What is leader , leaders type , Leadership styles , Difference between leaders and managers , EFQM Leadership Criteria , characteristics of quality leaders
What is leader , leaders type , Leadership styles , Difference between leaders and managers , EFQM Leadership Criteria , characteristics of quality leaders
Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
Notes on Leadership In Organisation Behavior (Notes for BBA/B.com Students)Yamini Kahaliya
this is the notes on leadership in organisation behavior.
Leadership can be defined as the ability of the management to make sound decisions and inspire others to perform well. It is the process of directing the behavior of others towards achieving a common goal. In short, leadership is getting things done through others.
it covers following points :-
1.Definition
2.Importance of ledership
3.Leader V/s Manager
4.Leadership Styles
5.Theories of leadership
Transactional leadership emphasizes results, stay within the existing structure of an organization and measures success according to that organization’s system of rewards and penalties.
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Assumptions of Transactional Theory
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articles on transactional leadership theory
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Implications of Transactional Theory
Difference between Transactional and Transformational Leaders
Leadership Styles
Trait Theory
LMX Theory
Transformational Leadership
Continuum of Leadership Behaviour
Likert’s Management System
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Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
Notes on Leadership In Organisation Behavior (Notes for BBA/B.com Students)Yamini Kahaliya
this is the notes on leadership in organisation behavior.
Leadership can be defined as the ability of the management to make sound decisions and inspire others to perform well. It is the process of directing the behavior of others towards achieving a common goal. In short, leadership is getting things done through others.
it covers following points :-
1.Definition
2.Importance of ledership
3.Leader V/s Manager
4.Leadership Styles
5.Theories of leadership
Transactional leadership emphasizes results, stay within the existing structure of an organization and measures success according to that organization’s system of rewards and penalties.
transactional leaders famous examples
people who are transactional leaders
transactional vs transformational leadership
transactional leadership style examples
famous transactional leader
transactional vs transformational
weakness of transactional leadership
who is a transactional leader
Assumptions of Transactional Theory
people who are transactional leaders
transactional vs transformational leadership
examples of transactional leaders today
transactional leaders examples
history of transactional leadership theory
transactional leadership theory pdf
articles on transactional leadership theory
transactional leaders famous examples
Implications of Transactional Theory
Difference between Transactional and Transformational Leaders
Leadership Styles
Trait Theory
LMX Theory
Transformational Leadership
Continuum of Leadership Behaviour
Likert’s Management System
people who are transactional leaders
example of a transactional leader
famous transactional leaders
transactional leaders famous examples
people who were transactional leader
characteristics of a transactional leader
transactional vs transformational leadership
transactional leadership theory
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
Ongamo joe marshal - basic approaches to leadershipOngamoJoeMarshal
Ongamo Joe Marshal had worked with Asia TV under "chin sing film company ltd" as casting director and also recently he participated in arranging the kickboxing and k1 fights arranged by Asia TV in Hongkong.
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish things
} When we talk of education for everybody, it is
important to recognize that the world is
different for girls than it is for boys, and any
program or initiative must note this fact for
any best practices to be realized.
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish things
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2. Overview
• Define leadership
• Present the background & classic studies of leadership
• Discuss the traditional theories of leadership
• Identify modern frameworks for leadership
• Relate the style implications from the classic studies & modern
theories of leadership
• Identify and analyze the skills needed for effective leadership
3. Leadership
• The ability to influence a group toward the
achievement of goals
• “When you boil it down, contemporary
leadership seems to a matter of aligning people
toward common goals and empowering them to
take the actions needed to reach them.”
Sherman, 1995
• Sanctioned vs. non sanctioned leadership
4. Managers Vs Leaders
Manager Characteristics
• Administers
• A copy
• Maintains
• Focuses on systems and structures
• Relies on control
• Short range view
• Asks how and when
• Eye on bottom line
• Imitates
• Accepts the status quo
• Classic good soldiers
• Does things right
Leader Characteristics
• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust
• Long range perspective
• Asks what and why
• Eye on horizon
• Originates
• Challenges the status quo
• Own person
• Does the right thing
5. Trait Theories
• What characteristics or traits make a person a leader?
• Great Man Theory: Individuals are born either with or
without the necessary traits for leadership
• Trait theories of leadership sought personality, social,
physical or intellectual traits that differentiate leaders
from non leaders
• Trait view has little analytical or predictive value
• Technical, conceptual and human skills (Katz 1974)
6. Behavioral Theories
• Ohio state studies: initiating structure (task or goal
orientation) vs consideration (recognition of individual
needs and relationships)
• University of Michigan studies: Employee oriented
( genuine concern for people) vs production oriented
genuine concern for task)
7. The Managerial Grid
1,9
Country club management
Thoughtful attention needs of people
for satisfying relationships leads to
A comfortable, friendly organization
atmosphere and work tempo
9,9
Team management
Work accomplishment is from
committed people, interdependence
through a “common stake” in organization
purpose leads to relationship
of trust and respect
1,1
Impoverished Management
Exertion of minimum effort to get
required work done is appropriate
to sustain organization membership
5,5
Organization Man Management
Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level
9,1
Authority-Obedience
Efficiency in operations results
from arranging conditions of
work in such a way that human
elements interfere to a minimal degree
1
9
8
7
6
5
4
2
3 4 5 6 7 8 9
1
2
3
Low Concern for production High
High
Concern for people
Low
8. Fiedler Contingency Model
• Effective groups depend upon a proper match
between a leader's style of interacting with
subordinates and the degree to which the
situation gives control and influence to the
leader
• LPC measures task- or relationship-oriented
leadership style ( think of all the coworkers you
have ever had and describe one person you
least enjoyed working with)
9. Fiedler-Defining the situation
• After the individual's basic leadership style has
been assessed through the LPC, it is necessary
to match the leader with the situation
• Leader member relations -the degree of
confidence, trust, and respect subordinates have
on their leader
• Task structure -the degree to which task
assignments are procedurized
• Position power -influence derived from one's
formal structural position in the organization
10. Contingency Theories
Fiedler’s contingency Model
Relationship Oriented
Task Oriented
I II III IV V VI VII VIII
Good Good Good Good Poor Poor Poor Poor
High High Low Low High High Low Low
Strong weak strong weak strong weak strong weak
Category
Leader member relations
Task structures
Position power
Favorable Moderate Unfavorable
Performance
Good
poor
11. Hersey and Blanchard’s Situational Theory
Style of Leader
Delegating Participating
selling
Task behavior
telling
Relationship behavior
(Low) (High)
High Moderate Low
M4 M3 M2 M1
Immature
Mature
Maturity of follower( s)
(High)
High Task
and low
relationship
Low
Relationship
and
Low task
High
relationship
And
low task
High Task
And
High
relationship
12. Path Goal Theory
Environmental Contingency Factors
• Task Structure
• Formal authority system
• Work Group
Subordinate contingency factors
•Locus of control
•Experience
•Perceived ability
Outcomes
•Performance
•Satisfaction
Leader Behavior
•Directive
•Supportive
•Participative
•Achievement -oriented
13. Charismatic Leadership
Key Characteristics of Charismatic leaders
1. Self Confidence- They have complete confidence in their judgment and ability.
2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity
between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the
leader.
3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable
to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a
motivating force.
4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing
to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being
novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and
admiration in followers.
6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather
than as caretakers of the status quo.
7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental
constraints and resources needed to bring about change.
14. Transactional vs Transformational leaders
Characteristics of Transactional and transformational leaders
Transactional Leaders
• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good
performance, recognizes accomplishment
• Management by exception (active): Watches and searches for deviations from rules and
standards, takes corrective action.
• Management by exception (passive): Intervenes only if standards are not met
• Laissez faire: Abdicates responsibilities, avoids making decisions
Transformational Leaders
• Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
• Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses
important purposes in simple ways.
• Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.
• Individualized consideration: Gives personal attention, treats each employee individually,
coaches, advises.
15. The Activities of Successful & Effective leaders
Type of Activity Description categories
Derived from free Observation
Interacting with outsiders
Traditional Management
Networking
Human Resource Management
Exchange Information
Handling paperwork
Planning
Decision Making
Controlling
Routine Communication
Socializing /Politicking
Motivating/Reinforcing
Disciplining/Punishing
Managing conflict
staffing
Training/Developing
16. Relative Distribution of Manager’s Activities
Traditional Management
(32%)
Routine Communication
(29%)
Human resources
(20%)
Networking
(19%)
17. What skills do leaders need?
• Personal Skills
2.Managing
•Coping with stressors
•Managing time
•Delegating
1.Developing
Self-awareness
3. Solving
Problems
creatively
stress
•Determining values
and priorities
•Identifying cognitive style
•Assessing attitude toward change
•Using the rational approach
•Using the creative approach
•Fostering innovation in others
18. •Interpersonal Skills
4. Communication
supportively
5. Gaining power
and influences
7. Management
conflict
•Gaining power
•Exercise influence
•Empowering others
6. Motivating others
•Coaching
•Counseling
•Listening
•Identifying causes
•Selecting appropriate strategies
•Resolving confrontations
•Diagnosing poor performance
•Creating a motivating environment
•Rewarding accomplishment
19. The right stuff
Covey
• Empower your inner child-children are genuine, speak their mind-so
do successful leaders
• Be slightly weird-effective leaders have their own approach to do
things
• Embrace compensation-everyone likes money, but successful
leaders can talk about it
• Focus carefully –successful leaders are able to handle more than 2-
3 things at a time because they are able to filter out extraneous
information and focus on critical issues
• Speak openly- successful leaders say what they think
• Don't get even-get mad-good leaders let off steam and get on to the
next issue
• Keep up on the latest developments- successful leaders know the
latest jargon and trnds