The document discusses various leadership styles and theories. It begins by describing four main leadership styles: autocratic, bureaucratic, democratic, and laissez-faire. It then examines several leadership theories, including the Great Man Theory, trait theories, behavioral theories from the University of Iowa, Ohio State, and University of Michigan studies, and contingency/situational theories like Fiedler's model and Path-Goal Theory. It also contrasts transactional leadership, which focuses on supervision and goals, with transformational leadership, which inspires followers through shared vision.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
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
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
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
Leadership is the ability to effectively and responsibly engage with people, processes, and programs to achieve organizational, team or individual goals.
Supervision is the set of activities carried out by a person in order to oversee the productivity and progress of employees who report directly to that person in an organization.
Supervision is a management activity and supervisors have a management role in the organization.
In this presentation you can find information on information on Parts of Organization, Leadership Behavior Approach, Leadership Grid Model, Impoverished Leadership Management, Country ClubLeadershipManagement, AuthoritarianLeadershipManagement, Team Leading or LeadershipManagement, Middle of the Road LeadershipManagement, Types of Leadership, The Manager Vs The leader,
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Leadership is the ability to effectively and responsibly engage with people, processes, and programs to achieve organizational, team or individual goals.
Supervision is the set of activities carried out by a person in order to oversee the productivity and progress of employees who report directly to that person in an organization.
Supervision is a management activity and supervisors have a management role in the organization.
In this presentation you can find information on information on Parts of Organization, Leadership Behavior Approach, Leadership Grid Model, Impoverished Leadership Management, Country ClubLeadershipManagement, AuthoritarianLeadershipManagement, Team Leading or LeadershipManagement, Middle of the Road LeadershipManagement, Types of Leadership, The Manager Vs The leader,
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. 2.1 Leadership
Style
Different styles were needed for different situations and
each leader needed to know when to exhibit a particular
approach
Leadership strategies define every leader's personal
leadership style
Three factors that influence which leadership style to use.
1. The manager’s personal background: What personality,
knowledge, values, ethics, and experiences does the
manager have. What does he or she think will work?
2. Staff being supervised: Staff individuals with different
personalities and backgrounds; The leadership style used
will vary depending upon the individual staff and what he
or she will respond best to
3. The organization: The traditions, values, philosophy, and
concerns of the organization influence how a manager acts
Basis leadership styles: Autocratic/ Bureaucratic/ Laisses
faire/ Democratic
3. 2.1.1
Autocratic
style
The classical approach(authocratic).
Manager retains as much power and decision
making authority as possible
• Does not consult staff, nor allowed to give any input
• Staff expected to obey orders without receiving any
explanations
• Structured set of rewards and punishments
Greatly criticized during the past 30 years
In general Autocratic leaders: Rely on threats and
punishment to influence staff ,Do not trust staff and
Do not allow for employee input
4. Essential to
use when
New, untrained staff do not know which tasks
to perform or which procedures to follow
Effective supervision provided only through
detailed orders and instructions
Staff do not respond to any other leadership
style
Limited time in which to make a decision
A manager’s power is challenged by staff ‰
Work needs to be coordinated with another
department or organization
5. Should be
avoided when
Staff become tense, fearful, or
resentful
Staff expect their opinions heard
Staff depend on their manager to
make all their decisions
Low staff morale, high turnover and
absenteeism and work stoppage
6. 2.1.2
Bureaucratic
Leadership
style
Manages “by the book¨
• Everything done according to procedure or policy
• If not covered by the book, referred to the next level
above
• A police officer not a leader
• Enforces the rules
Most effective when Staff performing routine tasks
over and over , Staff need to understand certain
standards or procedures, Safety or security training
conducted and Staff performing tasks that require
handling cash
Ineffective when Work habits form that are hard to
break, especially if they are no longer useful, Staff lose
their interest in their jobs and in their co-workers and
staff do only what is expected of them and no more.
7. 2.1.3
Democratic
leadership
style
Also known as participative style
Encourages staff to be a part of the decision making
Keeps staff informed about everything that affects their
work and shares decision making and problem solving
responsibilities
Produce high quality and high quantity work for long
periods of time
Staff like the trust they receive and respond with
cooperation, team spirit, and high morale
Develops plans to help staff evaluate their own
performance
Allows staff to establish goals
Encourages staff to grow on the job and be promoted
Recognizes and encourages achievement
8. Most
Successful and
EffectiveWhen
Used with highly skilled or experienced staff or
when implementing(Applying) operational changes
or resolving individual or group problems
Most effective when you Wants to keep staff
informed about matters that affect them/ Wants
staff to share in decision-making and problem-
solving duties/ Wants to provide opportunities for
staff to develop a high sense of personal growth
and job satisfaction/ A large or complex problem
that requires lots of input to solve/ Changes must
be made or problems solved that affect staff / Want
to encourage team building and participation
9. Not Effective
when
Not enough time to get everyone’s
input
Easier and more cost-effective for
the manager to make the decision
• Can’t afford mistakes
• Manager feels threatened by this
type of leadership
• Staff safety is a critical concern
10. 2.1.4 Laisse's
faire
Also known as the “hands-off¨ style
The manager provides little or no direction and gives staff as
much freedom as possible
All authority or power given to the staff and they determine
goals, make decisions, and resolve problems on their own
An effective style to use Staff highly skilled, experienced,
and educated, Staff have pride in their work and the drive to
do it successfully on their own, Outside experts, such as staff
specialists or consultants used and Staff trustworthy and
experienced
Not effective when Staff feel insecure at the unavailability of
a manager, The manager cannot provide regular feedback to
staff on how well they are doing , Managers unable to thank
staff for their good work ,The manager doesn’t understand
his or her responsibilities and hoping the staff cover for him
or her
12. 2.2.Leadership
Theories
The major leadership theories tend to
emphasis certain core issues
Great ManTheory- focused on the leader
Trait theories- focused on the leader
Behavioral theories- focused on how the
leader interacts with his/her group members
Contingence /situational theory-
13. 2.2.1.Great
ManTheory
Thomas Carlyle
The history of the world is the biography of great
men
Effective leaders are ‘heroes’ with intellectual
superiority, courage and significant influence on the
masses
some people are born to lead.
Great leaders can’t be made because leadership
qualities are innate
Characteristics like charisma, intelligence, political
skills and wisdom are some of the natural qualities
of a successful leader.
14. The two major assumptions of the
theory were that
a. EVERY GREAT LEADER IS BORN
WITHTRAITSTHAT PREPARE
THEMTO RISE AND LEAD AND
b. PEOPLE BECOME GREAT
LEADERS WHENTHERE’S A
NEED
15. Limitations of
the theory
It’s based on myths and assumptions with little logic to back it
It doesn’t consider external environments or situations that often
influence human behavior and attitudes
There isn’t any guarantee that a person with all leadership qualities
will eventually become a successful leader
There isn’t much insight into the motivation behind a leader’s actions;
an individual may become a leader because of selfish motives
It ignores the contributions of others who drove a leader to success. For
example, a producer or a writer is as important as a director to make a
movie a success
The theory mainly considered men as great leaders and disregarded the
importance of other genders. Gradually, with the emergence of non-
male leaders, the Great PersonTheory replaced the ‘man theory’
16. 2.2.2.Trait
Theory
Focus on leaders traits- characteristics that
might be used to differentiate leaders from non
leaders.
The intent (intention) was to isolate traits that
leaders possessed and non leaders did not.
Studied traits include….physical stature/kumet/
/appearance/social class/emotional
stability/fluency of speech and sociability.
It was impossible to identify one set of
traits….calls for a shift to the process than the
leader( the person)
17. SevenTraits of
Leadership
1. Drive
2. Desire to lead
3. Honesty and integrity
4. Self confidence
5. Intelligence
6. Job relevant knowledge
7. extraversion
19. 2.2.3.1 IOWA
studies
Three leadership styles was explored
Autocratic/democratic/laissez-faire
Autocratic style/authoritative/directive- a leader who
tended to centralize authority, dictate work methods , made
unilateral decisions and limit employee participation.
Democratic style/participative- a leader who tended to
involve employees in decision making , delegate/transfer/
authority , encourage participation in deciding work
methods and goals , and use feedback as an opportunity for
coaching employees.
Iaissez-faire style/free rein/abdictive- a leader who
generally gave the group complete freedom to make
decisions and complete the work in whatever way they saw
fit
20. Which style was most effective?
democratic style contribute to both good
quantity and quality of work although later
time studies show mixed results
Group members satisfaction level were
higher under a democratic leader.
High performance Vs High member
satisfaction
21. 2.2.3.2OHIO
state studies
Identified two important dimensions of leader behavior, initiating structure
& consideration.
Initiating structure- the extent to which a leader defined and structured his
or her role and the roles of group members.
This include behaviors that involves attempt to organize work, work
relationships , and goals.
Consideration- the extent to which a leader had job relationships
characterized by mutual/yegara / trust and respect for group members ideas
and feelings.
This was treated to be high when a leader helped group members with
personal problems, was friendly and approachable, treated all group
members as equals, and show concern for his/her followers comfort, well-
being , status and satisfaction.
High –High leader- a leader high in the two dimensions. …..also achieve
high group task performance and high satisfaction.
Not always the reality….hence the need for situational factors to be studied
in leadership theories.
22. 2.2.3.3
Michigan
Studies
Came up with two dimensions of leadership behavior,
employee oriented and production oriented.
Employee oriented- emphasize interpersonal
relationships and took a personal interest on the needs
of their followers and accept individual differences
among group members.
Production oriented- emphasize the technical or task
aspect of the job , concerned mainly with
accomplishing group task and regard group members
as a means to that end.
Preference to employee oriented leaders as associated
with high group productivity and high job satisfaction.
23. 2.2.3.4
Managerial
Grid
The Michigan studies has led to the managerial
grid development.
Please read on what managerial grid is and how it
is related with leadership
24. 2.2.4.
Contingency/
Situational
Theory
According to the advocates of this leadership
theory, leadership is a complex social and
interpersonal process; and to understand it fully we
need to see the situation in which a leader
operates.
The contingency theory of leadership stresses that
no single leadership style is effective in all
situations.
Thus, an effective leader must be flexible enough
to adapt to the differences among subordinates
and situations.
If this is the context/situation, then this is the best
leadership style to use
25. 2.2.4.1 Fiedler
Model
Effective group performance depends on the
proper match between leadership style and the
situation
Assumes that leadership style (based on
orientation revealed in LPC questionnaire) is
fixed
ConsidersThree Situational Factors:
Leader-member relations: degree of confidence
and trust in the leader
Task structure: degree of structure in the jobs
Position power: leader’s ability to hire, fire, and
reward
For effective leadership: must change to a leader
who fits the situation or change the situational
variables to fit the current leader
26. Assessment
Positives:
Considerable evidence supports the
model, especially if the original eight
situations are grouped into three
Problems:
The logic behind the LPC scale is not
well understood
LPC scores are not stable
Contingency variables are complex and
hard to determine
27. Fielders
Cognitive
Resource
Theory
A refinement of Fielder’s original model:
Focuses on stress as the enemy of
rationality and creator of unfavorable
conditions
A leader’s intelligence and experience
influence his or her reaction to that stress
Stress Levels:
Low Stress: Intellectual abilities are
effective
High Stress: Leader experiences are
effective
Research is supporting the theory
28. 2.2.4.2 Hersey
& Blanchard’s
Situational
Leadership
Theory
A model that focuses on follower “readiness”
Followers can accept or reject the leader
Effectiveness depends on the followers’ response to the leader’s
actions
“Readiness” is the extent to which people have the ability and
willingness to accomplish a specific task
A paternal model:
As the child matures, the adult releases more and more control over
the situation
As the workers become more ready, the leader becomes more laissez-
faire
An intuitive model that does not get much support from the
research findings
Two classes of contingency variables:
Environmental are outside of employee control
Subordinate factors are internal to employee
Mixed support in the research findings
29. 2.2.4.3 House’s
Path-Goal
Theory
Builds from the Ohio State studies and the expectancy theory
of motivation
TheTheory:
Leaders provide followers with information, support, and
resources to help them achieve their goals
Leaders help clarify the “path” to the worker’s goals
Leaders can display multiple leadership types
Four types of leaders:
Directive: focuses on the work to be done
Supportive: focuses on the well-being of the worker
Participative: consults with employees in decision-making
Achievement-Oriented: sets challenging goals
30. 2.2.4.4 Leader-
Member
Exchange
(LMX)Theory
A response to the failing of contingency theories to account for followers
and heterogeneous leadership approaches to individual workers
LMX Premise:
Because of time pressures, leaders form a special relationship with a
small group of followers: the “in-group”
This in-group is trusted and gets more time and attention from the
leader (more “exchanges”)
All other followers are in the “out-group” and get less of the leader’s
attention and tend to have formal relationships with the leader (fewer
“exchanges”)
Leaders pick group members early in the relationship
How groups are assigned is unclear
Follower characteristics determine group membership
Leaders control by keeping favorites close
Research has been generally supportive
31. 2.2.4.5Yroom
&Yetton’s
Leader-
Participation
Model
How a leader makes decisions is as important as what is
decided
Premise:
Leader behaviors must adjust to reflect task
structure
“Normative” model: tells leaders how participative
to be in their decision-making of a decision tree
Five leadership styles
Twelve contingency variables
Research testing for both original and modified models
has not been encouraging
Model is overly complex
32. 2.3.
Transformatio
nalVs
Transactional
Leaders
Leadership can be described as transactional or
transformational.
Transactional leaders focuses on the role of supervision,
organization, and group performance. They are concerned
about the status quo and day-to-day progress toward goals
Transformational leaders work to enhance the motivation and
engagement of followers by directing their behavior toward a
shared vision.
While transactional leadership operates within existing
boundaries of processes, structures, and goals,
transformational leadership challenges the current state and is
change-oriented.
33. Transactional leadership promotes compliance // with existing organizational
goals and performance expectations through supervision and the use of rewards
and punishments.
Transactional leaders are task and outcome-oriented. Especially effective under
strict time and resource constraints and in highly-specified projects, this
approach adheres/stick/ to the status quo and employs a form of management
that pays close attention to how employees perform their tasks.
Transactional leaders focus on performance, promote success with rewards and
punishments, and maintain compliance with organizational norms.
Transactional leaders focus on managing and supervising their employees and
on facilitating group performance.
The role of a transactional leader is primarily passive, in that it sets policy and
assessment criteria and then intervenes only in the event of performance
problems or needs for exceptions.
Transactional leaders seek to maintain compliance within existing goals and
expectations and the current organizational culture.
They are extrinsic motivators who encourage success through the use of
rewards and punishment
34. Transactional leaders are expected to do the following:
1. Set goals and provide explicit guidance regarding
what they expect from organizational members and
how they will be rewarded for their efforts and
commitment
2. Provide constructive feedback on performance
3. Focus on increasing the efficiency of established
routines and procedures and show concern for
following existing rules rather than making changes
4. Establish and standardize practices that will help the
organization become efficient and productive
5. Respond to deviations from expected outcomes and
identify corrective actions to improve performance
35. Transformational leadership focuses on increasing
employee motivation and engagement and attempts
to link employees’ sense of self with organizational
values.
This leadership style emphasizes leading by example,
so followers can identify with the leader’s vision and
values.
A transformational approach focuses on individual
strengths and weaknesses of employees and on
enhancing their capabilities and their commitment to
organizational goals, often by seeking their buy-in for
decisions
36. Characters of
TRANSFORMATI
ONAL LEADERS
Individualized consideration is the degree to which the leader
attends to each follower’s needs, acts as a mentor or coach to
the
follower, and listens to the follower’s concerns
Transformational leaders encourage followers to be innovative
and creative.
Intellectual stimulation springs from leaders who establish
safe conditions for experimentation and sharing ideas.
They tackle old problems in a novel fashion and inspire
employees to think about their conventional methods critically
and share new ideas
Leaders with an inspiring vision challenge followers to leave
their comfort zones, communicate optimism about future
goals, and provide meaning for the task at hand. Purpose and
meaning provide the energy that drives a group forward.
37. The visionary aspects of leadership are supported by
communication skills that make the vision understandable,
precise, powerful, and engaging.
Followers are willing to invest more effort in their tasks; they
are encouraged and optimistic about the future and believe in
their abilities
Transformational leaders act as role models for their followers.
Transformational leaders must embody the values that the
followers should be learning and internalizing.
The foundation of transformational leadership is the promotion
of consistent vision and values. Transformational leaders guide
followers by providing them with a sense of meaning and
challenge
38. Five Key
Difference
1. Transactional leadership reacts to problems as they arise, whereas
transformational leadership is more likely to address issues before
they become problematic.
2. Transactional leaders work within existing an organizational culture,
while transformational leaders emphasize new ideas and thereby
“transform” organizational culture.
3. Transactional leaders reward and punish in traditional ways
according to organizational standards; transformational leaders
attempt to achieve positive results from employees by keeping them
invested in projects, leading to an internal, high-order reward system.
4. Transactional leaders appeal to the self interest of employees who
seek out rewards for themselves, in contrast to transformational
leaders, who appeal to group interests and notions of organizational
success.
5. Transactional leadership is more akin to the common notions of
management, whereas transformational leadership adheres more
closely to what is colloquially referred to as leadership.
39. The full-range leadership theory blends the features
of transactional and transformational leadership into
one comprehensive approach.
These two approaches are neither mutually exclusive,
nor do leaders necessarily exhibit only one or the
other set of behaviours. Depending on the objectives
and the situation, a leader may move from using one
approach to the other as needed.
40. 2.4.
Leadership
Skills and
Competencies
Ability to understand human behavior
Social skill
Teaching ability (being model)
Readiness to accept responsibility / criticisms
and to take appropriate corrective measures
Emotional stability and fairness
Social intelligence
42. Being good coach and trust worthy
Inclusiveness
People management
Agility/ learning
Industry knowledge and expertise
Managing one self
Courage
Organizational citizen ship behaviour
43. 2.5GoodVs
Bad Leader
Formulate a group of five individuals
Identify core characters of a good and a bad leader in comparative
form
List your comparisons in writing
Submit your findings to the instructor.