Situational Leadership
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There are four types of leaders according to situational leadership: telling, selling, participating, and delegating. The telling leader clearly directs inexperienced group members, while the selling leader persuades somewhat experienced members. Participating leaders make decisions together with capable but uncertain members. Delegating leaders give full responsibility to experienced, motivated members. Effective leaders listen, give direction, solve problems, set examples, and encourage exchange of ideas. To be a good leader, one must develop traits through values and experience within a like-minded organization.
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This document discusses various aspects of leadership including definitions, qualities, styles, and differences between leadership and management. It defines leadership as a process of guiding and influencing people towards goals. Key leadership qualities include emotional intelligence, relationship building, problem solving, decision making, coaching, and setting an example. There are different leadership styles such as autocratic, democratic, laissez-faire, and transformational. Formal leaders hold official positions while informal leaders gain respect and influence. Power and leadership can overlap but power is derived from position while true leadership comes from personal attributes that inspire voluntary followership.
Are Leader Born or Made?
The document discusses whether leaders are born or made. It argues that leaders are somewhat born with certain innate qualities like intelligence, but that they are always made through learning and developing skills on the job. Key leadership traits that seem present from a young age include the ability to help others achieve results, willingness to make decisions, and being driven to achieve objectives. However, no one is born with all the skills to be an effective leader. Leadership skills are largely learned through experience, feedback, training opportunities, role models, and putting skills into practice on the job. Effective leadership development involves continuous learning, skill building, and seeking out experiences to develop knowledge and visibility.
Organizational Leadership
The document discusses different perspectives on leadership, including whether leaders are born or made, and different leadership styles. It describes autocratic, participative, and free-rein leadership styles. Autocratic leaders give direct orders and make decisions without input, while participative leaders invite participation in decision-making. Free-rein leaders provide guidelines but give subordinates freedom in their work. The document also discusses the importance of flexibility and adaptability for leaders to be effective in changing times.
Transformative leadership
This document discusses transformative leadership and its key characteristics. Transformative leadership aims to positively change followers and organizations by inspiring a shared vision, building trust, and encouraging the heart. Transformative leaders are characterized as honest, forward-looking, competent, and inspiring. They transform others by focusing on higher order needs and consistently demonstrating qualities like inspiring a shared vision, challenging processes, enabling others, modeling best practices, and encouraging the heart. Transformative leadership can significantly impact organizations and employees.
The Five Levels Of Leadership Essay
The document discusses the five levels of leadership. Level one is leadership from position, where people follow due to one's job title and authority. Level two is leadership by permission, where people follow due to respect and trust. Level three is leadership by production, where people follow due to what one has done for the organization. Level four is leadership by people development, where people follow due to what one has done for them personally and professionally. Level five is leadership by personhood, where people follow due to who one is and what one represents.
organizationalleadership-141024120423-conversion-gate01 (1).pptx
The document discusses different types of leadership styles and behaviors. It describes autocratic, participative, and free-rein (laissez-faire) leadership styles. Autocratic leaders give direct instructions and make decisions without input from others. Participative leaders involve subordinates in decision-making. Free-rein leaders give subordinates freedom and exercise little direction/supervision. The document also discusses functions of leaders, such as setting goals, making decisions, and acting as a catalyst for change. Leaders must adapt to changing times, bring people together, and make sound decisions. Leadership style impacts employee cooperation, morale and productivity.
Organizational-Leadership-Report..pptx
Organizational leadership involves leading a group towards fulfilling a mission or goal. Leaders play functional roles like choosing goals, supervising performance, making decisions, and completing plans. They must also know their team, keep them informed, set a good example, make timely decisions, develop responsibility in subordinates, and take responsibility for results. Different leadership styles include autocratic, participative, free-rein, and others. Effective leadership requires influencing teams to be their best rather than relying solely on power.
Leadershipoutlineforpresentation 12586900018235-phpapp02
This document discusses various leadership styles including servant leadership, situational leadership, transformational leadership, transactional leadership, charismatic leadership, quiet leadership, and participative leadership. It provides descriptions of each style, key aspects that define them, and examples. Presenters are listed who will discuss different styles including servant leadership, situational leadership, charismatic leadership, transformational leadership, transactional leadership, quiet leadership, and participative leadership.
Leadership
“To add value to others, one must first value others.” - John Maxwell
This presentation is based on Leadership training
for new businessman, entrepreneur and other management student ...
Please click like if u find out helpful and do share with others
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Rahul Kunwar
rajcite@gmail.com
08051139888
Corporate Trainer & Motivational Speaker
Mumbai, Maharashtra
leadership ppt final.pdf
This document discusses leadership and provides definitions and frameworks for understanding it. It explains that leadership involves influencing others towards achieving goals and differs from management. Key points made include:
- Leadership effectiveness depends on leader traits/behaviors, follower characteristics, and the situation.
- Important leadership roles include figurehead, spokesperson, coach and motivator. Both satisfying and frustrating aspects of leadership are outlined.
- Followership is important - effective followers are self-managing, committed, competent, and courageous.
- Collaboration between leaders and followers is emphasized, with leaders soliciting input from followers.
Myths & Truths About Leadership & Your Leadership Development
1. Leadership can be developed through training and experience, rather than being an innate trait. While some natural abilities exist, studies show leadership is about 2/3 developed through experience.
2. Both leadership and management are important, and effective leaders need to balance managing tasks with inspiring others. Transformational leadership inspires followers and helps them develop their own leadership skills.
3. Developing strong leadership requires self-awareness, setting goals, and using methods like coaching that fit individual needs. It is a journey that improves both personal skills and an organization's leadership capacity over time.
Chapter 1 Definition and Importance of Leadership V2003.ppt
This chapter discusses leadership, defining it as influencing others towards goals. An effective leader achieves goals, maintains stability, and enables adaptation. Leaders are needed to organize groups, accomplish tasks, provide meaning, and act as ideals. Obstacles to leadership include uncertainty, rigidity, simplistic ideas, and cultural norms. Leadership differs from management in its future focus, change creation, values, and personal influence. Leaders plan vision and culture while managers maintain operations. Leadership impact debates whether external factors or the leader primarily shapes outcomes.
Leadership
This presentation of Leadership discussed the nature of Leadership and Management, Theories and Power.
Leadership
This document discusses leadership and provides information on:
- The objectives of the session on leadership.
- Definitions of leadership focusing on influencing others towards common goals.
- Theories of leadership including trait, behavioral, contingency, transformational, and transactional theories.
- Qualities of good leadership such as intelligence, emotional stability, motivation, and integrity.
- Functions of leadership including inspiration, cooperation, confidence, and motivation.
- Types of leadership styles such as autocratic, democratic, laissez-faire, paternalistic, bureaucratic, and coercive.
Library Leadership
presented at the Seminar on “Leadership: The Key to Higher Readership", sponsored by C&E Publishing, held at the C&E Information and Resource Center, Quezon Boulevard, Quezon City, 13 May 2009
Similar to Situational Leadership (20)
organizationalleadership-141024120423-conversion-gate01 (1).pptx
organizationalleadership-141024120423-conversion-gate01 (1).pptx
Leadershipoutlineforpresentation 12586900018235-phpapp02
Leadershipoutlineforpresentation 12586900018235-phpapp02
Myths & Truths About Leadership & Your Leadership Development
Myths & Truths About Leadership & Your Leadership Development
Chapter 1 Definition and Importance of Leadership V2003.ppt
Chapter 1 Definition and Importance of Leadership V2003.ppt
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Situational Leadership
- 1. situationalLeadership Shannon Holbrook BTS 250 administrative office management
- 2. Managing vs. leading Managing: the act of directing people to accomplish organizational goals. Leading: the act of inspiring and motivating people to achieve organizational goals.
- 7. This is appropriate where members are new, inexperienced, or lacking in confidence.
- 9. The group is a little more experienced, but direction and guidance by the leader is still needed.
- 11. The group has the ability to do the job, but might lack confidence to carry it out.
- 13. The members have the desire and are experienced and capable of doing the job.
- 16. set and meet deadlines
- 18. help members identify and solve problems
- 19. set an example of desired behavior
- 21. encourage members to exchange ideas
- 22. handle conflict
- 25. We must develop leadership traits.
- 26. We must have values.
- 27. We must look for organizations that have values aligned with ours.