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Leadership 2

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Leadership
Introduction ,[object Object],[object Object],[object Object],[object Object]
Leaders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership Defined ,[object Object],[object Object]
Quality Of Good Leaders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Communication ,[object Object],[object Object],[object Object],[object Object],[object Object]
Appreciation ,[object Object]
[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Sources of Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Leaders ,[object Object],[object Object]
Sources of Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Trait Theory of leadership ,[object Object]
“TRAITS” of effective Leaders that have been studies by Trait Researches ,[object Object],[object Object],[object Object],[object Object]
Behavioral Approaches In the late 1940s, researchers began to explore the notion that how a person acts determines that person’s leadership effectiveness. Instead of searching for traits, these researchers examined leader behaviors and their impact on the performance and satisfaction of followers.
Consideration & Initiating Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Trait & Behavior Approaches Fall Short ,[object Object],[object Object],[object Object]
Attribution Theory Of Leadership According to attribution theory, in observing subordinates, a leader searches for informational cues as to “WHY” something is happening and then attempts to construct casual explanations that guide her/his leadership behavior.
Transactional & Transformational Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Factors that Describe Transformational Leaders ,[object Object],[object Object],[object Object],[object Object],[object Object]
What makes a Leader ?
Emotional Intelligence
The five Components Of Emotional intelligence at work ,[object Object],[object Object],[object Object],[object Object],[object Object]
Self Awareness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Self-Regulation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Motivation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Empathy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Social Skills ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Debate ,[object Object],[object Object],[object Object],[object Object]
How ready are you to assume the Leadership role? ,[object Object],[object Object],[object Object],[object Object],[object Object],1- Strongly Disagree 2-Disagree 3-Neither agree or disagree 4-Agree 5-Strongly agree
How ready are you to assume the Leadership role? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1- Strongly Disagree 2-Disagree 3-Neither agree or disagree 4-Agree 5-Strongly agree
How ready are you to assume the Leadership role? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1- Strongly Disagree 2-Disagree 3-Neither agree or disagree 4-Agree 5-Strongly agree
How ready are you to assume the Leadership role? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1- Strongly Disagree 2-Disagree 3-Neither agree or disagree 4-Agree 5-Strongly agree

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Leadership 2

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  • 15. Behavioral Approaches In the late 1940s, researchers began to explore the notion that how a person acts determines that person’s leadership effectiveness. Instead of searching for traits, these researchers examined leader behaviors and their impact on the performance and satisfaction of followers.
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  • 18. Attribution Theory Of Leadership According to attribution theory, in observing subordinates, a leader searches for informational cues as to “WHY” something is happening and then attempts to construct casual explanations that guide her/his leadership behavior.
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  • 21. What makes a Leader ?
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