More Related Content
What's hot
What's hot (20)
Similar to Leadership
Similar to Leadership (20)
More from faizaperbanas
More from faizaperbanas (10)
Recently uploaded
Recently uploaded (20)
Leadership
- 2. TREYresearch Whatwillwelearn? 2 Traits theory of leadership Behavioral theories Contingency theories of leadership Contemporary theories of leadership and its relations to foundational theories Roles of leaders in creating ethical organizations Leaders’s trust and mentoring and its impact to organizations Challenge on understanding leadership
- 3. TREYresearch LeaderorManager • The ability to influence a group toward the achievement of goalsLeadership • Use of authority inherent in designated formal rank to obtain compliance from organizational members Management Both are necessary for organizational success 3
- 6. TREYresearch TraitTheories 6 Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders 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.
- 7. TREYresearch BehavioralTheories Important Behavioral Studies Ohio •Initiating structure •Consideration Michigan •Employee-oriented •Production-oriented Theories proposing that specific behaviors differentiate leaders from non-leaders
- 8. TREYresearch Contingency Theories 8 While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists Contingency Theory adds this additional aspect to our understanding leadership effectiveness studies Three key theories: •Fiedler’s Model •Hersey and Blanchard’s Situational Leadership Theory •Path-Goal Theory
- 9. TREYresearch FIEDLER’SMODEL Add a footer 9 For effective leadership: must change to a leader who fits the situation or change the situational variables to fit the current leader Considers Three Situational Factors: Leader-member relations: degree of confidence and trust in the leader Task structure: degree of structure in the jobs Position power: leader’s ability to hire, fire, and reward Effective group performance depends on the proper match between leadership style and the degree to which the situation gives the leader control. Assumes that leadership style (based on orientation revealed in LPC questionnaire) is fixed
- 11. TREYresearch SituationalLeadership Theory Add a footer 11 • Followers can accept or reject the leader • Effectiveness depends on the followers’ response to the leader’s actions • “Readiness” is the extent to which people have the ability and willingness to accomplish a specific task A model that focuses on follower “readiness” Ability to follow Willingness to Follow Leadership Behavior Unable Unwilling Give clear and specific directions Unable Willing Display high task orientation Able Unwilling Use a supportive and participatory style Able Willing Doesn’t need to do much
- 12. TREYresearch Path-Goal‘sTheory Add a footer 12 Builds from the Ohio State studies and the expectancy theory of motivation The Theory: • Leaders provide followers with information, support, and resources to help them achieve their goals • Leaders help clarify the “path” to the worker’s goals • Leaders can display multiple leadership types Four types of leaders: • Directive: focuses on the work to be done • Supportive: focuses on the well-being of the worker • Participative: consults with employees in decision making • Achievement-Oriented: sets challenging goals
- 14. TREYresearch LeaderMember ExchangeTheories 14 In Groups •Members are similar to leader •In the leader’s inner circle of communication •Receives more time and attention from leader •Gives greater responsibility and rewards Out Group • Managed by formal rules and policies •Receive less of the leader’s attention / fewer exchanges •More likely to retaliate against the organization
- 15. TREYresearch Charismatic Leadership Charisma = Gift 15 Vision Personal Risk Sensitivity to Followers Unconventional Behavior Articulate a Vision Create a Vision Statement Create a new set of Values Demonstrate the Vision
- 16. TREYresearch Transformational Leaders Inspire followers to transcend their self-interests for the good of the organization 16 Transactional •Contingent Reward •Management by Exception (active) •Management by Exception (passive) •Laissez-Faire Transformational •Idealized Influence •Inspirational Motivation •Intellectual Stimulation •Individualized Consideration
- 17. TREYresearch Leadership Models 17 •Laissez-Faire •Management by Exception •Contingent Reward Transaction Approaches •Individualized Consideration •Intellectual Stimulation •Inspirational Motivation •Idealized Influence Transformational Approaches
- 18. TREYresearch 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. 18 Leader
- 19. TREYresearch TrustandLeadership 19 Trust – a psychological state that exists when you agree to make yourself vulnerable to another because you have a positive expectation for how things are going to turn out. Key attribute associated with leadership Followers who trust their leader will align their actions and attitudes with the leader’s behaviors/requests Trust Desired Actions Desired Attitudes
- 20. TREYresearch Leadership Action: Integrity, Benevolence, Ability Trust Action: Risk Taking, Information Sharing, Group Effectiveness, and Productivity HOW TRUST DEVELOPED