This document discusses various theories of leadership including:
1. Trait theories which examine personality traits that differentiate leaders.
2. Behavioral theories such as the Ohio State and University of Michigan studies which identified leadership behaviors like consideration, initiating structure, and employee-orientation.
3. Contingency theories including Fiedler's model which matches leadership styles to situational control and influence, and Hersey and Blanchard's situational theory linking leadership styles to follower readiness.
4. Contemporary theories like leader-member exchange which looks at in-groups and out-groups, and path-goal theory focusing on assisting followers achieve goals.
The document outlines learning topics about leadership theories covered in a chapter, including:
- Early theories focused on identifying leadership traits but had mixed results, while behavioral theories examined leadership styles.
- Contingency theories like Fiedler's model and situational leadership theory propose effective leadership depends on matching style to the situation or followers' readiness.
- Current approaches include transactional leaders who clarify goals, and transformational leaders who inspire followers through vision and risk-taking.
- Modern issues involve managing sources of leader power and developing credibility/trust with followers.
The document discusses several leadership theories that have been studied in academic journals over the past 10 years. The top three theories discussed are transformational leadership, traits theory, and leader-member exchange (LMX) theory. Transformational leadership focuses on inspiring and motivating followers to engage with a shared vision. Traits theory examines inherent qualities of leaders like intelligence and integrity. LMX theory considers the interactions between leaders and subordinates and how those relationships develop over time. The document also briefly outlines several other theories including situational, behavioral, servant, and shared/distributed leadership approaches.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
This document discusses leadership and motivation concepts including the difference between leadership and management, leadership theories, and motivation techniques. It covers the nature of leadership and how leaders can be developed through training. Several leadership theories are examined, including trait, situational, and style theories. The importance of delegation in leadership is defined. Motivation is defined and various theories are discussed, including needs hierarchy theory and achievement motivation theory. Techniques for motivating employees through both financial and non-financial means are also outlined.
This document discusses various concepts and theories related to leadership. It defines leadership as the ability to influence others and motivate them towards common goals. Several leadership styles are described, including autocratic, democratic, and laissez-faire. Trait theory suggests leaders are born with certain qualities, while behavioural theory believes leadership can be learned. Contingency theory proposes that the most effective leadership style depends on internal and external situational factors. Fiedler's contingency model and the path-goal theory are contingency theories discussed in the document.
Hey groupmates! Please check out your parts.
It's still incomplete (I'm still converting our video) so please bear with me. For the mean time, please practice your parts na muna.
Bodi, your part is not there yet so practice the ppt you made muna. =p
The document outlines learning topics about leadership theories covered in a chapter, including:
- Early theories focused on identifying leadership traits but had mixed results, while behavioral theories examined leadership styles.
- Contingency theories like Fiedler's model and situational leadership theory propose effective leadership depends on matching style to the situation or followers' readiness.
- Current approaches include transactional leaders who clarify goals, and transformational leaders who inspire followers through vision and risk-taking.
- Modern issues involve managing sources of leader power and developing credibility/trust with followers.
The document discusses several leadership theories that have been studied in academic journals over the past 10 years. The top three theories discussed are transformational leadership, traits theory, and leader-member exchange (LMX) theory. Transformational leadership focuses on inspiring and motivating followers to engage with a shared vision. Traits theory examines inherent qualities of leaders like intelligence and integrity. LMX theory considers the interactions between leaders and subordinates and how those relationships develop over time. The document also briefly outlines several other theories including situational, behavioral, servant, and shared/distributed leadership approaches.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
This document discusses leadership and motivation concepts including the difference between leadership and management, leadership theories, and motivation techniques. It covers the nature of leadership and how leaders can be developed through training. Several leadership theories are examined, including trait, situational, and style theories. The importance of delegation in leadership is defined. Motivation is defined and various theories are discussed, including needs hierarchy theory and achievement motivation theory. Techniques for motivating employees through both financial and non-financial means are also outlined.
This document discusses various concepts and theories related to leadership. It defines leadership as the ability to influence others and motivate them towards common goals. Several leadership styles are described, including autocratic, democratic, and laissez-faire. Trait theory suggests leaders are born with certain qualities, while behavioural theory believes leadership can be learned. Contingency theory proposes that the most effective leadership style depends on internal and external situational factors. Fiedler's contingency model and the path-goal theory are contingency theories discussed in the document.
Hey groupmates! Please check out your parts.
It's still incomplete (I'm still converting our video) so please bear with me. For the mean time, please practice your parts na muna.
Bodi, your part is not there yet so practice the ppt you made muna. =p
Leadership is a journey without final destination and with few reliable maps. To honestly face today’s challenges we need to be creative, resilient, resourceful, and courageous. Leaders need tools for working in complex, shifting environments. In times of unstable resources, they need to invite and empower everyone’s leadership, including their own.
So how do we do this. Authentic leadership in the ALIA context focuses on three aspects,
Mindfulness and authenticity to cultivate our own capacity to be genuine and courageous and to lead
Tools for working with uncertainty and transforming situations we find ourselves in
How to give space for others to develop and to empower them.
These topics are explored in this Presentation
The document discusses the principles and traits of effective leadership. It states that the basic principle of leadership is to lead by example, and that effective leaders are honest, competent, forward-looking, inspiring, and possess other key traits. It then lists and compares the traits of leaders versus non-leaders. The document also discusses emotional stability, dominance, enthusiasm, conscientiousness, and other personality traits that effective leaders possess. Finally, it provides an overview of assessment centers, which are used to evaluate individuals' capabilities to perform managerial positions through simulated exercises and observations.
The document discusses leadership styles and communication. It describes an autocratic leadership style where the leader makes all decisions without input from followers. It also describes a democratic style where the leader involves followers in decision making and problem solving. Effective leadership requires blending styles depending on the situation. Leaders must communicate clearly by reading instructions, writing clearly, listening to followers, and public speaking. Delegating tasks is important but leaders remain responsible.
This document discusses various leadership styles including behavioral, situational, and contingency approaches. It describes styles such as autocratic, participative, free-rein, Likert's four systems of management, the managerial grid, and Hersey-Blanchard's situational leadership model. It concludes that there is no single best leadership style and that the effective style depends on situational factors like the organization, subordinates' skills, and task requirements.
This document provides an overview of several leadership theories including:
- Great Man Theory and Trait Theory, which propose that leaders are born with certain innate traits.
- Behavioral Theories such as the Ohio State Studies and Michigan Studies, which focus on identifying specific leadership behaviors.
- Contingency Theories like Fiedler's Contingency Model and Cognitive Resource Theory, which emphasize that leadership effectiveness depends on matching leadership style to situational factors.
- Situational Theories like Hersey and Blanchard's Situational Leadership Theory, which propose that leadership style should vary based on the "readiness" level of followers.
A simple introduction to Leadership by GoLearningBusKalpit Jain
This document discusses leadership and compares it to management. It defines leadership as motivating people towards a common goal through communication, trust, and inspiration. Management focuses on processes like planning and control, while leadership emphasizes building trust and inspiring followers. The document also covers various leadership theories and styles, noting there is no single best approach but that effective leaders can adapt their style to fit different situations.
This document discusses 11 different leadership styles: autocratic, bureaucratic, charismatic, democratic, laissez-faire, people-oriented, servant, task-oriented, transactional, transformational, and situational. For each style, it provides a brief definition and discussion of when the style may be most effective. It emphasizes that there is no single best leadership style and that an effective leader adapts their style to the people, work, and environment.
The document defines leadership and discusses different types of leaders and leadership styles using examples from the animal kingdom. It examines theories of leadership and the roles and responsibilities of leaders. Trait theories propose that good leaders possess certain innate characteristics, while behavioral theories imply that leadership can be learned. Contingency theories suggest that different leadership styles are effective depending on the situation. The conclusion emphasizes that effective leaders focus on serving others rather than themselves.
Behavioral Theories Of Leadership Powerpoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly. Good habits evolve with our Behavioral Theories Of Leadership Powerpoint Presentation Slides. They are based on the best customs. https://bit.ly/3yJHgK0
The document discusses leadership trait theory from the early 1900s. It aimed to identify distinguishing traits of great leaders. However, research found no definitive traits and failed to consider how traits interact with situations. Later studies showed that both personality and situations determine leadership. While traits provide some understanding, the approach is limited and not useful for leadership development as traits cannot be easily changed.
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
Fiedler's contingency theory states that a leader's style is fixed and cannot be trained, unlike other leadership theories discussed. The chapter covers various leadership theories including trait, behavioral, contingency, path-goal, and leader-member exchange. It examines factors like leadership styles, follower readiness, and situational favorableness that impact leadership effectiveness.
The document discusses different leadership styles:
- Autocratic leadership where the leader gives orders and maintains control. There are three categories of autocratic leaders.
- Democratic leadership where ideas are discussed openly and everyone has input in decisions.
- Laissez-faire leadership where the leader is uninvolved and group members are responsible for goals and decisions.
It also provides case studies exemplifying each style, such as Leona Helmsley's autocratic leadership of the Helmsley hotel chain and Ratan Tata's democratic leadership transforming the Tata Group culture. The document concludes that an effective leader encompasses multiple styles and evolves to best suit different situations.
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
The document discusses various leadership theories including trait theory, behavioral theory, and the great man theory. Trait theory proposes that certain innate qualities and characteristics define a leader. Behavioral theories view leadership as learned through experience rather than innate traits. Theories discussed include Kurt Lewin's leadership styles of autocratic, democratic, and laissez-faire leadership as well as McGregor's Theory X and Theory Y. The great man theory proposes that great leaders are born, not made. In summary, the document outlines different perspectives on the origins and nature of leadership qualities and styles.
This is a group presentation created for my Organization Behavior course. This project highlights leadership tactics and managerial motivation through famous NCAA basketball coach Bob Knight. The presentation also compares the styles of Coach Knight with Coach Krzyzewski and Starbucks CEO Howard Shultz.
This document discusses leadership styles and situational leadership theory. It defines leadership and different leadership styles including autocratic, democratic, and free rein. It explains that situational leadership theory states that the most effective leadership style depends on followers' willingness and ability. Specific styles are recommended based on different combinations of followers' willingness and ability, such as directive style for unwilling and unable followers. The document emphasizes that leaders should choose styles based on the situation and be willing to change styles as situations change.
The document provides an overview of several leadership theories including:
1. Great Man Theory which assumes that great leaders are born, not made.
2. Trait Theory which focuses on inherent traits and skills that make an effective leader.
3. Behavioral Theory which looks at observable behaviors of successful leaders and assumes leadership can be learned.
4. Contingency Theories examine how leadership style depends on situational factors like follower readiness and ability.
The summary highlights some of the key assumptions, descriptions, and discussions around these influential leadership theories.
The document discusses various leadership styles and theories of leadership. It describes the autocratic, bureaucratic, democratic, and laissez-faire leadership styles. It also summarizes trait theory, behavioral theories including studies from Iowa, Ohio State, and University of Michigan, the managerial grid theory, contingency theory, path-goal theory, and Likert's four system theory. Additionally, it discusses factors that influence leadership style and problems of leadership in modern industry.
Dhirubhai Ambani was an Indian industrialist known for founding Reliance Industries. He grew up poor in Gujarat but was always entrepreneurial, selling goods at fairs from a young age. After working in Yemen, he returned to India and started a trading business that became Reliance Commercial Corporation. He recognized opportunities from policy changes and was innovative in manufacturing, marketing, and finance. Though criticized for some tactics, he is remembered as a visionary leader who transformed India's business landscape and emphasized shareholders.
Leadership is a journey without final destination and with few reliable maps. To honestly face today’s challenges we need to be creative, resilient, resourceful, and courageous. Leaders need tools for working in complex, shifting environments. In times of unstable resources, they need to invite and empower everyone’s leadership, including their own.
So how do we do this. Authentic leadership in the ALIA context focuses on three aspects,
Mindfulness and authenticity to cultivate our own capacity to be genuine and courageous and to lead
Tools for working with uncertainty and transforming situations we find ourselves in
How to give space for others to develop and to empower them.
These topics are explored in this Presentation
The document discusses the principles and traits of effective leadership. It states that the basic principle of leadership is to lead by example, and that effective leaders are honest, competent, forward-looking, inspiring, and possess other key traits. It then lists and compares the traits of leaders versus non-leaders. The document also discusses emotional stability, dominance, enthusiasm, conscientiousness, and other personality traits that effective leaders possess. Finally, it provides an overview of assessment centers, which are used to evaluate individuals' capabilities to perform managerial positions through simulated exercises and observations.
The document discusses leadership styles and communication. It describes an autocratic leadership style where the leader makes all decisions without input from followers. It also describes a democratic style where the leader involves followers in decision making and problem solving. Effective leadership requires blending styles depending on the situation. Leaders must communicate clearly by reading instructions, writing clearly, listening to followers, and public speaking. Delegating tasks is important but leaders remain responsible.
This document discusses various leadership styles including behavioral, situational, and contingency approaches. It describes styles such as autocratic, participative, free-rein, Likert's four systems of management, the managerial grid, and Hersey-Blanchard's situational leadership model. It concludes that there is no single best leadership style and that the effective style depends on situational factors like the organization, subordinates' skills, and task requirements.
This document provides an overview of several leadership theories including:
- Great Man Theory and Trait Theory, which propose that leaders are born with certain innate traits.
- Behavioral Theories such as the Ohio State Studies and Michigan Studies, which focus on identifying specific leadership behaviors.
- Contingency Theories like Fiedler's Contingency Model and Cognitive Resource Theory, which emphasize that leadership effectiveness depends on matching leadership style to situational factors.
- Situational Theories like Hersey and Blanchard's Situational Leadership Theory, which propose that leadership style should vary based on the "readiness" level of followers.
A simple introduction to Leadership by GoLearningBusKalpit Jain
This document discusses leadership and compares it to management. It defines leadership as motivating people towards a common goal through communication, trust, and inspiration. Management focuses on processes like planning and control, while leadership emphasizes building trust and inspiring followers. The document also covers various leadership theories and styles, noting there is no single best approach but that effective leaders can adapt their style to fit different situations.
This document discusses 11 different leadership styles: autocratic, bureaucratic, charismatic, democratic, laissez-faire, people-oriented, servant, task-oriented, transactional, transformational, and situational. For each style, it provides a brief definition and discussion of when the style may be most effective. It emphasizes that there is no single best leadership style and that an effective leader adapts their style to the people, work, and environment.
The document defines leadership and discusses different types of leaders and leadership styles using examples from the animal kingdom. It examines theories of leadership and the roles and responsibilities of leaders. Trait theories propose that good leaders possess certain innate characteristics, while behavioral theories imply that leadership can be learned. Contingency theories suggest that different leadership styles are effective depending on the situation. The conclusion emphasizes that effective leaders focus on serving others rather than themselves.
Behavioral Theories Of Leadership Powerpoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly. Good habits evolve with our Behavioral Theories Of Leadership Powerpoint Presentation Slides. They are based on the best customs. https://bit.ly/3yJHgK0
The document discusses leadership trait theory from the early 1900s. It aimed to identify distinguishing traits of great leaders. However, research found no definitive traits and failed to consider how traits interact with situations. Later studies showed that both personality and situations determine leadership. While traits provide some understanding, the approach is limited and not useful for leadership development as traits cannot be easily changed.
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
Fiedler's contingency theory states that a leader's style is fixed and cannot be trained, unlike other leadership theories discussed. The chapter covers various leadership theories including trait, behavioral, contingency, path-goal, and leader-member exchange. It examines factors like leadership styles, follower readiness, and situational favorableness that impact leadership effectiveness.
The document discusses different leadership styles:
- Autocratic leadership where the leader gives orders and maintains control. There are three categories of autocratic leaders.
- Democratic leadership where ideas are discussed openly and everyone has input in decisions.
- Laissez-faire leadership where the leader is uninvolved and group members are responsible for goals and decisions.
It also provides case studies exemplifying each style, such as Leona Helmsley's autocratic leadership of the Helmsley hotel chain and Ratan Tata's democratic leadership transforming the Tata Group culture. The document concludes that an effective leader encompasses multiple styles and evolves to best suit different situations.
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
The document discusses various leadership theories including trait theory, behavioral theory, and the great man theory. Trait theory proposes that certain innate qualities and characteristics define a leader. Behavioral theories view leadership as learned through experience rather than innate traits. Theories discussed include Kurt Lewin's leadership styles of autocratic, democratic, and laissez-faire leadership as well as McGregor's Theory X and Theory Y. The great man theory proposes that great leaders are born, not made. In summary, the document outlines different perspectives on the origins and nature of leadership qualities and styles.
This is a group presentation created for my Organization Behavior course. This project highlights leadership tactics and managerial motivation through famous NCAA basketball coach Bob Knight. The presentation also compares the styles of Coach Knight with Coach Krzyzewski and Starbucks CEO Howard Shultz.
This document discusses leadership styles and situational leadership theory. It defines leadership and different leadership styles including autocratic, democratic, and free rein. It explains that situational leadership theory states that the most effective leadership style depends on followers' willingness and ability. Specific styles are recommended based on different combinations of followers' willingness and ability, such as directive style for unwilling and unable followers. The document emphasizes that leaders should choose styles based on the situation and be willing to change styles as situations change.
The document provides an overview of several leadership theories including:
1. Great Man Theory which assumes that great leaders are born, not made.
2. Trait Theory which focuses on inherent traits and skills that make an effective leader.
3. Behavioral Theory which looks at observable behaviors of successful leaders and assumes leadership can be learned.
4. Contingency Theories examine how leadership style depends on situational factors like follower readiness and ability.
The summary highlights some of the key assumptions, descriptions, and discussions around these influential leadership theories.
The document discusses various leadership styles and theories of leadership. It describes the autocratic, bureaucratic, democratic, and laissez-faire leadership styles. It also summarizes trait theory, behavioral theories including studies from Iowa, Ohio State, and University of Michigan, the managerial grid theory, contingency theory, path-goal theory, and Likert's four system theory. Additionally, it discusses factors that influence leadership style and problems of leadership in modern industry.
Dhirubhai Ambani was an Indian industrialist known for founding Reliance Industries. He grew up poor in Gujarat but was always entrepreneurial, selling goods at fairs from a young age. After working in Yemen, he returned to India and started a trading business that became Reliance Commercial Corporation. He recognized opportunities from policy changes and was innovative in manufacturing, marketing, and finance. Though criticized for some tactics, he is remembered as a visionary leader who transformed India's business landscape and emphasized shareholders.
The document summarizes different leadership styles in 3 sentences or less:
1. Leadership styles can be categorized based on the amount of authority retained by the leader, such as authoritarian, democratic, consultative, and laissez-faire styles.
2. Other classifications include styles based on their task versus people emphasis, like those that are high task/low relationship or high relationship/low task.
3. Likert identified four systems ranging from exploitative-authoritarian to participative, based on assumptions about how much confidence and involvement leaders have in subordinates.
Bill gates leadership & personality traitsAkhil Pillai
Bill Gates was born in 1955 in Seattle, Washington. He showed an early interest in computers, writing his first program at age 13. He attended Harvard University but dropped out in 1975 to focus on Microsoft, which he co-founded that year with his childhood friend Paul Allen. Microsoft developed the operating system for IBM's first personal computer and signed a pivotal deal that made MS-DOS the dominant operating system. Gates led Microsoft's competitive strategies against rivals and adapted the company to focus on the emerging internet. He is also known for his philanthropic work through the Bill & Melinda Gates Foundation, the largest private foundation in the world.
This document provides an overview of various leadership theories including:
- Trait theory, which proposes that leaders are born with certain traits.
- Behavioral theories like the Ohio State and University of Michigan studies, which looked at what leaders actually do and identified dimensions like consideration and initiating structure.
- Contingency theories like Fiedler's contingency model, which state that leadership effectiveness depends on matching leadership style to situational factors.
- Hersey and Blanchard's situational theory proposes selecting the right leadership style based on followers' readiness levels.
- Leader-member exchange theory recognizes that leaders form inner and outer groups among followers.
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
The document discusses various theories of leadership, including: trait theories which propose that leaders are born with certain traits; behavioral theories which focus on observable behaviors rather than traits; contingency theories which emphasize that leadership style depends on situational factors; and cognitive resource theory which examines how a leader's intelligence and experience impact their performance under stress. It also outlines models like Fiedler's contingency model, path-goal theory, and the leader-participation decision making model.
The document discusses various theories of leadership, including:
1. Behavioral theories which propose that specific behaviors differentiate leaders and that leadership behaviors can be taught. This includes the Ohio State and University of Michigan studies.
2. Contingency theories which consider the situation, such as the Fiedler model and situational leadership theory.
3. Contemporary theories like transformational leadership which inspires followers and authentic leadership which is ethical and honest.
4. The importance of trust and how leaders build trust through integrity, competence, consistency, loyalty and openness.
This document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders, but no universal traits have been identified. Behavioral theories propose that leadership can be taught and examine specific behaviors. Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the situation.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.
This document discusses various leadership styles and theories of leadership. It begins by defining leadership as the ability to influence others towards achieving goals according to Robbins. It then describes different leadership styles such as autocratic, democratic, participative and laissez-faire. Several leadership theories are also summarized, including trait theory, behavioural theories focusing on styles/behaviours, and contingency/situational theories which emphasize the importance of the situation. Specific theories discussed include Fiedler's contingency model, situational leadership theory, and path-goal theory.
Corporate Social Responsibility (CSR),Leadership and MotivationGayan Geethanjana
This document discusses corporate social responsibility and leadership. It defines CSR and describes two views on it: the classical view that a company's only responsibility is to maximize profits, and the socioeconomic view that companies have moral responsibilities to society. It also outlines several leadership theories including trait, behavioral, contingency, and contemporary theories. Leadership issues like managing power, developing trust, and empowering employees are also addressed.
The document discusses the differences between leadership and management. Managers focus on maintaining the status quo through tasks like planning and budgeting, while leaders challenge the status quo by creating visions for change and empowering followers. The document also examines various theories of leadership, including trait, behavioral, contingency, and transformational theories. It explores how leadership styles may differ based on the situation and discusses topics like charismatic leadership, self-leadership, and whether men and women lead differently.
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
The document discusses various theories of leadership including trait theories, behavioral theories, contingency theories, and transformational leadership theories. It defines key leadership concepts such as management, consideration, initiating structure, and transactional versus transformational leadership. It also covers topics like trust, mentoring, self-leadership, challenges to the leadership construct, and finding/creating effective leaders.
The document discusses several theories of leadership, including:
1) Trait theory, which attempts to identify specific traits associated with effective leadership.
2) Behavioral theories, which focus on behaviors and their impact on effectiveness. This includes consideration for tasks vs consideration for people.
3) Situational leadership theory, which advocates that leaders adapt their style based on follower readiness and the situation.
4) Contingency theory, which states there is no single best leadership style and effectiveness depends on matching the leader's style to situational factors like the leader-follower relationship.
Week 1 Development of Leadership Theory(1) (2).pptssuserc38659
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
This document discusses leadership and strategic management. It begins with definitions of leadership and outlines four major factors of leadership: the leader, followers, communication, and the situation. It then discusses common leadership styles such as autocratic, participative, and laissez-faire. Several leadership theories are also outlined such as trait theory, behavioral theory, and transformational theory. The document emphasizes that effective leadership requires strong communication skills. It provides strategies for leadership success such as having a creed, surrounding oneself with advisors, investing in others, and exceeding expectations. School leadership is discussed in the context of societal and organizational culture.
The document discusses several theories of leadership:
- Trait theories propose that certain personality traits differentiate leaders from non-leaders. However, no universal traits predict leadership in all situations.
- Behavioral theories argue that leadership traits can be taught rather than leaders being born. The Ohio State and University of Michigan studies identified consideration and initiating structure as important leadership behaviors.
- Contingency theories propose that effective leadership depends on matching a leader's style to situational factors. Fiedler's contingency model and Hersey and Blanchard's situational leadership theory are discussed.
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
The document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders. Behavioral theories propose that specific behaviors define leadership and can be taught. Contingency theories suggest that leadership effectiveness depends on matching a leader's style to the right situation.
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2. Contents…..
• Leaders Vs. Managers
• Trait Theories
• Behavioural Theories –
– Ohio State studies,
– University of Michigan studies
• Contingency Theories
– Fiedler Model
– Hershey and Blanchard’s Situational Theory
– Path Goal Theory
• LMX Theory
3. Continued…
• Contemporary issues in leadership
– Charismatic and transformational leadership
– Authentic leadership
• Contemporary leadership roles
– Mentoring, self leadership, the E-age and on line
leadership
• Finding and creating effective leaders
4. What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of a vision
or set of goals.
Management
Use of authority inherent
in designated formal rank
to obtain compliance from
organizational members.
5. Principles of Warren Buffet
There was a one hour interview on CNBC with Warren Buffet, the second richest
man who has donated $31 billion to charity. Here are some very interesting aspects
of his life:
1. He bought his first share at age 11 and he now regrets that he started too late!
2. He bought a small farm at age 14 with savings from delivering newspapers.
3. He still lives in the same small 3-bedroom house in mid-town Omaha, that he
bought after he got married 50 years ago. He says that he has everything he needs
in that house. His house does not have a wall or a fence.
4. He drives his own car everywhere and does not have a driver or security people
around him.
6. 5. He never travels by private jet, although he owns the world's largest private jet
company.
6. His company, Berkshire Hathaway, owns 63 companies. He writes only one
letter each year to the CEOs of these companies, giving them goals for the year.
He never holds meetings or calls them on a regular basis. He has given his CEO's
only two rules. Rule number 1: do not lose any of your share holder's money.
Rule number 2: Do not forget rule number 1.
7. He does not socialize with the high society crowd. His past time after he gets
home is to make himself some pop corn and watch Television.
8. Bill Gates, the world's richest man met him for the first time only 5 years ago.
Bill Gates did not think he had anything in common with Warren Buffet. So he
had scheduled his meeting only for half hour. But when Gates met him, the
meeting lasted for ten hours and Bill Gates became a devotee of Warren Buffet.
9. Warren Buffet does not carry a cell phone, nor has a computer on his desk.
7. His advice to young people: "Stay away from credit cards and invest in yourself and
Remember:
A. Money doesn't create man but it is the man who created money.
B. Live your life as simple as you are.
C. Don't do what others say, just listen them, but do what you feel good.
D. Don't go on brand name; just wear those things in which you feel comfortable.
E. Don't waste your money on unnecessary things; just spend on them who really in
need rather.
F. After all it's your life then why give chance to others to rule our life."
9. Trait Theories
Leadership Traits:
• Ambition and energy
Theories that consider • The desire to lead
personality, social, physic
al, or intellectual traits to • Honest and integrity
differentiate leaders from • Self-confidence
non-leaders.
• Intelligence
• High self-monitoring
• Job-relevant knowledge
10. Trait Theories of Leadership
• Not very useful until matched with the Big Five
Personality Framework
• Essential Leadership Traits
– Extroversion
– Conscientiousness
– Openness
– Emotional Intelligence (Qualified)
• Traits can predict leadership, but they are better at
predicting leader emergence than effectiveness.
11. Trait Theories
Limitations:
• No universal traits found that predict leadership in
all situations.
• Traits predict behavior better in “weak” than
“strong” situations.
• Unclear evidence of the cause and effect of
relationship of leadership and traits.
• Better predictor of the appearance of leadership
than distinguishing effective and ineffective
leaders.
12. Behavioral Theories
Theories proposing that specific behaviors
differentiate leaders from non-leaders.
• Trait theory:
Trait theory: leadership is inherent, so we must identify the leader
based on his or her traits
• Behavioral theory:
Leadership is a skill set and can be taught to anyone, so we must
identify the proper behaviors to teach potential leaders
13. Important Behavioral Studies
Ohio • Initiating structure
• Consideration
State
• Production-oriented
Michigan • Employee-oriented
14. Ohio State Studies
Initiating Structure
1. Assigns group members to particular
The extent to which a leader is tasks
2. Expects workers to maintain definite
likely to define and structure his standards of performance
or her role and those of sub- 3. Emphasizes the meetings of deadlines
ordinates in the search for goal
attainment.
Consideration
The extent to which a leader is
likely to have job relationships
characterized by mutual trust,
respect for subordinate’s ideas,
and regard for their feelings.
15. University of Michigan Studies
Production-Oriented Leader
One who emphasizes technical
or task aspects of the job.
Employee-Oriented Leader
Emphasizing interpersonal relations;
taking a personal interest in the
needs of employees and accepting
individual differences among
members.
17. Fiedler’s Contingency Model
The theory that effective group performance
depends on 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.
Least Preferred Co-Worker (LPC)
Questionnaire
An instrument that purports to
measure whether a person is task-
or relationship-oriented.
18. Fiedler’s Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Task Structure
The degree to which the job assignments are
procedurized.
Position Power
Influence derived from one’s formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary increases.
20. Hersey and Blanchard’s Situational
Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness.
Unable and Unable but Able and Able and
Unwilling Willing Unwilling Willing
Follower readiness:
ability and willingness
Leader: decreasing need
for support and supervision
Directive High Task and Relationship Supportive Monitoring
Orientations Participative
21. Leadership Styles and Follower
Readiness
(Hersey and Blanchard)
Follower Unwilling Willing
Readiness
Able Supportive
Monitoring
Participative
Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations
22. Leader–Member Exchange Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.
23. In-Group Out-Group
• Members are • Managed by formal
similar to leader rules and policies
• In the leader’s • Receive less of the
inner circle of leader’s attention /
communication fewer exchanges
• Receives more • More likely to
time and retaliate against the
attention from
organization
leader
• Gives greater
responsibility
and rewards
25. Path-Goal Theory
Developed by Robert House.
Extracted from Ohio State
Studies and Expectancy theory
of motivation.
The theory states that it is the
leader’s job to assist followers
in attaining their goals and to
provide them the necessary
direction and/or support to
ensure that their goals are
compatible with the overall
objectives of the group or
organization.
28. Charismatic Leadership
How do charismatic leaders influence followers?
Create a
Articulate a Create a new Demonstrate
Vision
Vision set of Values the Vision
Statement
Famous examples of charismatic leaders are Winston Churchill,
Bill Clinton, Mother Teresa and Adolph Hitler.
29. Transformational Leaders
• Inspire followers to transcend their self-interests for the good of
the organization
• Contingent Reward
• Management by Exception (active/ passive)
Transactional • Laissez-Faire
• Idealized Influence
• Inspirational Motivation
Transformational • Intellectual Stimulation
• Individualized Consideration
Famous transformational leaders include
Martin Luther King Jr. and Walt Disney.
30. Authentic Leaders
• Authentic leaders know who they are, what they
believe in and value, and act upon those values and
beliefs.
Ethics and Leadership
• Leadership is not free from values. When we assess
leadership, we must assess not just the goals
themselves but also the means by which those goals
are achieved.
31. Mentoring – Leading for the Future
• Mentor: A senior employee who supports a less
experienced employee.
Psychological
Career Functions
Functions
Helping the protégé gain skills and Counseling the protégé to bolster
abilities his/her confidence
Lobbying for the protégé to get Sharing personal experiences with
better assignments the protégé
Providing exposure to influential Providing friendship and
individuals in the organization acceptance
Acting as a sounding board for
Acting as a role model
ideas
33. Global Implications
• These leadership theories are primarily studied in
English-speaking countries
• GLOBE does have some country-specific insights
– Indian employees want action-oriented and charismatic
leaders.
– Brazilian teams prefer leaders who are high in
consideration, participative, and have high LPC scores
– French workers want a leader who is high on initiating
structure and task-oriented
– Egyptian employees value team-oriented, participative
leadership, while keeping a high-power distance
– Chinese workers may favor a moderately participative
style.
• Leaders should take culture into account
34. Summary and Managerial Implications
• Leadership is central to understanding group behavior as the leader provides the
direction.
• Extroversion, conscientiousness, and openness all show consistent relationships
to leadership.
• Behavioral approaches have narrowed leadership down into two usable
dimensions.
• Need to take into account the situational variables, especially the impact of
followers.
• Research on charismatic and transformational leadership has made major
contributions to our understanding of leadership.
• Leaders must be seen as authentic and trustworthy.
• Investment must be made in the future through mentoring and training leaders.
Editor's Notes
The trait theory of leadership looks at personality, social, physical, or intellectual traits that differentiate leaders from nonleaders. Initially this theory was based on studies that looked at over 80 different traits, which allowed almost anything to be defined as leadership. A breakthrough occurred when researchers began to organize the traits into categories and this became known as the Big Five Personality Framework where five groups of traits were found to be consistently present among leaders. Some essential leadership traits include extroversion, conscientiousness, openness, and emotional intelligence (EI), although the link between EI and leadership has not been fully explored.With the many years of research dedicated to the trait theory of leadership, it is widely accepted that traits do predict leadership. However, it is more likely that they predict the emergence of a leader than the effectiveness of a leader.
Two key studies in the area of behavioral leadership advanced our understanding of the theory. The first was done at Ohio State University. They looked at important dimensions of leadership behavior and began with over 1000 dimensions. In the end the Ohio State studies were able to narrow it down to two dimensions – initiating structure and consideration. Initiating structure is when the leader is able to define and structure their role and that of their employees to work toward the goals of the organization. Consideration is the ability of the leader to gain the trust and respect of their followers and to help them feel appreciated for what they do. Both behaviors have proven to be very important in an effective leader. The University of Michigan Studies identified two key dimensions of leadership behavior as well. They are similar in nature to the Ohio State findings. However, the University of Michigan studies classified these behaviors as employee-oriented which looks at the interpersonal relationships between the leader and their followers; and production-oriented which focuses on the technical aspect of the job. Again, both are important for successful leadership.
In this theory Fiedler is trying to match the leader to the context. He proposes that leadership style is fixed. So that if the situation needs a charismatic leader and your current leader does not exhibit that style, you need to change leaders. This leadership style can be determined by taking the LPC questionnaire (least preferred coworker). After the leadership style is determined, you can match the leader to the situation. There are three dimensions to find a successful match. The first situational factor is the leader-member relationship; this ties back to our behavioral studies by looking at the degree of trust and respect the employees have for the leader. The second factor is the amount of structure that is embedded in job assignments. The last factor is the amount of influence the leader has over decisions that represent power such as hiring, firing, and rewards.
Contingency theories have failed to account for followers and heterogeneous leadership approaches to individual workers. The Leader-Member Exchange theory begins to account for this. In this theory the premise is that because of time pressures leaders very quickly form special relationships with a small group of employees, the “in-group.” This group tends to be like the leader in terms of gender, race, age, and other characteristics. This group quickly becomes part of the leader’s inner circle of communication and will receive more time and attention from the leader. This group will experience more stress because of the added workload. The “outgroup” is made of people who tend to be different than the leader and correspondingly receive fewer exchanges. As a result they are more likely to experience stress because of their relationship and may retaliate against the organization as they become discontent with their assignments.
Charisa comes from the Greek word meaning gift. When talking about a charismatic leader one will refer to someone with certain gifts or abilities. A charismatic leader will often gain followers through personality rather than through power or authority. This chart takes a look at key characteristics that are associated with a charismatic leader. These are often traits that a leader is born with, thus continuing the debate whether leaders are born or developed. The leader must have vision, expressed as an idealized goal. The leader must be willing to take on high personal risk and engage in self-sacrifice to achieve the vision. In doing so the leader needs to remain sensitive to the feelings and needs of their followers. Throughout the process the leader must be engaging in behaviors that are perceived as counter to norms.
Evidence shows a four-step process can help the charismatic leader utilize their characteristics to influence their followers. First the leader articulates a long-term strategy for achieving a goal. This strategy should fit the vision and uniqueness of the organization. Next the leader needs to formalize that vision by creating a vision statement. Charismatic leaders will often use this statement to reinforce the goal and purpose of the organization. This vision is communicated in a way that expresses the leader’s excitement and commitment to the goal. Next the leader will use his words and actions to communicate a new set of values for the followers to imitate. Then the charismatic leader will try to find behaviors that demonstrate their commitment to the vision. They will choose behaviors that will help followers “catch” the emotions the leader is conveying and help achieve buy-in of the followers.Finally, the charismatic leader engages in emotion-inducing and often unconventional behavior to demonstrate courage and conviction about the vision to help the followers “catch” the vision.
Transformational leaders help followers to look at the bigger picture and commit to the good of the organization, even if it means setting their own goals aside. This chart looks at the different characteristics of transactional and transformational leadership. These two approaches are not contradictory in nature – in fact they can complement each other. Transformational leadership often is built upon transactional leadership. Good leadership will incorporate both transactional and transformational components.
Authentic leadership is a growing area of research. There are two components that need to be addressed when discussing authenticity in leadership. First we must look at authentic leaders. These are leaders who engage in reflection and understand who they are, what they believe and bring those two aspects together in their actions. The second component is the intersection of ethics and leadership. Over the past several years, we have been involved in what many have called an ethical crisis in the business community. When we look at leadership, we need to look at more than the results of the leader – we must also look at the steps the leader took to achieve those results.
Mentoring is defined as someone with more experience supporting someone with less experience. It is a way for the leadership of this generation to invest in individuals and develop future leaders. Mentoring has positive effects on both the career and the psychological functions of the individual being mentored.
Leaders don’t just happen to show up at the organization. They must be found and developed. When looking for leaders, it is important to understand what leadership characteristics and style will best match with your organization and find ways to identify leaders with those attributes. Once you have a leader or recognize leadership potential, it is essential to train and develop your leaders to effectively develop followers within your context.
Most of the theories we have explored are based on research gathered in English-speaking countries. When you look at research in other areas, you will find different variables that will impact both leaders and followers. It is very important when engaging in cross-cultural business opportunities that the difference in culture is considered. This is true when doing business in other countries, but it is also important to remember that many organizations are cross-cultural because of the make-up of their employees.The GLOBE study looked at 18,000 leaders in over 800 organizations in 62 countries. They found that the characteristics that determined transformational leadership were consistent across cultures. This is significant because it disputes the contingency view that leadership is dependent upon culture.
Leadership is a complex function in an organization but essential for success. Individuals, groups, and organizations all need leaders, and there are many factors that define a successful leader. Each organization must assess what they need in their leader in order to be effective.