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.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership.
There are three key theories that enhance our understanding of leadership by explaining situational variables. They are Fiedler’s Model, Hersey and Blanchard’s Situational Leadership Theory, and the Path-Goal Theory of Leadership.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Managers versus Leaders
Contrast leaders and managers.
Explain why leadership is an important behavioral topic.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership theories.
Explain the dual nature of a leader’s behavior.
Contingency Theories of Leadership
Explain how Fiedler’s theory of leadership is a contingency model.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership.
There are three key theories that enhance our understanding of leadership by explaining situational variables. They are Fiedler’s Model, Hersey and Blanchard’s Situational Leadership Theory, and the Path-Goal Theory of Leadership.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Managers versus Leaders
Contrast leaders and managers.
Explain why leadership is an important behavioral topic.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership theories.
Explain the dual nature of a leader’s behavior.
Contingency Theories of Leadership
Explain how Fiedler’s theory of leadership is a contingency model.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
Teachable Point of View. Core Values and LeadershipMichael Rainwater
Core Values are a significant part of a Teachable Point of View (TPOV). This presentation discussed my TPOV with concentration on my core values and how these affect my leadership style
This power point is about contingency theory, one of some theories of leadership. Hope you guys find it useful. Email me if you have any question: dolphin.blue9x@gmail.com
I'd be delighted to receive your emails
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
Female Leadership presentation for Leadership in Comm course summarizes Research Paper findings. Fall 2007. Powerpoint by Heidi Paruta. (Tonya Stansel contributed half the information for slides, and put together paper handed in)
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
Teachable Point of View. Core Values and LeadershipMichael Rainwater
Core Values are a significant part of a Teachable Point of View (TPOV). This presentation discussed my TPOV with concentration on my core values and how these affect my leadership style
This power point is about contingency theory, one of some theories of leadership. Hope you guys find it useful. Email me if you have any question: dolphin.blue9x@gmail.com
I'd be delighted to receive your emails
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
Female Leadership presentation for Leadership in Comm course summarizes Research Paper findings. Fall 2007. Powerpoint by Heidi Paruta. (Tonya Stansel contributed half the information for slides, and put together paper handed in)
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
Comparative Study of Two Iconic Leaders: Contrasting cross-cultural leadershi...Rahul Sarkar
This is an extensive study of two famous, influential and iconic leaders in the world of business, Jack Welch and Ratan Tata. They served in the corporate world as effective and successful leaders for more than 20 years. We found differences in their leadership styles across different cultures. We also determined key common elements contributing to their success. We isolated two contrasting styles of leadership from Jack Welch’s simplicity and speed in decision making to Ratan Tata’s ‘heroic’ corporate expansion. We suggest a list of recommendations for MBA students aspiring to be authentic leaders of the future.
Thoughts on leadership
"Leadershipisafunctionofknowingyourself,havingavisionthatiswellcommunicated,buildingtrustamongcolleagues,andtakingeffectiveactiontorealizeyourownleadershippotential."
Prof. Warren Bennis
What is leadership?
What is leadership?
“Leadershipismobilizingtheactionsandeffortsofotherstoachievecommongoals.”
GO AND DO IT!
LET’S DO IT!
Leader
Manager
1.
The manager is an administrator.
2.
Managers react to change.
3.
the managers create strategies.
4.
Drives Team Members
5.
Managers try to be heroes.
6.
Managers take credit.
7.
A manager questions in how and when.
8.
Managers exercise power over people.
1.
The leader is an innovator.
2.
Leaders create change.
3.
Leaders give solutions
4.
Coaches Team Members.
5.
Leaders make heroes of everyone around them.
6.
Leaders take responsibility.
7.
A leader asks questions about what and why.
8.
Leaders develop power withpeople.
•
Autocratic leadership style
•
Paternalistic leadership style
•
Democratic leadership style
•
Laissez-faire leadership style
•
Transactional leadership style
•
Transformational leadership style
•
Situational Leadership style
Types of leadership style
•
AcommonbeliefofmanyAutocraticleadersisthatfollowersrequiredirectsupervisionatalltimesorelsetheywouldnotoperateeffectively.
•
Autocraticleadershipstyleworkswelliftheleaderiscompetentandknowledgeableenoughtodecideabouteachandeverything.
•
Autocraticisconsideredoneofthemosteffectiveleadershipstylesincasethereissomeemergencyandquickdecisionsneedtobetaken.
Autocratic leadership style
ThewayaPaternalisticleaderworksisbyactingasafatherfigurebytakingcareoftheirsubordinatesasaparentwould.
Inthisstyleofleadershiptheleadersuppliescompleteconcernforhisfollowersorworkers.
Inreturnhereceivesthecompletetrustandloyaltyofhispeople.Therelationshipbetweentheseco-workersandleaderareextremelysolid.
Theworkersareexpectedtostaywithacompanyforalongerperiodoftimebecauseoftheloyaltyandtrust.
Paternalistic leadership Style
Thedemocraticleadershipstyleconsistsoftheleadersharingthedecision-makingabilitieswithgroupmembersbypromotingtheinterestsofthegroupmembersandbypracticingsocialequality.
Thisstyleofleadershipencompassesdiscussion,debateandsharingofideasandencouragementofpeopletofeelgoodabouttheirinvolvement.
Insituationswhererolesareunclearortimeisoftheessence,democraticleadershipcanleadtocommunicationfailuresanduncompletedprojects.
Democraticleadershipworksbestinsituationswheregroupmembersareskilledandeagertosharetheirknowledge.
Democratic leadership style
Laissez-faireleadership,alsoknownasdelegateleadership,isatypeofleadershipstyleinwhichleadersarehands-offandallowgroupmemberstomakethedecisions.
Laissez-faireleadersallowfollowerstohavecompletefreedomtomakedecisionsconcerningthecompletionoftheirwork.
Itallowsfollowersahighdegreeofautonomyandself-rule,whileatthesametimeofferingguidanceandsupportwhenrequested.
Laissez-faire leadership style
Inthiskindofleadership,aclearchainofcommandisestablished.Theleadermotivateshissubordinatesbypresentingthem
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
Chapter 8:
Organization Leadership
Introduction
Great leaders exist in business, politics, the military, and even sports
Leadership can be used for good and for evil
Communication is a tool used to activate messages to followers
Leadership is a socially constructed phenomenon
Case Study: Charismatic Preacher
Reverend Jim Jones was a charismatic, influential preacher who led rapidly growing congregations throughout California
People were so inspired, that they donated their entire worldly possessions, traveled to South America, and built a community
Several years later, the Reverend leads a mass suicide of 909 people in his town of Jonestown, Guyana
Why would people be so committed to him that they would participate in a mass suicide?
What does this say about leadership?
Trait Approach to Leadership
If a person has certain traits, they will be a more effective leader
Big Five personality traits with leadership potential include:
Extraversion
Conscientiousness
Openness to experience
Ambition
Energy
The trait approach to leadership seems to be best able to predict leader emergence rather than leader effectiveness
There is a difference between possessing a trait and being perceived to possess a trait
4
Leadership Behaviors
The behavioral approach to leadership examines what leaders actually do and the behaviors leaders use to achieve their goals
It’s a matter of what you do (behavior theory), rather than who you are (trait theory) as a leader
Critical Thinking Questions – Traits and Behaviors
How does the perspective that leadership is something you do versus something you are change the responsibilities of a leader?
The University of Michigan and Ohio State Studies
Initiating Structure
Extent to which a leader defines and structures the roles of employees in the goal attainment effort
Production-oriented leaders have behavior similar to initiating structure
Consideration
Leader respects employees’ thoughts, ideas, and feelings, expresses appreciation and support, and develops an environment of mutual trust
Employee-oriented leaders also value consideration
Managerial Grid
Contingent Approaches to Leadership
Questions examined by contingency theorists include:
What are the situational factors that actually matter in leadership?
To what leadership styles do they best connect?
Least Preferred Co-Worker
Fiedler (1967) developed Least preferred co-worker (LPC) questionnaire
Rating “least” preferred coworker harshly = task-oriented leader
Rating “least” preferred coworker benevolently = relationship-oriented
Once individual leadership style is assessed, the situation is determined through three dimensions: 1) Leader-member relations 2) Task structure 3) Position power
Critical Thinking Questions – Least Preferred
Why does the way a person treats the least preferred co-worker likely say the most about their style of leadership?
Think about your experiences working in groups. How did you feel about the least-preferre ...
Similar to Myths & Truths About Leadership & Your Leadership Development (20)
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4. Made
Studies of
identical twins
suggest that
leadership is
about 2/3 “made”
and about 1/3
“born”
If not, then we are wasting our
time on leadership development.
5. …But, what about?
Taller candidates winning the
election?
Extroverts are more likely to be
chosen as leaders?
Males are more likely to be
chosen as leaders?
Charisma? Don’t some people
have a “gift” for leadership?
6. 2. True or False?
Leadership and Management
Are Fundamentally Different.
7. False
“Managers do things right,
leaders do the right things”
Managers have supervisory
responsibilities that demand Effective leadership is about
leadership and effective both managing and leading.
leaders need to manage.
8. 3. True or False?
Leaders Lead and Followers Follow
9. False
Exemplary
Both leaders The best followers share
AND followers leaders are in creating
together create also the best leadership– the
leadership followers co-production
of leadership
11. Women Women tend to have:
More
“transformational” Greater
More concern for
qualities participation in
ethical leadership
(esp. relationship- higher education
building skills)
12. 5: True or False?
Most Leadership Development
Programs Don’t Really Work.
13. False
A recent analysis of 100 years of
leadership development programs
shows that they work
Some approaches are better than
others, but improvement typically
occurs
The key is motivation to develop and
time invested
15. Developing Your Leadership
Step 1: Motivation to Lead and to Develop
– Many elements apply to both leaders and
exemplary followers
– Commitment: Realize that leadership
development is hard work
16. Step 2: A Model to Guide Your Leadership
Development: Transformational Leadership
What is Transformational Leadership?
Transformational leadership occurs when one or
more persons engage with others in such a way
that leaders and followers raise one another to
higher levels of motivation and morality.
-James MacGregor Burns
Two meanings:
Includes an element of ethics/morality
1. Transforming organizations / groups
2. Transforming followers (into leaders)
18. Components of Transformational
Leadership
1. Inspire
(Inspirational Motivation)
The best leaders are inspirational.
KEY: The Power of Positive Expectations &
the Pygmalion Effect
KEY: Inspire Commitment to the Shared
Mission
22. RECAP: Transformational
Leadership
Inspire
1. Inspire
2. Be a Positive Role
Role Model C&C Model
3. Connect &
Communicate Challenge
4. Challenge
Transformational
Leadership
23. Step 3: How to Develop Your
Personal Leadership
Self-Awareness is CRITICAL
– Self-Analysis: What do you want to develop?
• Get Feedback (either formal or informal)
• Build in Self-Reflection Time Throughout the Process
– Set Clear and Measurable Self-Development Goals
• Assess Goal Attainment; Celebrate “Small Wins”
– Choose Methods That Fit YOU!
• (e.g., Formal Courses; Mentoring/Coaching, etc.)
• Consider Finding a Learning Partner
24. KEY POINT:
Personal vs. Team
Leadership Development
• Developing yourself as a leader is different
from developing your team’s leadership
capacity
• Realize that leadership – at the team level –
involves the co-production of leadership
• Realize the strength of the transformational
leadership model (developing your personal
leadership and your followers/colleagues)
26. Good Leaders…
(as opposed to effective leaders)
• do the right things vs. simply getting
things done
• are “responsible leaders”
• limit “collateral damage”
• develop followers
• leave the team and the organization
better off than they found it
27. How to think about “good” or
“ethical” leadership?
Virtue ethics: 4 Cardinal Virtues:
Aristotle
PRUDENCE FORTITUDE
• Or WISDOM • Or COURAGE
TEMPERANCE JUSTICE
• Or MODERATION • Or FAIRNESS
28. Prudence
• Good Leaders Possess Wisdom:
– They consider different sides or viewpoints
– They solicit advice and counsel
– They deliberate and use good judgment
29. Fortitude
• Good Leaders (and Followers) are
Courageous
– They have passion
– They persevere and persist
– They have a strong sense of right and wrong
– They aren’t afraid to stand up for or to their
leaders
30. Temperance
• Good Leaders are Temperate and
Practice Moderation:
– They have emotional intelligence (they rein
in their emotions, and express appropriately
– They possess HUMILITY
– They know their deficiencies and limitations
(important for leader development)
31. Justice
• Good leaders are Fair and Just:
– They give credit when credit is due
– They don’t take credit for others’ ideas or
efforts
– They are unselfish
– They treat others well
32. Summary & Conclusions
• Leadership is complex, but critical to
effective organizations (and careers)
• Both leaders and followers need
leadership (co-production)
• Leadership CAN be developed
33. “Leadership is a journey…
Conclusion
…not a destination”
“Leadership is a journey…
…not a destination”
Your journey begins today
Your journey begins TODAY.