The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
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.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
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 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.
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.
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
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 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.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
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 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.
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.
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
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.
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 discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
The document outlines three phases of leadership development: emerging leader, developing leader, and strategic leader. Each phase presents specific challenges and has coaching conversations focused on helping leaders overcome challenges to advance to the next phase. Emerging leaders are new to leadership and focus on networking and managing day-to-day tasks. Developing leaders take on greater responsibility and focus on values-based leadership. Strategic leaders are senior executives who focus on business goals, succession planning, and developing a strategic approach.
Performance management is a strategic process that improves employee performance by aligning individual objectives with organizational goals. It involves continuous feedback, development of skills and capabilities, and rewarding employees for achieving targets. The key aspects of performance management are establishing performance standards, measuring and reviewing performance, providing feedback, and developing employees.
The document discusses the differences between leadership and management. It states that effective leadership involves putting the right things first and effective management involves discipline and carrying things out. Leaders have followers and focus on people, while managers have subordinates and focus on work. The document also outlines different leadership styles and compares the roles of leaders and managers. It notes that leadership and management must be complementary and that the most effective managers are also leaders.
The document discusses five major topics related to organizational development: employee empowerment, leadership and change, team building and teamwork, communication, and education/training. It provides details on concepts like empowering employees through suggestion systems, the roles of leadership in quality initiatives and change management, factors that influence effective teamwork, strategies for communication quality priorities, and techniques for improving listening skills. The overall focus is on developing employees and optimizing organizational performance.
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.
The document discusses leadership styles and theories. It begins by describing a story about leaders guiding workers to clear a jungle to build a port. It then discusses different leadership styles like autocratic, democratic, laissez-faire, and paternalistic. It also summarizes several leadership theories including trait theory, behavioral theories, role theory, the managerial grid model, participative theories, and Likert's leadership styles. The document provides an overview of concepts related to leadership.
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.
The document discusses different leadership styles including charismatic, innovative, authoritative, laissez-faire, pacesetting, servant, situational, and transformational. It notes that the author identifies with a servant leadership style, putting followers' needs first, while their supervisor adapts their style to situations and helps less experienced employees develop. Effective leadership depends on the context but often involves empowering and developing team members through good communication and involvement in decision-making.
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
Situational leadership theory proposes that there is no single best leadership style and that effective leadership depends on the readiness level of the group or individual. The theory identifies four leadership styles (telling, selling, participating, and delegating) based on the amount of task behavior and relationship behavior exhibited. It also identifies four developmental levels of group maturity (M1-M4). The theory asserts that effective leadership involves matching one's style to the competence and commitment level (D1-D4) of the group for the task. The key to effective leadership is correctly assessing the situation and applying the appropriate leadership style.
The document outlines key concepts in leadership theory, including:
- Early theories focused on identifying leadership traits or behaviors but had mixed results. Later behavioral theories identified two dimensions - task orientation and relationship orientation.
- Contingency theories propose that leadership effectiveness depends on matching leadership style to situational factors. Fiedler's model and situational leadership theory examine this.
- Contemporary views distinguish transactional from transformational leadership and discuss charismatic, visionary, and team leadership.
- Current issues include developing credibility, providing ethical leadership, empowering employees, and addressing cross-cultural differences in leadership.
The document discusses effective performance management systems, outlining that they should align with organizational strategy and culture, be practical and easy to use, and monitor both results and behaviors. It also provides details on the key aspects of a performance management cycle including planning, monitoring, and reviewing performance. Guidelines are presented for setting goals for employees using the SMART framework and providing constructive feedback.
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.
Leadership is about influencing others through vision and motivation, while management focuses on implementing plans and tasks. A leader inspires others to do better work, while a manager ensures work gets done. Effective leaders are long-term thinkers who motivate others with a compelling vision and strong values. Traits like integrity, problem-solving skills, and developing people are key factors for strong leadership.
The document discusses various aspects of leadership including types of leadership, importance of leadership, leadership styles, characteristics of leadership, recent approaches to leadership, and qualities of an effective leader. It describes formal and informal leadership, and transactional vs transformational leadership styles. Effective leadership motivates employees, facilitates change, builds cooperation, and protects the interests of the group.
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.
This document discusses various concepts related to management and leadership. It covers management functions like planning, organizing, leading, and controlling. It also discusses managerial roles, activities, skills, and different types of managers. The document then covers various leadership concepts like Likert's job-centered and employee-centered leadership styles, Lewin's leadership styles, the structure and consideration leadership model, and several other leadership theories. It also discusses empowerment, impression management, decision making processes, and creativity tools.
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 discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
The document outlines three phases of leadership development: emerging leader, developing leader, and strategic leader. Each phase presents specific challenges and has coaching conversations focused on helping leaders overcome challenges to advance to the next phase. Emerging leaders are new to leadership and focus on networking and managing day-to-day tasks. Developing leaders take on greater responsibility and focus on values-based leadership. Strategic leaders are senior executives who focus on business goals, succession planning, and developing a strategic approach.
Performance management is a strategic process that improves employee performance by aligning individual objectives with organizational goals. It involves continuous feedback, development of skills and capabilities, and rewarding employees for achieving targets. The key aspects of performance management are establishing performance standards, measuring and reviewing performance, providing feedback, and developing employees.
The document discusses the differences between leadership and management. It states that effective leadership involves putting the right things first and effective management involves discipline and carrying things out. Leaders have followers and focus on people, while managers have subordinates and focus on work. The document also outlines different leadership styles and compares the roles of leaders and managers. It notes that leadership and management must be complementary and that the most effective managers are also leaders.
The document discusses five major topics related to organizational development: employee empowerment, leadership and change, team building and teamwork, communication, and education/training. It provides details on concepts like empowering employees through suggestion systems, the roles of leadership in quality initiatives and change management, factors that influence effective teamwork, strategies for communication quality priorities, and techniques for improving listening skills. The overall focus is on developing employees and optimizing organizational performance.
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.
The document discusses leadership styles and theories. It begins by describing a story about leaders guiding workers to clear a jungle to build a port. It then discusses different leadership styles like autocratic, democratic, laissez-faire, and paternalistic. It also summarizes several leadership theories including trait theory, behavioral theories, role theory, the managerial grid model, participative theories, and Likert's leadership styles. The document provides an overview of concepts related to leadership.
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.
The document discusses different leadership styles including charismatic, innovative, authoritative, laissez-faire, pacesetting, servant, situational, and transformational. It notes that the author identifies with a servant leadership style, putting followers' needs first, while their supervisor adapts their style to situations and helps less experienced employees develop. Effective leadership depends on the context but often involves empowering and developing team members through good communication and involvement in decision-making.
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
Situational leadership theory proposes that there is no single best leadership style and that effective leadership depends on the readiness level of the group or individual. The theory identifies four leadership styles (telling, selling, participating, and delegating) based on the amount of task behavior and relationship behavior exhibited. It also identifies four developmental levels of group maturity (M1-M4). The theory asserts that effective leadership involves matching one's style to the competence and commitment level (D1-D4) of the group for the task. The key to effective leadership is correctly assessing the situation and applying the appropriate leadership style.
The document outlines key concepts in leadership theory, including:
- Early theories focused on identifying leadership traits or behaviors but had mixed results. Later behavioral theories identified two dimensions - task orientation and relationship orientation.
- Contingency theories propose that leadership effectiveness depends on matching leadership style to situational factors. Fiedler's model and situational leadership theory examine this.
- Contemporary views distinguish transactional from transformational leadership and discuss charismatic, visionary, and team leadership.
- Current issues include developing credibility, providing ethical leadership, empowering employees, and addressing cross-cultural differences in leadership.
The document discusses effective performance management systems, outlining that they should align with organizational strategy and culture, be practical and easy to use, and monitor both results and behaviors. It also provides details on the key aspects of a performance management cycle including planning, monitoring, and reviewing performance. Guidelines are presented for setting goals for employees using the SMART framework and providing constructive feedback.
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.
Leadership is about influencing others through vision and motivation, while management focuses on implementing plans and tasks. A leader inspires others to do better work, while a manager ensures work gets done. Effective leaders are long-term thinkers who motivate others with a compelling vision and strong values. Traits like integrity, problem-solving skills, and developing people are key factors for strong leadership.
The document discusses various aspects of leadership including types of leadership, importance of leadership, leadership styles, characteristics of leadership, recent approaches to leadership, and qualities of an effective leader. It describes formal and informal leadership, and transactional vs transformational leadership styles. Effective leadership motivates employees, facilitates change, builds cooperation, and protects the interests of the group.
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.
This document discusses various concepts related to management and leadership. It covers management functions like planning, organizing, leading, and controlling. It also discusses managerial roles, activities, skills, and different types of managers. The document then covers various leadership concepts like Likert's job-centered and employee-centered leadership styles, Lewin's leadership styles, the structure and consideration leadership model, and several other leadership theories. It also discusses empowerment, impression management, decision making processes, and creativity tools.
The document discusses various concepts related to leadership including definitions of leadership, transformational leadership, and important leadership concepts. It outlines James MacGregor Burns' concept of transformational leadership where leaders inspire followers to achieve higher levels of performance. The document also discusses the seven habits of highly effective people including being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergy, and sharpening the saw. Finally, it discusses the importance of communication in leadership and the types of formal and interactive communication.
Directing involves leading people in a manner that achieves organizational goals through proper allocation of resources and support. Effective directing requires interpersonal skills like motivation, command, control, collaboration, and communication. A key skill is motivating people by making them feel involved and appreciated for their contributions to the team. Directing styles range from authoritarian to delegative depending on the situation and level of follower experience and autonomy. The most effective approach often involves elements of multiple styles.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
This document discusses the functions, roles, and skills of a manager according to a management course assignment submitted by a group of students. It outlines the five basic functions of a manager as planning, organizing, staffing, directing, and controlling. It describes the interpersonal, informational, and decisional roles of a manager. Finally, it outlines important managerial skills such as technical skills, interpersonal skills, conceptual skills, diagnostic skills, communication skills, decision-making skills, and time-management skills.
This document discusses key concepts in educational management including leadership, planning, administration, organization, and direction. It provides definitions and explanations of these concepts. For example, it defines leadership as influencing others' behavior to achieve group goals, and planning as selecting alternatives and identifying outcomes before commitment. It also outlines components of educational management systems like the leadership framework and its principles of leading people, oneself, and the organization.
The document provides information on the role of a team leader in developing an effective team. It discusses that a team leader should provide guidance, delegate work, oversee progress, coach team members, and serve as a mentor. Additionally, the leader must understand their role and perform it properly to help the team produce well and become an efficient part of the company. Some key responsibilities of a leader include resolving conflicts, setting direction, serving as a spokesperson, setting an example, and managing colleagues effectively through clear communication, building trust, and showing respect.
The document discusses different types of leadership styles including autocratic, democratic, laissez-faire, bureaucratic, transactional, and transformational. It provides descriptions of each style, including benefits and downsides, and situations where each style would be appropriate or inappropriate. It also discusses traits of good leaders including physical, emotional, social, intelligence, communication skills, experience, and being trustworthy. Finally, it discusses narrow vs wide span of control and indicates that an autocratic or bureaucratic style would best suit an organization with a narrow span of control given the need for strict guidance and control in such a structure.
The document discusses different management styles including participative, delegative, coaching, and directing styles. It also discusses the situational leadership model which suggests that the appropriate leadership style depends on the situation and readiness of followers. The situational leadership model includes four types of leadership: directing for low willingness and ability; coaching for high willingness but low ability; supporting for low willingness but high ability; and delegating for high willingness and ability.
MBA MCO101 Unit 8 A Lecture 9 200806 XxDerek Nicoll
The document discusses concepts related to motivation, leadership, groups, and teams. It covers topics like leadership theories including Fiedler's contingency theory, path-goal theory, and situational leadership theory. It also discusses the differences between leaders and managers, leadership traits and behaviors, decision making theories, and types of charismatic leadership.
MBA MCO101 Unit 8 A Lecture 9 200806 XxDerek Nicoll
The document discusses concepts related to motivation, leadership, groups, and teams. It covers topics like leadership theories including Fiedler's contingency theory, path-goal theory, and situational leadership theory. It also discusses the differences between leaders and managers, leadership traits and behaviors, decision making theories, and types of charismatic leadership.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
The document discusses various theories and styles of leadership. It begins by defining leadership and the relationship between leadership and management. It then covers several theories of leadership, including: trait theory, behavioral theory, contingency theory, path-goal theory, and the managerial grid. It also discusses different leadership styles such as autocratic, democratic, laissez-faire, and participative styles. The objectives are to discuss different leadership theories and styles.
This is a presentation by Dr. Shamsuddin Bolatito at the 2nd Young Leaders Academy organised by Sheikh Abdallah Makki Centre for Training and Reformation of Thought Centre in Khartoum, Sudan.
Leadership Skills For Your Startup Growth - Patrick Henry Entropic Patrick Henry Entropic
This document discusses leadership skills for startups and organizational growth. It covers five key topics: management functions and styles, the role and work of managers, different management levels, management styles, and leadership. The management functions are planning, organizing, staffing, implementing, and controlling. Tactical management is more directive while strategic management involves employees in decision-making. Effective leadership requires understanding others, communication skills, and developing trust. Organizational success depends on ethical behavior and treating all stakeholders fairly.
MB0038 – Management Process and Organization Behaviorswejs
This document provides an overview of management processes and organization behavior for a Master of Business Administration program. It discusses managerial roles and skills, including monitoring work, integrating efforts, and providing leadership. It describes the three main roles according to Mintzberg as informational, decisional, and interpersonal. Technical, human, and conceptual skills are also outlined. Methods for shaping employee behavior are discussed, including positive reinforcement through rewards and negative reinforcement by removing rewards for undesired behavior.
Leadership is both a research area and a practical skill, regarding the ability of an individual or organization to lead or guide other individuals, teams, or entire organizations. Controversial viewpoints are present in the literature, among Eastern and Western approaches to leadership.Leaders help themselves and others to do the right things. They set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to win as a team or an organization, and it is dynamic, exciting, and inspiring
Leadership represent the personality who Creates an inspiring vision of the future,Motivates and inspires people to engage with that vision,Manages delivery of the vision & Coaches and builds a team, so that it is more effective at achieving the vision.
Leadership can be hard to define and it means different things to different people.In the transformational leadership model, leaders set direction and help themselves and others to do the right thing to move forward. To do this they create an inspiring vision, and then motivate and inspire others to reach that vision. They also manage delivery of the vision, either directly or indirectly, and build and coach their teams to make them ever stronger.
MB0038 – Management Process and Organization Behaviorswejs
This document discusses managerial roles and skills. It begins by defining key terms like organization, managers, and managerial roles. It then outlines Mintzberg's three categories of managerial roles: informational, decisional, and interpersonal. Within each category are sub-roles that managers fulfill, such as monitor, spokesperson, entrepreneur, and liaison. Next, it discusses three essential management skills according to Katz: technical, human, and conceptual skills. The document then provides tips for improving management skills and discusses methods for shaping employee behavior, including positive reinforcement, negative reinforcement, punishment, and extinction. Factors that influence perception are also outlined, such as characteristics of the perceiver, target, and situational context.
Similar to Leadership and empowerment , delegation skill (20)
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/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
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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.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Leadership and empowerment , delegation skill
1.
2.
3. Planning:
Is a process includes defining goals, establishing strategy, and developing plans
to coordinate activities.
4. Organizing:
Is a process that determines what tasks are to be done, who
needs to do them, how the tasks are to be grouped, who
reports to whom and where decisions are to be made.
5. Leading:
Is a function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving
conflicts.
6. Controlling:
Is a function that monitors activities to ensure that they are being
accomplished as planned and correct any significant deviations.
7.
8. Intrapersonal Roles
Figurehead-represents the company insocial or civic functions.
Leader-motivates and directs employees; act as role
model and mentor.
Liaison-maintains a wide network ofoutside contacts for
possible information/ favors when the needs arises.
9. Informational Roles
Monitor- receives and screen information inside and outside
the organization.
Disseminator-transmit, sends and transfers information
received from outside contact to members of the organization.
Spokesperson-transmit information to outsiders on organization
plans, policies, procedures and results.
10. DecisionalRoles
Entrepreneur- look for opportunities in and out of the
organization, initiates projectsfor improvements.
ResourceAllocator- approves organizational decisions on
purchases, sources of supplies and raw materials.
Negotiator- represents the organization major businessdeals
and negotiation.
11. Managerial Activities
TraditionalM anagement
Includesdecision making,planning,budgeting and controlling.
Communication:
includes exchanging routine information and processing paper works.
Human resource management:
includes motivating, disciplining,managing conflicts, staffing and training.
Networking :
includes socializing, politicking and interacting with outsiders.
15. Linker's Job-centered &Employee-centered Leadership
Job-centeredapproach
uses legitimate power and force to influence employee behavior.
Employee-centered approach
uses a more liberal leadership style by creating a more supportive work
environment.
Lewin’s leadership Styles
Autocratic leadership
uses strong, direct, & controlling actions to enforce rules & regulations.
Democratic leadership
takes collaborative, reciprocal & cooperative actions of followers.
Laissez-faire
means that the leader does not want to take his responsibility as leader.
16. Structure&Consideration
Structure : includes establishing well-defined patterns of job assignments &
channels of communication.
Consideration : involves a more approachable leadership style such as
building mutual trust, warmth & rapport with subordinates.
Fiedler’sContingency LeadershipModel
Assumes that group performance can only be achieved through the interaction
between leadership style and situational favorableness or compatibility.
Path Goal Model : asserts that leaders can be effective by influencing their
subordinates through motivation, performance ability & satisfaction.
Directive Leader: informs his expectations to his subordinates.
•Supportive Leader treatshis subordinates equally.
•Participative Leader gets the suggestions of his followers before reaching a decision.
•Achievement-oriented Leader seeks challenging goal, provides training & sets high
expectations for his followers.
17. Situational LeadershipTheory:
asserts that the leaders’ ability to determine follower’s maturity & adapt the
most appropriate leadership style.
Telling leader : informs followers what, where, how & when to do the tasks.
Vroom-Jago LeadershipModel:
assumes that no single leadership style is appropriate for a particular situation.
Autocratic - where the leader makes the decision by himself without getting
inputs from his subordinates.
Consultative -where the followers have some inputs but the leader still makes
the final decision.
Group -where the entire group makes the decision with the leader as just an
ordinary group member
Delegated - where the leader authorizes the group to make the decision.
18. Attribution Theory
views the leader as the information processor. The leader classifies the causes of follower’s behavior
as one of the following: person, entity, and context.
CharismaticLeadership asserts the emergence of leaders with exceptional qualities,
a charisma that motivates employees to achieve outstanding performance.
Transactional Leadership emphasizes that leaders help followers to identify what must be
accomplished to get the desired results.
Transformational Leadership
where the leaders help followers to achieve long-term rather that short-term self-interest & forself-
actualization rather than for security.
Coaching is an everyday transaction between a leader and a follower. A manager helps a subordinate
to improve his performance.
P-oriented &M-oriented Leadership Style
P-oriented leadership : encourages a fast work pace and emphasizes good quality & high accuracy.
M-oriented leadership is sensitive to employee’s feelings.
Douglas McGregor's Theory :TheoryX and TheoryY
Theory X supportsthe authoritarian management style.
Theory Yencourages the participative management.
20. Empowerment
Is defined as a process of enhancing feelings of self-efficacy among
organizational members through the identification of conditions that foster
powerlessness & through their removal by both formal organizational
practices & informal techniques of providing efficacy information.
StagesintheEmpowerment Process
Remove conditions/hindrances for empowerment
Enhance conditions for empowerment
Perception of employees on the empowerment process.
Performance is improved
21. ImpressionManagement
Is defined as the process by which individuals attempt to control the
impression. People who are concerned with impression management are the high
monitors. They are good at reading situations & molding their appearance to fit each
situations. Low self-monitors tend to present their self-images according to their
personalities.
ImpressionManagement Techniques
Conformity- agreeing to the opinions of others to gain their approval.
Excuse -giving excuses or alibis on the present decision on order to minimize the
severity of the alternative not chosen.
Apologies- admitting accountability for a mistake & immediate giving an apology.
Self-promotion- downplaying weaknesses, emphasizing strengths, and highlighting
one’s best qualities by comparing achievements with someone else’s.
Flattery-Giving compliments to others in an attempt to be more likable & pleasing to
others.
Association-enhancing or protecting one’s image and providing information that will
highlight one’s association with someone, who has some influence on the situation.
22.
23. Approaches to decisionmaking
Inquiry. It is a very open process that generates multiple alternatives.
It also fosters exchange of ideas and produces a well-tested
solution.
Advocacy. It involves participants who are passionate about their preferred
solutions. They stand firm in the face of disagreement.
Typesof Decision
Programmed: There is adefinite procedure for handling decisions.
Non-programmed: This is unstructured with no established
procedure for handling decisions.
Group vs.Individual Decision Making
Groups can better establishgoals and objectives than individuals.
Individuals efforts are required in identifying alternative courses of action as
compared to groups.The latter can evaluate alternative solutions better because of a
collective judgments.
Groups can take more risks than individuals in the selection of the best
alternative.
24. CreativityTools
Brainstorming is used to generate ideas.
Delphi Techniqueinvolves gathering and comparing unknown solutions to a problem
through a questionnaire. Thisis sent to participants through mail and analysts evaluate
their responses.
Nominal Group Techniquewherein each participants is asked to write on a sheet of
paper then presents to the group in a round-robbin fashion.
ThreeC’sin the Decision Making
Conflict
Cognitive conflict - involves disagreements over ideas and assumptions and differing
views on the best way to proceed.
Affective conflict-involves personal friction, rivalries & clashes in personalities.
Consideration- is where the leader who should still decide but the participants should
also believe that their views were considered and they were given the opportunity to
express themselves & influence the final decision.
Closure- where leadersshould avoid deciding too early or deciding too late.
25. Modelsof DecisionMaking
1.RationalModel(Simon,1957) Assumptions:
a)The outcome will becompletely rational
b)The decision maker has aconsistent system of preferences where the best alternative will be drawn
c)The decision maker is aware ofall the possible alternatives
d) The decision maker can predict the probability of success for each alternative.
2. Bounded Rationality Model
a) Managers select the first alternative that is satisfactory
b) Managers recognize that their conception of the world is simple
c) Managers are comfortable in making decisions without determining all the
alternatives
d) Managers make decisions by rules
27. Objectives
Bythe end of this session you will be able to:
Appreciate the importance of delegating to others as
a way to offload work and get more done in your busy
life.
Face your fear of delegation and learn to think
positively of delegating tasks to others.
Adopt an appropriate strategy to delegate the right
task to the right people at the right time and in the
right way.
Use a systematic step-by-step approach to brief
people on what you want to delegate tothem.
28. WhatisDelegation?
Delegation is the assignment of responsibility to another person for the
purpose of carrying out specific job-related activities. Delegation is a shift of
decision- making authority from one organizational level to another.
Benefitsof Delegation
Manager / Supervisor Benefits
Reduced stress
Improved time management
Increased trust
Employee Benefits
Professional knowledge and skilldevelopment
Elevated self-esteem and confidence
Sense of achievement
Organizational Benefits
Increased teamwork
Increased productivity and efficiency
29. WhyNot?
…its too hard!
…it takes too much time!
…nobody can do it as good
as I can
…nobody else has any
time either……
30.
31. KnowingWhentoDelegate
Delegating can be especially helpful in the following situations:
When the task offers valuable training to an employee
When an employee has more knowledge or experience related to the task than you
When the task is recurring and all employees should be prepared or trained
When the task is of low priority and you have high priority tasks that require
your immediate attention
ToWhomShouldYouDelegate?
When deciding who to select for the task, you must consider:
The current work load of theemployee
The employee’s strengths and weaknesses
The training and experience levels of theemployee
34. StepsinDelegation
I – Introduce thetask
D- Demonstrate clearly what needs to be
done
E - Ensure understanding
A - Allocate authority, information and
resources
L - Let go
S - Support and Monitor
35. IntroducetheTask
Determine the task to be delegated
Determine the tasks to retain
Select the delegate
IntroducetheTask
Determine the taskto bedelegated
Determine the tasksto retain
Select the delegate
Those tasks you
completed prior to
assuming new role
Those tasks your
delegates have more
experience with
Routine activities
Those things not inyour core
competency
36. IntroducetheTask
Determine the taskto
be delegated
Determine thetasks to
retain
Select the delegate
Supervision of the
subordinates
Long-term planning
Tasks only you can do
Assurance of program
compliance
Dismissal of
volunteers/members/par
ents, etc.
37. IntroducetheTask
Determine the task
to be delegated
Determine the tasks
to retain
Select thedelegate
Look at the
individual
strengths/weaknes
ses
Determine the areas
of interest
Determine the need
for development of
the delegate
39. What-WhyStatements
In your groups, brainstorm 5 tasks you are currently
doing that could be delegated.
Determine who would serve as your best delegate
for each of the tasks.
Compose what – why statements foreach of the 5
tasks brainstormed.
42. Allocate…
authority,information,resources
Grant authority to determine process, not
desired outcomes
Provide access to all information sources
Refer delegate to contact persons or
specific resources that have assisted
previously
Provide appropriate training to ensure
success
45. In your group, select one task from your
previous group work. Determine 5
techniques that would be effective for
supporting/monitoring the progress of a
delegate.
47. DelegationStressors
Loss of control?
If you train your subordinates to
apply the same criteria as you would
yourself, then they will be exercising
your control on yourbehalf.
48. DelegationStressors
Too much time spent on explaining the tasks
The amount of time spent up front is, in fact, great. But, continued use of
delegation may free you up to complete more complex tasks and/or gain
you some time foryourself.
49. DelegationStressors
Compromising your own value
By successfully utilizing appropriate delegation, your value to the
group/organization will grow at a greater rate as you will have more time to do
more things…….
50. DelegationObstacles
Lack of support
Managers and employees must be fully supportive of the
delegation efforts in order to be successful
Failure to plan
Taking the time to follow the steps for delegation can avoid
any pitfalls that might otherwise be overlooked
Lack of communication
Communicating the plan in a clear and precise manner
prevents errors caused bymiscommunication
51. DelegationObstacles(cont’d.)
Fear of relinquishing control
Management may be resistant to delegating at first, but
delegation can build trust and morale among managers and
employees
Micromanagement
Micromanagement prevents employees from completing
their assigned tasks and defeats the purpose of delegation
52. SignsofMicromanagement
Micromanaging occurs when a manager assigns a task
to an employee, but prevents the employee from
successfully completing the task on his/her own
Micromanagers usually:
Resist delegating
Prevent employees from making decisions
Revoke tasks after they have beenassigned
Avoid letting employees work independently
53. Howto AvoidMicromanagement
Clearly define the roles andresponsibilities of
managers and employees
Create a written plan andtimeline
Include scheduled meetings and evaluations rather
than frequent ‘check ins’ that can be viewed as
micromanaging
Allow employees and managers to openly
communicate any concerns or questions they may
have
56. Consequencesof poordelegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry
on
Group morale becomes low and people become frustrated
and feel powerless
The skills and knowledge of the group/organization are
concentrated in a fewpeople
New members don’t find any ways to contribute to the
work of the group.
57. And,finally…..
“The secret of success is not in doing your own work
but in recognizing the right [person] to do it.”
~Andrew Carnegie