Download to read offline
More Related Content
Similar to leadership in nuttritional psychology.pptx
leadership in nuttritional psychology.pptx
- 1.
- 2. Introduction Leadership isa theme that has been in discussion and also in people's interest from the ancient days itself. It is said that, in this transforming world, leadership not only has solutions for firms and individual people but also furnish solutions to nations, sectors, and regions.
- 3. Definition The ability topositively influence people and systems to have a meaningful impact and achieve results. Leading People Influencing People Commanding People Guiding People
- 4. Characteristics of Leadership 1.Leader must have followers 2. It is working relationship between leader and followers 3. Purpose is to achieve some common goal or goals 4. A leader influences his followers willingly not by force 5. Leadership is exercised in a given situation 6. Leadership is a power relationship 7. It is a continuous process
- 5. Leadership Traits Intelligence More intelligent than non-leaders Scholarship Knowledge Being able to get things done Physical Doesn’t seem to be correlated Personality Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability
- 6. Leadership In NutritionalPsychology There is consistent evidence linking leadership in organizations to the psychological well-being of employees, including outcomes related to both ill-health especially in nutritional interventions There is a relationship between different dimensions of leadership (considerate, supportive and transformational leadership) and enhanced job well-being during nutritional interventions However, poor leadership was found to be associated with impaired psychological well-being in patients. leader behaviours, specific leadership styles and the relationship between leaders and their employees or patients were all associated with employee stress and affective well-being.
- 7. Types of leadership Abusive leadership A well-developed stream of research links abusive supervision in particular with diminished job satisfaction and increased employee distress. Abusive leadership is defined as the employees’ perception that the leader is engaging in a ‘‘sustained display of hostile verbal and non-verbal behaviours, excluding physical contact’’ Abusive leadership manifests itself in the public ridiculing of subordinates, blaming subordinates for mistakes they did not make and the use of derogatory names and intimidation. Abusive supervision has been empirically linked to impaired well-being manifested as burnout, feelings of helplessness, diminished levels of self-efficacy, self- esteem, affective commitment to the organization, and increased employee strain
- 8. Transformational leadership Transformationalleadership is defined in terms of four particular types of behaviours. Idealized influence takes place when leaders do what is proper and ethical rather than what is effortless, and when they are guided by their moral commitment to their followers and go beyond the interests of the organization. More positive forms of leadership have a beneficial effect on individual wellbeing. Managerial support has been linked with lower levels of perceived stress, job strain, burnout and depression. There is performance-related effects of transformational leadership observed in all forms of organizations Leaders exhibiting inspirational motivation inspire their employees to achieve more than what was once thought possible by setting high standards and articulating a vision of what can be achieved
- 9. Leadership Styles Directive- includes scheduling work, maintaining performance standards, and letting subordinates know what is expected from them Supportive - friendly, approachable, and concerned with pleasant interpersonal relationships. Participative – leaders will consult with their subordinates, and consider their opinions. Achievement-oriented - encourages subordinates to exert higher efforts and strive for a higher level of goal accomplishment.
- 10. leadership and motivation majorinfluences affect how individuals perform: 1. The type of leadership that exists 2. Personal motivation What is motivation? Motivation is defined as “the extent to which persistent effort is directed toward a goal” 1. Effort - must be defined in relation to its appropriateness to the objectives being pursued. 2. Persistence - relates to the willingness of the individual to stay with a task until it is complete 3. Direction - measured in terms of how persistent effort is applied in relation to the goals being pursued 4. Goals - individual goals and organizational goals (must be compatible)
- 11. Types of motivation Extrinsic Motivation - Factors in the external environment such as pay, supervision, benefits, and job perks Intrinsic Motivation - Relationship between the worker and the task
- 12. 5 Ways toMotivate a Team 1. Figure out what makes them tick (individual needs) 2. Give clear expectations 3. Consistent reinforcement and consequences 4. Healthy competition 5. Change out team members
- 13. A Question… A leaderneed not be a manager but a manager must have many of the qualities of a good leader????? Managerial Leadership
- 14. Significance 1. Setting Goals 2.Motivating Employees 3. Building morale 4. Creating Confidence 5. Discipline 6. Developing Team-work 7. Facilitates Change 8. Representing the group
- 15. Leadership Management Working inthe system React Control risks Enforce organizational rules Seek and then follow direction Control people by pushing them in the right direction Coordinate effort Provide instructions Working on the system Create opportunities Seek opportunities Change organizational rules Provide a vision to believe in and strategic alignment Motivate people by satisfying basic human needs Inspire achievement and energize people Coach followers, create self- leaders and empower them
- 16. Conclusion The Leadershipskills approach takes into account the knowledge and abilities that the leader has. A leader can learn certain skills and turn himself into a remarkable one.
- 17.
Editor's Notes
- #9 House’s Path-Goal Theory According to Robert House, the most important activities of leaders are those that clarify the path to various goals of interest to subordinates, thus effective leaders form a connection between subordinate goals and organizational goals. Since leadership is about increasing group performance through motivation, the leader must be more concerned with job satisfaction and the creation of a clear picture of how subordinates can gain rewards based on performance. House’s theory is concerned with four different kinds of leader behaviour. These include: 1. Directive behaviour: This includes scheduling work, maintaining performance standards, and letting subordinates know what is expected from them. 2. Supportive behaviour: A leader displaying this behaviour is friendly, approachable, and concerned with pleasant interpersonal relationships. 3. Participative behaviour: Leaders who practice this behaviour consult with their subordinates, and consider their opinions. 4. Achievement-orientated behaviour: This behaviour encourages subordinates to exert higher efforts and strive for a higher level of goal accomplishment. Leaders demonstrating this behaviour express confidence that subordinates can reach these goals.