This document summarizes several theories of leadership, including trait theories that identify personality and intellectual traits that differentiate leaders, behavioral theories that examine specific leader behaviors, and contingency theories that propose effective leadership depends on situational factors. It discusses traits like intelligence, responsibility, competence. behavioral styles of concern for tasks vs people, and directive vs participative leadership. Contingency theories covered include Fiedler's model linking leader style to situation control, path-goal theory focusing on assisting followers, and situational leadership theory proposing the right style depends on follower readiness. It contrasts managers who do things right with leaders who do the right things and produce change.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
The document discusses various perspectives on leadership. It defines leadership as having a vision that inspires others and influences them through character and example. Good leaders are made, not born, and develop their skills through self-study and experience. Key leadership skills include self-motivation, strategic thinking, organization, positivity, intuition, decision-making, accountability, and time management. Leaders motivate others, organize efforts, listen, make good decisions, inspire people, and improve lives. Common leadership styles are authoritarian, paternalistic, democratic, and laissez-faire. The document dispels myths that leaders are born with instincts to lead or control others.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
Effective leadership requires developing key skills and attributes over time. Leaders must understand followers, communicate a clear vision, and adapt their style to different situations ("be, know, do"). Setting goals, values and concepts helps shape an organization's culture and climate. Leaders influence roles, relationships and rituals to motivate members and achieve objectives.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
This document summarizes several theories of leadership, including trait theories that identify personality and intellectual traits that differentiate leaders, behavioral theories that examine specific leader behaviors, and contingency theories that propose effective leadership depends on situational factors. It discusses traits like intelligence, responsibility, competence. behavioral styles of concern for tasks vs people, and directive vs participative leadership. Contingency theories covered include Fiedler's model linking leader style to situation control, path-goal theory focusing on assisting followers, and situational leadership theory proposing the right style depends on follower readiness. It contrasts managers who do things right with leaders who do the right things and produce change.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
The document discusses various perspectives on leadership. It defines leadership as having a vision that inspires others and influences them through character and example. Good leaders are made, not born, and develop their skills through self-study and experience. Key leadership skills include self-motivation, strategic thinking, organization, positivity, intuition, decision-making, accountability, and time management. Leaders motivate others, organize efforts, listen, make good decisions, inspire people, and improve lives. Common leadership styles are authoritarian, paternalistic, democratic, and laissez-faire. The document dispels myths that leaders are born with instincts to lead or control others.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
Effective leadership requires developing key skills and attributes over time. Leaders must understand followers, communicate a clear vision, and adapt their style to different situations ("be, know, do"). Setting goals, values and concepts helps shape an organization's culture and climate. Leaders influence roles, relationships and rituals to motivate members and achieve objectives.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership Powerpoint Presentation Slides. It's iridescence increases interest. https://bit.ly/3x4FNNn
Leadership requires bringing together the best qualities in people to create success. The document discusses the qualities of effective leaders, including being calm under pressure, having a clear vision for the future, and bringing out the best in their team. While some leadership skills are innate, others like patience and empathy can be learned. True leadership is measured by a person's ability to guide their team to achieve a common goal. The document provides tips for developing strong leadership skills, such as self-evaluation, understanding different perspectives, focusing on work instead of personal issues, and serving as a role model through high-quality work.
This document discusses various leadership styles including autocratic, bureaucratic, democratic, laissez-faire, transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, bridging, and purposeful leadership styles. It provides descriptions of each style and when they may be most or least effective to use based on the situation and staff being led. The conclusion emphasizes that the best leadership style depends on the manager's background, the staff, and the organization, and that effective leaders adapt their style to different situations rather than relying on just one approach.
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
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
The document discusses the key aspects of an effective leader. It defines leadership as influencing others to achieve defined objectives. An effective leader motivates employees, counsels them, develops team spirit, aims for time management, and strives for effectiveness. Qualities of an effective leader include good communication skills, honesty, self-confidence, and the ability to guide others. The roles of a leader involve setting goals, organizing, initiating action, coordinating, directing, and motivating others. Leadership is important in management as it improves motivation, is needed at all levels, and provides cooperation.
This document discusses leadership theories and improving leadership skills. It begins by outlining the session objectives, which are to define leadership, identify traits and skills of effective leaders, discuss key leadership theories, and how to improve leadership skills. It then provides an overview of different leadership theories including great man theories, trait theories, functional theories, behavioral theories, situational/contingency theories, and transformational theories. It also lists common leadership traits and skills. Finally, it discusses ways to improve leadership skills such as reflecting on skills needed, getting feedback, practicing leadership, finding a mentor, and attending training.
This document defines leadership and discusses the differences between leaders and managers. It outlines key characteristics of leadership like influencing followers and setting shared objectives. The functions of a leader are categorized as setting goals, planning operations, and being a symbolic figure. Different leadership styles like democratic, consultative, persuasive, and authoritarian are described. Forces that determine effective leadership include those within the leader, subordinates, general situation, and organizational system. Mentoring is defined as a senior person providing emotional support, guidance, and acting as a role model for a young employee or "protege". The tasks and skills of being a good mentor are also outlined.
This document outlines a leadership skills training session that covers:
1. Defining leadership and identifying traits and skills of effective leaders. Key leadership theories are also examined.
2. Exploring the role, duties, and responsibilities of a team leader in the workplace, as well as understanding the limits of a team leader's authority.
3. Developing an action plan to improve one's own leadership potential through self-assessment, seeking feedback, practicing leadership skills, and further training.
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Effective leadership requires interpersonal skills, communication skills, values, confidence, flexibility, creativity, and the ability to achieve results. While management focuses on efficiency, leadership determines the overall direction and goals of an organization. There are several theories and styles of leadership, including trait theory, situational theory, functional theory, behavioral theory, autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leaders inspire followers through vision, passion, confidence, role-modeling, communication, and meeting expectations.
This document discusses leadership and different leadership styles. It defines leadership as the ability to make sound decisions, inspire others, set goals, take decisive action, and embrace change. Good leaders also communicate well, are self-confident, and can manage others. The document then lists the key functions of leaders as setting goals, organizing, initiating action, coordinating, directing/motivating, and linking management to workers. It proceeds to describe different leadership styles, including autocratic, bureaucratic, democratic, laissez-faire, and transformational.
The document discusses various perspectives on leadership. It defines leadership as influencing others through non-coercive means. Leadership requires establishing a direction, aligning people and resources, and energizing people to accomplish results. Good leaders demonstrate integrity, competence, strong communication skills, and the ability to motivate followers. Developing emotional intelligence is also important for leadership.
The document discusses various leadership theories including trait theory, behavioral theory, contingency theory, path-goal theory, normative decision theory, and situational leadership theory. It provides summaries of each theory and highlights key aspects such as leadership styles, situational variables that influence leadership effectiveness, and frameworks for matching leadership style to follower readiness.
Leadership skills and competencies are important for effective leadership. Key leadership skills include personal skills, communication skills, thinking skills, delegating skills, and decision-making skills. Leadership competencies include influencing others, fostering accountability, building relationships, coaching, communicating, working effectively, and building high-performing teams. Skills are abilities that can be developed through learning and practice, while competencies demonstrate being qualified through experience and abilities. Effective leaders develop skills and competencies to influence followers and achieve goals willingly.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
The document describes a group of workers clearing a road through dense jungle on a remote island under the direction of leaders. The leaders efficiently organize the labour and monitor progress and resource allocation, maintaining excellent progress. However, one day someone climbs a tree and sees the larger context, shouting "Wrong Way!" to indicate the group may be headed in the incorrect direction despite appearing busy and making progress under the current approach.
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.
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership Powerpoint Presentation Slides. It's iridescence increases interest. https://bit.ly/3x4FNNn
Leadership requires bringing together the best qualities in people to create success. The document discusses the qualities of effective leaders, including being calm under pressure, having a clear vision for the future, and bringing out the best in their team. While some leadership skills are innate, others like patience and empathy can be learned. True leadership is measured by a person's ability to guide their team to achieve a common goal. The document provides tips for developing strong leadership skills, such as self-evaluation, understanding different perspectives, focusing on work instead of personal issues, and serving as a role model through high-quality work.
This document discusses various leadership styles including autocratic, bureaucratic, democratic, laissez-faire, transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, bridging, and purposeful leadership styles. It provides descriptions of each style and when they may be most or least effective to use based on the situation and staff being led. The conclusion emphasizes that the best leadership style depends on the manager's background, the staff, and the organization, and that effective leaders adapt their style to different situations rather than relying on just one approach.
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
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
The document discusses the key aspects of an effective leader. It defines leadership as influencing others to achieve defined objectives. An effective leader motivates employees, counsels them, develops team spirit, aims for time management, and strives for effectiveness. Qualities of an effective leader include good communication skills, honesty, self-confidence, and the ability to guide others. The roles of a leader involve setting goals, organizing, initiating action, coordinating, directing, and motivating others. Leadership is important in management as it improves motivation, is needed at all levels, and provides cooperation.
This document discusses leadership theories and improving leadership skills. It begins by outlining the session objectives, which are to define leadership, identify traits and skills of effective leaders, discuss key leadership theories, and how to improve leadership skills. It then provides an overview of different leadership theories including great man theories, trait theories, functional theories, behavioral theories, situational/contingency theories, and transformational theories. It also lists common leadership traits and skills. Finally, it discusses ways to improve leadership skills such as reflecting on skills needed, getting feedback, practicing leadership, finding a mentor, and attending training.
This document defines leadership and discusses the differences between leaders and managers. It outlines key characteristics of leadership like influencing followers and setting shared objectives. The functions of a leader are categorized as setting goals, planning operations, and being a symbolic figure. Different leadership styles like democratic, consultative, persuasive, and authoritarian are described. Forces that determine effective leadership include those within the leader, subordinates, general situation, and organizational system. Mentoring is defined as a senior person providing emotional support, guidance, and acting as a role model for a young employee or "protege". The tasks and skills of being a good mentor are also outlined.
This document outlines a leadership skills training session that covers:
1. Defining leadership and identifying traits and skills of effective leaders. Key leadership theories are also examined.
2. Exploring the role, duties, and responsibilities of a team leader in the workplace, as well as understanding the limits of a team leader's authority.
3. Developing an action plan to improve one's own leadership potential through self-assessment, seeking feedback, practicing leadership skills, and further training.
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Effective leadership requires interpersonal skills, communication skills, values, confidence, flexibility, creativity, and the ability to achieve results. While management focuses on efficiency, leadership determines the overall direction and goals of an organization. There are several theories and styles of leadership, including trait theory, situational theory, functional theory, behavioral theory, autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leaders inspire followers through vision, passion, confidence, role-modeling, communication, and meeting expectations.
This document discusses leadership and different leadership styles. It defines leadership as the ability to make sound decisions, inspire others, set goals, take decisive action, and embrace change. Good leaders also communicate well, are self-confident, and can manage others. The document then lists the key functions of leaders as setting goals, organizing, initiating action, coordinating, directing/motivating, and linking management to workers. It proceeds to describe different leadership styles, including autocratic, bureaucratic, democratic, laissez-faire, and transformational.
The document discusses various perspectives on leadership. It defines leadership as influencing others through non-coercive means. Leadership requires establishing a direction, aligning people and resources, and energizing people to accomplish results. Good leaders demonstrate integrity, competence, strong communication skills, and the ability to motivate followers. Developing emotional intelligence is also important for leadership.
The document discusses various leadership theories including trait theory, behavioral theory, contingency theory, path-goal theory, normative decision theory, and situational leadership theory. It provides summaries of each theory and highlights key aspects such as leadership styles, situational variables that influence leadership effectiveness, and frameworks for matching leadership style to follower readiness.
Leadership skills and competencies are important for effective leadership. Key leadership skills include personal skills, communication skills, thinking skills, delegating skills, and decision-making skills. Leadership competencies include influencing others, fostering accountability, building relationships, coaching, communicating, working effectively, and building high-performing teams. Skills are abilities that can be developed through learning and practice, while competencies demonstrate being qualified through experience and abilities. Effective leaders develop skills and competencies to influence followers and achieve goals willingly.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
The document describes a group of workers clearing a road through dense jungle on a remote island under the direction of leaders. The leaders efficiently organize the labour and monitor progress and resource allocation, maintaining excellent progress. However, one day someone climbs a tree and sees the larger context, shouting "Wrong Way!" to indicate the group may be headed in the incorrect direction despite appearing busy and making progress under the current approach.
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.
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 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.
This document provides an overview of leadership concepts including the differences between leaders and managers, definitions of leadership, formal and informal leaders, importance of leaders, and various leadership theories and styles. It discusses contingency theory, situational leadership theory, path-goal theory, transformational leadership, great man theory, and leader-member exchange theory. It also covers leadership traits like the big five personality traits and different leadership styles such as pacesetter, visionary, affiliative, democratic, coaching, coercive, servant, and laissez-faire. The document emphasizes that there is no single best leadership style and an effective leader adapts their style to fit the situation.
This document discusses leadership and motivation. It defines leadership as a social influence process that causes others to achieve organizational goals. Effective leadership involves creating a vision, communicating that vision, and setting an example to inspire others. The document compares managing, which focuses on tasks, to leading, which focuses on gaining commitment. It examines different leadership styles and approaches, including trait, behavioral, power-based, situational, empowering, and transformational leadership. The document also defines motivation and discusses Maslow's hierarchy of needs and McClelland's theory of achievement, power, and affiliation needs as approaches to motivate employees.
This document discusses different approaches to studying leadership, including leader-centered approaches, follower-centered approaches, and interactive approaches. Leader-centered approaches examine traits, behaviors, and power, and look at things like trait theory, behavioral models focusing on task and relations orientations, and sources of position and personal power. Follower-centered approaches consider self-leadership and leadership substitutes that can neutralize a leader's influence. Interactive approaches study situational leadership models based on follower readiness, empowerment, and transformational leadership through leader-follower interactions.
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 various theories and approaches to leadership. It defines leadership as influencing others towards goals, and distinguishes leadership from management by focusing on vision versus tasks. Early theories examined traits of leaders and different leadership styles. Contingency theories state there is no single best style, and the situation determines the most effective approach. More recent approaches include transformational leadership that inspires change, and visionary leadership that articulates an attractive future. Developing trust, empowering followers, and acting ethically are also discussed as important leadership components.
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
Leadership and management differ in that management copes with complexity while leadership copes with change. Trait theories focus on personal qualities that differentiate leaders, such as ambition and integrity. However, traits alone do not predict leadership effectiveness in all situations. Behavioral theories examine specific leader behaviors like initiating structure and consideration. Contingency theories emphasize that leadership effectiveness depends on matching leader style to situational characteristics. Transformational leadership inspires followers to transcend self-interest for the organization. Authentic leaders act openly based on their true values and beliefs to build trust.
Lesson 11 - Leadership on Management Dynamicsramtibay
This document discusses various topics related to leadership. It begins by defining leadership as the ability to influence people toward goals. It distinguishes leadership from management, noting that management focuses on stability and problem-solving while leadership focuses on vision and change. It then covers contemporary leadership approaches, leadership traits, behavioral approaches like Ohio State studies, and leader-follower relationship approaches including situational and contingency theories. Finally, it discusses charismatic and transformational leadership as well as six paradoxes of post-pandemic leadership such as being a humble hero, tech-savvy humanist, and globally-minded localist.
This document discusses various theories and concepts related to leadership. It defines leadership as encouraging others to work towards objectives through interpersonal influence and communication. It outlines different leadership styles including autocratic, democratic, and laissez-faire. Trait theory and behavioral theories are examined, focusing on traits like the Big Five and behaviors around task-orientation and people-orientation. The Blake-Mouton Managerial Grid is introduced as balancing concerns for production and people.
LEADERSHIP in nursing bsc/Bn bursing.pptxelizakoirala3
The document discusses various theories and aspects of leadership. It describes leadership as influencing others to accomplish goals, and that organizational success depends on leadership quality. It outlines several leadership theories including: great man theory which says leaders are born not made; trait theory which identifies leadership traits; situational theory which says the best leadership style depends on situational factors; behavioral theories which focus on observable leadership actions; and transformational leadership which inspires followers. It also discusses contingency theory and participative leadership approaches. Personal characteristics of effective leaders and functions of leadership are outlined as well.
This document discusses various leadership theories and concepts. It defines leadership as influencing others beyond expectations and describes effective leaders as those who influence, guide, and build goal-oriented teams. The document then summarizes theories such as Path-Goal theory, which states that leaders clarify paths and rewards to motivate followers, and Fiedler's contingency theory, which matches leadership styles to situational factors. Finally, it outlines four leadership behaviors in Path-Goal theory: directive, supportive, participative, and achievement-oriented.
Leadership can be defined as encouraging and helping others work towards common goals. Effective leadership styles depend on the situation and maturity of followers. Theories of leadership include trait, behavioral, contingency, and path-goal theories. Trait theories focus on innate qualities of leaders while behavioral theories examine how leader behaviors impact followers. Contingency theories stress that leadership effectiveness depends on matching style to the context. The path-goal theory holds that leaders clarify goals and remove obstacles for followers.
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others to achieve goals. It then covers several historical theories including: trait theories, which focus on innate qualities; behavioral theories from Ohio State and University of Michigan, which emphasize behaviors like consideration and task focus; and contingency theories like Fiedler's, which note leadership effectiveness depends on situational factors. Later sections discuss path-goal theory, situational leadership, participative models, and new approaches like leader-member exchange theory and strategic/visionary theories involving charismatic and transformational leadership.
The document discusses various theories of leadership including trait theory, behavioral theory, contingency theory, and transformational theory. It examines research from Ohio State University and the University of Michigan that identified two primary dimensions of leader behavior - consideration of employees and initiating structure. The document also outlines qualities associated with good leadership such as drive, honesty, self-confidence, intelligence, and extraversion.
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.
Leadership & their importance in an organizationAliceNjoroge6
This document provides an overview of leadership concepts including definitions of leadership, key leadership theories, leadership styles, and responsibilities of team leaders. It discusses that leadership involves influencing others to achieve goals and can be learned. Theories covered include trait theory, situational theory, behavioral theory, and Hersey-Blanchard situational leadership. The Hersey-Blanchard model matches four leadership styles (telling, selling, participating, and delegating) to four levels of follower maturity. Responsibilities of team leaders include guiding team members, providing structure, focusing on performance, and clarifying roles. Authority of team leaders depends on the scope of their duties within the organizational structure.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
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Leadership
1. 1
Leadership-Outlines
• What are status, power and authority?
• Types of power
• What is leadership?
• Significance of Leadership
• Leadership Styles
• Leadership Approaches
• Improving Leadership
2. 2
Leadership-Introduction
• In order to understand leadership, a clear
understanding about status, power and authority and
their links with leadership is imperative.
• Status is social rank or position in a group. The
sources of status can be formal as well as informal.
• Formal organizational sources-Occupation or Job
(salary)
• Personal Sources-Education, Age, Seniority, Race,
Religion, Parentage, sex, competence,
Associates/linkages
• Status symbols-job titles, pay, clothing, size and
location of desk or office, location of parking space,
type of company car assigned, secretaries, privacy,
furnishings, privileges, ceremonies of induction an
possessions
3. 3
Leadership-Outlines
• Power the is the capacity to influence and determine the
behavior of others.
• There are five types of power according to French and Raven:
• Coercive power -capacity to punish
• Reward power- capacity to provide reward
• Legitimate power -person’s position in organizational hierarchy
• Referent power -the personal characteristics of an individual
that make other people want to associate with him/her
• Expert power -The skill, expertise and knowledge an individual
possesses
• Authority is a right; the right to decide, to command or to
perform. Authority is institutionalized or legitimate power and
constitutes one of the major sources of power. There are three
types of authority: Traditional, charismatic and legal-rational
4. 4
Defining Leadership
• Leadership is the process influencing followers and
subordinates to achieve goals of the organizations
• According to Ralph Stogdill, leadership can be defined
in terms of followers, task, the performance of the
organization, accomplishment of organizational goals
and so on.
• Keith Davis defined leadership as the process of
influencing followers in the accomplishment of the goal
of the organization in a particular situation
• Leadership can be expressed through a equation;
• Leadership= f (lfs) where f=function, l=leader,
f=followers and s= situation
5. 5
Leadership-Significance
• Effective leadership gives direction to the efforts of all
workers in accomplishing the goals of the
organization. It is the human factor that binds a group
together and motivates it toward goal achievement.
• Leadership transforms potential into reality
• Effective leadership in organization provides higher-
quality and more efficient goods and services
• It provides a sense of cohesiveness, personal
development and higher level of satisfaction among
the employees
• It provides an overarching sense of direction and
vision, an alignment with environment, a healthy
mechanism for innovation and creativity and a
resource for invigorating organizational culture
6. Types of Leadership Style
• Autocratic:
• Leader makes decisions without reference to
anyone else
• High degree of dependency on the leader
• Can create de-motivation and alienation
of staff
• May be valuable in some types of business
where decisions need to be made quickly and
decisively
7. Types of Leadership Style
• Democratic:
• Encourages decision making
from different perspectives – leadership may be
emphasised throughout
the organisation
• Consultative: process of consultation before
decisions are taken
• Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct
8. Types of Leadership Style
• Democratic:
• May help motivation and involvement
• Workers feel ownership of the firm and its
ideas
• Improves the sharing of ideas
and experiences within the business
• Can delay decision making
9. Types of Leadership Style
• Laissez-Faire:
• ‘Let it be’ – the leadership responsibilities
are shared by all
• Can be very useful in businesses
where creative ideas are important
• Can be highly motivational,
as people have control over their working life
• Can make coordination and decision making
time-consuming and lacking in overall direction
• Relies on good team work
• Relies on good interpersonal relations
10. Types of Leadership Style
• Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision but may
consult
• Believes in the need to support staff
11. 11
Leadership-Approaches
• Great Man Theories/ Trait Approach (Leaders are born , not
made)
• Behavioral Approach-Leadership traits can be taught
• Situational Approach-Situation determines leadership
effectiveness
Great Man Theories
• It assumes that great men rise to leadership positions because
of their superior abilities attributes
• Keith Davis identified four traits that are related to effective
leadership. These are-intelligence, social maturity and breadth,
inner motivation and achievement
• Main leadership traits and skills identified by Stogdill(1974) are
• Traits - Adaptable to situations - Alert to social environment -
Ambitious and achievement-orientated - Assertive -
Cooperative - Decisive - Dependable - Dominant (desire to
influence others) - Energetic (high activity level) - Persistent -
Self-confident - Tolerant of stress - Willing to assume
12. 12
Leadership-Approaches
• Skills - Clever (intelligent) - Conceptually skilled -
Creative - Diplomatic and tactful - Fluent in speaking -
Knowledgeable about group task - Organized
(administrative ability) - Persuasive - Socially skilled
• This approach fell into disfavor because factors
separate from the leader such as the situation or the
subordinates were not take into consideration
• It failed to find one single trait that identified a person
as a leader regardless of the situation
• Leadership turned from personality variables to
looking at the specific behaviors that would
differentiate effective from ineffective leaders
13. 13
Leadership-Approaches
Behavioral Approach
• This approach is focused on the leadership roles and
relationships with the followers
• It involves the behavioral pattern which is used by the
leader to influence the followers to achieve the goals
of the organization
• Two influential studies- Ohio State Studies and
Managerial Grid Studies
• Ohio State Studies- A series of studies on leadership
was conducted at Ohio State University to find out the
most important behavior of leaders. To do this they
developed a questionnaire called Leader Behavior
Description Questionnaire (LBDQ). An analysis of
thousands of identified two major factors in leader
behavior
14. 14
Leadership-Approaches
Behavioral Approach
• Consideration-behavior concerned with well-being
and esteem of followers and satisfying their needs.
• It is an indicative of friendship, mutual trust and
respect in the relationship between the leader and the
followers.
• Initiation of Structure -behaviors designed to assign
tasks and roles to groups and to focus on performing
the task.
• Leaders try to establish well defined patterns of
organization, channel of communication and methods
of procedure.
15. 15
Leadership-Approaches
Behavioral Approach
• Initiating structure and consideration are two independent
dimensions that give rise to four types of leadership behavior.
They are
1. A leader who is high on structure and low on consideration is
more interested in the task (planning, communication) of the
organization.
2. A leader who is high on consideration and low on structure
tends to encourage superior-subordinate cooperation.
3. A leader who is high on both structure and consideration is
interested in both work and people.
4. A leader who is low on both structure and consideration is
neither interested in work nor in the workers, he is a sleeping
type leader.
Unfortunately the way in which leaders behaved had little to do
with how they performed
16. 16
Leadership-Approaches
Behavioral Approach (Managerial Grid)
• The Managerial Grid developed by Robert Blake and
Jane Mouton focuses on task (production) and
employee (people) orientations of managers, as well
as combinations of concerns between the two
extremes.
• A grid with concern for production on the horizontal
axis and concern for people on the vertical axis and
plots five basic leadership styles.
• The first number refers to a leader's production or
task orientation; the second, to people or employee
orientation.
• They identified five types of basic leadership styles
through the managerial grid
18. 18
Leadership-Approaches
Behavioral Approach (Managerial Grid)
• (1,1) Impoverished Management-Effective
production is unobtainable because people are lazy,
apathetic and indifferent. Sound and mature
relationships are difficult to achieve. Conflict is
inevitable, leader relies on previous practices
• (9,1)Task Management- management is task
oriented, a leader’s responsibility is to plan, direct
and control the work of those subordinate to him/her.
• (1,9) Country Club Management-voluntary
cooperation is needed to obtain high level of
production (lack of conflict and good fellowship)
19. 19
Leadership-Approaches
Behavioral Approach (Managerial Grid)
• (5,5)Middle of the Road-Push for production but do
not go all out. Give some but not all. Be fair and firm(
mgt compromises, finds difficulty in innovation and
change)
• (9,9) Team Management-Production is from
integration of task and human requirements. Tasks
need to be carefully explained and decision agreed
with the subordinates
• Blake and Mouton propose that “Team
Management” - a high concern for both employees
and production - is the most effective type of
leadership behavior. However, (9,1) is the most
popular in organizations.
20. 20
Leadership-Approaches
Situational/Contingency Approach
• Whilst behavioral theories may help managers
develop particular leadership behaviors they give
little guidance as to what constitutes effective
leadership in different situations.
• Indeed, most researchers today conclude that no
one leadership style is right for every manager under
all circumstances.
• Instead, contingency-situational theories were
developed to indicate that the style to be used is
contingent upon such factors as the situation, the
people, the task, the organization, and other
environmental variables.
• The major theories contributing towards this school
of thought are described below.
21. 21
Leadership-Contingency Theory
• Fiedler's contingency theory postulates that there is
no single best way for managers to lead.
• Situations will create different leadership style
requirements for a manager. The solution to a
managerial situation is contingent on the factors that
impinge on the situation.
• For example, in a highly routine (mechanistic)
environment where repetitive tasks are the norm, a
relatively directive leadership style may result in the
best performance, however, in a dynamic
environment a more flexible, participative style may
be required.
• Least Preferred Co-Worker (LPC) Questionnaire
• An instrument that purports to measure whether a person is
task- or relationship-oriented.
22. 22
Leadership-Contingency Theory
• Fiedler postulates that three important situational
dimensions are assumed to influence the leader’s
effectiveness. They are:
• Leader-member relations: the degree of
confidence the subordinates have in the leader. It
also includes the loyalty shown to the leader and the
leader’s attractiveness.
• Task structure: the degree to which the followers’
jobs are routine as contrasted with non-routine.
• Position power: the power inherent in the
leadership position. It includes the rewards and
punishments typically associated with the position,
the leader’s formal authority (based on ranking in the
managerial hierarchy), and the support that the
leader receives from supervisors and the overall
organization.
24. 24
Leadership-Contingency Theory
• Managers were rated as to whether they were
relationship oriented or task oriented.
• Task oriented managers tend to do better in
situations that have good leader-member
relationships, structured tasks, and either weak or
strong position power. They do well when the task is
unstructured but position power is strong. Also, they
did well at the other end of the spectrum when the
leader member relations were moderate to poor and
the task was unstructured.
• Relationship oriented managers do better in all other
situations. Thus, a given situation might call for a
manager with a different style or a manager who
could take on a different style for a different situation.
25. 25
Leadership-Contingency Theory
• These environmental variables are combined in a
weighted sum that is termed "favorable" at one end and
"unfavorable" at the other. Task oriented style is
preferable at the clearly defined extremes of "favourable"
and "unfavorable" environments, but relationship
orientation excels in the middle ground. Managers could
attempt to reshape the environment variables to match
their style.
• Another aspect of the contingency model theory is that
the leader-member relations, task structure, and position
power dictate a leader's situational control. In a favorable
relationship the manager has a high task structure and is
able to reward and or punish employees without any
problems. In an unfavorable relationship the task is
usually unstructured and the leader possesses limited
authority. The spelling out in detail (favorable) of what is
required of subordinates affects task structure.
27. • Path-Goal Theory Perspective
• Conditions of Leadership Motivation
• Leader Behaviors & Subordinate
Characteristics
• Task Characteristics
• How Does the PGT Approach Work?
Overview
28. Path-Goal Theory (House, 1971) Description
Path-goal theory centers on how leaders
motivate subordinates to accomplish
designated goals
Emphasizes the relationship between
the leaders style
the characteristics of the subordinates
the work setting
DefinitionDefinition
29. Path-Goal Theory (House, 1971) Description
• Goal - To enhance employee performance and satisfaction by
focusing on employee motivation
• Motivational Principles (based on Expectancy Theory) -
Subordinates will be motivated if they believe:
• they are capable of performing their work
• that their efforts will result in a certain outcome
• that the payoffs for doing their work are worthwhile
PerspectivePerspective
30. Challenge to Leader
• Use a Leadership Style that best meets subordinates
motivational needs
• choose behaviors that complement or supplement
what is missing in the work setting
• enhance goal attainment by providing information or
rewards
• provide subordinates with the elements they need to
reach their goals
31. Conditions of Leadership Motivation
• It increases the number and kinds of payoffs
subordinates receive from their work
• Makes the path to the goal clear and easy to
travel through with coaching and direction
• Removes obstacles and roadblocks to
attaining the goal
• Makes the work itself more personally
satisfying
Leadership generates motivation when:
34. Major Components of Path-Goal Theory
Path-Goal Theory Suggests:
Each type of leader behavior has a
different kind of impact on
subordinates motivation
Whether or not a particular leader
behavior is motivating is contingent on
– subordinate characteristics
– task characteristics
35. Leader Behaviors
Directive Leadership
• Leader who gives subordinates task instruction
including:
• What is expected of them
• How task is to be done
• Timeline for task completion
• Leader -
• sets clear standards of performance
• makes rules & regulations clear to subordinates
36. Leader Behaviors
Supportive Leadership
• Refers to being friendly and approachable as a leader
and includes:
• Attending to well-being & human needs of
subordinates’
• Using supportive behavior to make work environment
pleasant
• Treating subordinates as equals & give them respect
for their status
37. Leader Behaviors
Participative Leadership
• Leader who invites subordinates to share in the
decision-making
• A participative leader:
• Consults with subordinates
• Seeks their ideas & opinions
• Integrates their input into group/organizational
decisions
38. Leader Behaviors
Achievement Oriented Leadership
• Leader who challenges subordinates to perform work at
the highest level possible
• An achievement oriented leader:
• Establishes a high standard of excellence for
subordinates
• Seeks continuous improvement
• Demonstrates a high degree of confidence in
subordinates’ ability to establish & achieve challenging
goals
39. Subordinate Characteristics
• Determine how a leader’s behavior will be interpreted
by subordinates in a given work context
• Researchers focus on subordinates’
• Need for affiliation
• Preferences for structure (less uncertainty)
• Desires for control (Locus of Control)
• Self-perceived level of task ability
40. Subordinate Characteristics
Strong need for affiliation
– Friendly and concerned leadership is a source
of satisfaction
– Supportive Leadership
Preference for Structure
– Dogmatic & authoritarian
Leadership provides psychological structure, task
clarity & greater sense of certainty in work setting
– Directive Leadership
41. Subordinate Characteristics
Desire for Control
– Internal locus of control
Leadership that allows subordinates to feel in
charge of their work & makes them an integral part
of the decision-making process
Participative Leadership
– External locus of control
Leadership that parallels subordinates feelings that
outside forces control their circumstances
Directive Leadership
42. Subordinate Characteristics
Perception of their own ability –
specific task
– As perception of ability and competence
goes up need for highly directive
leadership goes down.
– Directive leadership may become
redundant – possibly excessively
controlling
44. Task Characteristics
• Unclear and ambiguous - Leader needs to
provide structure
• Highly repetitive - Leader needs to provide
support to maintain subordinate motivation
• Weak formal authority - If formal authority
system is weak, the leader needs to assist
subordinates by making rules and work
requirements clear
• Nonsupportive/weak group norms - Leader
needs to help build cohesiveness and role
responsibility
Task Situations Requiring Leader InvolvementTask Situations Requiring Leader Involvement
45. Task Characteristics
ObstaclesObstaclesObstaclesObstacles
• Anything in the work setting that gets in the way of
subordinates
• They create excessive uncertainties, frustrations,
or threats for subordinates
• Leaders responsibility is to help subordinates by –
• Removing the obstacles
• Helping subordinates around them
• Assisting with obstacles will increase
• Subordinates’ expectations to complete the task
• Their sense of job satisfaction
46. How Does the Path-Goal Theory
Approach Work?
• Focus of Path-Goal Theory
• Strengths
• Criticisms
• Application
47. How Does Path-Goal Theory Work?
• The leader’s job is to help subordinates reach their goals
by directing, guiding, and coaching them along the way
• Leaders must evaluate task and subordinate
characteristics and adapt leadership style to these
• The theory suggests which style is most appropriate for
specific characteristics
48. Path-Goal Theory Approach
• Path-goal theory is a
complex but also
pragmatic approach
• Leaders should choose
a leadership style that
best fits the needs of
subordinates and their
work
• Path-goal theory
provides a set of
assumptions about how
different leadership
styles will interact with
subordinate
characteristics and the
work situation to affect
employee motivation
FocusFocusFocusFocus Overall ScopeOverall ScopeOverall ScopeOverall Scope
50. Strengths
• Useful theoretical framework. Path-goal theory is
a useful theoretical framework for understanding
how various leadership behaviors affect the
satisfaction of subordinates and their work
performance.
• Integrates motivation. Path-goal theory attempts
to integrate the motivation principles of expectancy
theory into a theory of leadership.
• Practical model. Path-goal theory provides a
practical model that underscores and highlights the
important ways leaders help subordinates.
51. Criticisms
• Interpreting the meaning of the theory can be
confusing because it is so complex and
incorporates so many different aspects of
leadership; consequently, it is difficult to implement.
• Empirical research studies have demonstrated only
partial support for path-goal theory.
• It fails to adequately explain the relationship
between leadership behavior and worker motivation.
• The path-goal theory approach treats leadership as
a one-way event in which the leader affects the
subordinate.
52. Application
• PGT offers valuable insights that can be
applied in ongoing settings to improve one’s
leadership.
• Informs leaders about when to be directive,
supportive, participative, or achievement
oriented
• The principles of PGT can be employed by
leaders at all organizational levels and for all
types of tasks
53. 53
Improving Leadership
Selection and Placement-
• To match leader with job
• Job description/analysis to know the characteristics of the
leader
• Personality traits, Skills, knowledge and behavior (cv.
Interviews and assessment center-role playing, work samples)
Situational Engineering- one alternative to matching leaders
and positions is changing the situation to make it more
favorable for the leader. The only program for doing so is
Leader Match.
• It is difficult to change leadership style over night
• It is easier to diagnose situations in which leaders are likely to
perform best and to modify situations so they match the
leader’s style (by applying LPC-Least preferred coworker)
Leadership Training -change the leader to fit the requirement
of the position to train the leader (innovative techniques-case
analysis, role modeling, simulations, higher education,
courses) and so on