leadership is an agency of
change and could entail inspiring others to do more than they
would otherwise have done, or were doing.
5. Management
By contrast, management is a force more preoccupied
with planning, co-ordinating, supervising, and
controlling routine activity, which of course can be done
in an inspired way. Managerial leadership could be
viewed as an integral part of the managerial role, and
its significance grows in importance as one moves up
the organisational hierarchy.
6. Leadership theories
The study of leadership is not new. As Bass writes:
“The study of leadership rivals in age the emergence
of civilization, which shaped its leaders as much as it
was shaped by them. From its infancy, the study of
history has been the study of leaders – what they did
and why they did it. (1990, Bass and Stogdill’s
Handbook of Leadership. 3rd
Ed. p.3)
7. The trait approach
Early research into leadership can be characterized as a
search for ‘the great man’. Personal characteristics of
leaders were emphasized and the implicit idea was that
leaders are born rather than made. All leaders were
supposed to have certain stable characteristics that made
them into leaders. The focus was on identifying and
measuring traits that distinguished leaders from non-leaders
or effective from ineffective leaders. There was the hope that
a profile of an ‘ideal’ leader could be derived from the above
that could serve as the basis for selection of future leaders.
8. Personal characteristics
Physical features
height, physique, appearance and age
Ability
intelligence, knowledge, and fluency of speech
Personality
dominance,
emotional control and expressiveness,
and introversion-extraversion
9. Leadership style
Disillusionment followed the lack of empirical evidence for the
existence of a ‘leadership trait profile’. This in turn led to a
new emphasis on studying leadership style meaning what
leaders actually do.
In this approach, effectiveness of leaders is dependent on the
exerted leadership style. Whereas the trait approach focused
on stable personal characteristics, which were usually thought
to be largely innate, the style approach implied that leadership
is a behavioural pattern, which can be learned.
12. Contingency approaches
The main proposition in contingency approaches is that
the effectiveness of a given leadership style is
contingent on the situation, implying that certain leader
behaviours will be effective in some situations but not in
others.
Fiedler’s model based on his ‘Least preferred co-worker’
(LPC) measure.
13. Transformational leadership
In transformational leadership the emphasis is on people of
vision, who are creative, innovative, and capable of getting
others to share their dreams while playing down self-
interest and who are able to co-operate with others in
reshaping the strategies and tactics of the organisation. To
these qualities could be added the pursuit of high
standards, taking calculated risks, challenging and
changing the existing company structure, with even the
potential for the display (when considered appropriate) of
directive tendencies.
14. Transactional leadership
Transactional and transformational leadership should not be
viewed as opposing approaches to getting things done.
Transformational leadership is built on top of transactional
leadership; it produces levels of effort and performance on the
part of subordinates that go beyond that associated with a
transactional approach and is something more than charisma.
The transformational leader will attempt to cultivate in
subordinates the ability and determination to challenge not
only established views but to question the leader’s opinions as
well.
15. Charisma
Beginnings: Greeks, religious context, Weber.
Charismatic skills influence leadership style and effectiveness.
Important for transformational leadership.
Hard to define and measure.
17. Charisma – Formalization II.
5 behavioural aspects (Conger & Kanungo, 1998):
• Vision and articulation;
• Sensitivity to the environment;
• Sensitivity to member needs;
• Personal risk taking;
• Performing unconventional behaviour.
18. Charisma – Formalization III.
Skills:
• vision;
• persuasive speaking;
• dominant body language;
• good listener;
• trustworthy and esteemed;
• good organizer and
commander.
Attitudes:
• strong sense of responsibility;
• strong self-confidence;
• strong ethical beliefs;
• ready to provide support;
• willingness for sacrifice;
• ready to challenge the rules
+ Experiences
19. Environmental conditions
Charismatic leader is effective in appropriate environment.
Such conditions:
• high risk;
• high unpredictability;
• rapid changes;
• little institutionalisation.
20. Early humans and charismatic
leaders
Appropriate conditions for effective charismatic leaders.
Good charismatic leader: advantage for the group and advantage
for the leader.
If there are innate charismatic skills they are likely to provide
evolutionary advantage.
21. The dark side of the charisma
Over expression of charismatic skills: stigma.
Lack of other leadership skills: possible catastrophe for the
followers.
22. Conclusions
1. Charismatic skills are important for effective leadership.
2. Other management and leadership skills are important too,
and their lack can be catastrophic for the leader and the
followers.
3. If there are innate charismatic skills they are likely to give
evolutionary advantage to their holders.
4. In the case of the existence of innate leadership skills,
management training should focus on cultivation of these
skills together with other skills in those who have them, and
compensation of the lack of such skills in those who do not
have them.