Leadership Strategies And Practices PowerPoint Presentation Slides

Leadership Strategies
and Practices
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What is
Leadership
John C Maxwell
Leadership is
influence nothing
more, nothing less.
“ “
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Definition of
Leadership
Leadership is the process of influencing
people and providing an environment for them
to achieve team or organizational objectives.
What is Leadership

Leadership Is…
LeaderSH P
Vision
Followership
Influence
+
+
=

Who Is A Leader?
A leader is a person who has a vision, a
drive and a commitment to achieve that
vision, and the skills to make it happen.

I never thought in terms of being a
Leader
I thought very simply in terms of
helping People
AND
“
“
John Hume
Leadership Quotes

Leadership Quotes
Leadership is not a
position or a title it is
action and example

Leadership Quotes
Are those who always
empower others
SH PLeader
Bill Gates

Difference Between Managers & Leaders
• Innovate
• Develop
• Inspire
• Long term view
• Ask what & why
• Originate
• Challenge the status quo
• Do right things
Leaders
• Administer
• Maintain
• Control
• Short term view
• Ask How & when
• Initiate
• Accept the status quo
• Do things right
Managers
vs

Leadership vs Management
Leadership Management
RoleVisionary/ strategic thinker Enterprise builder/ productivity expert
FocusDefine purpose/ set direction
Nurture organizational structure/establish
systems and processes
ApproachCreate a mission statement Deliver on the mission statement
MethodologyEvaluate strengths, needs and marketplace
Organize teams, plan budgets, set timelines
and maintain quality
Style / toneInspire people/foster commitment Develop talent/ solve problems
OutcomeReach long range goals and objectives Manage projects effectively and efficiently
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Inspire People03
Empower People06
Shared Vision01
Honest04
Forward Looking07
Lead Change02
Set Example05
Competent08
Qualities of a
Good Leader

Formal and Informal Leadership
Informal
Leadership
▪ Arises when a person without
formal authority is influential in
directing the behaviors of
others. Although not formally
appointed or elected he
becomes a leader through his
actions or personal attractions.
Formal
Leadership
▪ Occurs when a manager leads by exercising
formal authority.
▪ The exercise of formal authority through
assigning duties derives, from the managers
official position within the organization’s
hierarchy of authority.
▪ Any employee who is assigned a managerial
position has the opportunity and
responsibility to exercise formal leadership.
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Leadership Styles Based on Authority
Do this!
Do this or that as you see fit
What do you think we should do?
Autocratic
Laissez-faire
Democratic
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Leadership Styles Based on Authority
Authoritarian Democratic
Free –rein
(Laissez faire)
Based On Authority Retained
Persuasive
Consultative
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• Under the autocratic leadership style, all decision-making
powers are centralized in the leader, as with
dictator leaders.
• They do not entertain any suggestions or initiatives
from subordinates. The autocratic management has been
successful as it provides strong motivation to the managers.
• It permits quick decision-making, as only one person
decides for the whole group and keeps each decision to himself
until he feels it is needed to be shared with the rest of the group.
• High degree of dependency on the leader.
Autocratic
Leadership

Autocratic Leadership Advantages & Disadvantages
• Subordinates are not informed about why they
are asked to do a particular work
• Subordinates are forced to follow the directions.
• Depends entirely upon the efficiency of the
leader.
• Creative ideas are not utilized.
• Organizational continuity is threatened
Disadvantages
of Autocratic Style of
Leadership
• Provides for quick decision-making
• Subordinates like to work under centralized
authority
• Confidential matters can be kept secretly.
• Less competent subordinates are required.
Advantages
of Autocratic Style of
Leadership
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Democratic
Leadership Process of consultation before
decisions are taken
Consultative
Leader takes decision and seeks
to persuade others that the
decision is correct.
Persuasive

Democratic Leadership Advantages & Disadvantages
Advantages of
Democratic Leadership
Style
• It fits almost every business.
• It often has solutions for complex
problems.
• It promotes a creative environment.
• It builds strong teams.
Disadvantages of
Democratic Leadership
Style
• It tends to become apologetic.
• It is time-consuming.
• It takes long to process
decisions.
• It can seem to be uncertain.

Laissez Faire
Leadership
A free rein leader does not lead, but leaves
the group entirely to itself such a
leader allows maximum freedom
to subordinates, i.e. they are given a
free hand in deciding their own policies and
methods.

• When team members have the skills
to succeed.
• When group members are experts.
• When independence is valued.
Benefits
of Laissez-Faire Leadership
• Lack of role awareness.
• Poor involvement with the group.
• Low accountability.
• Passivity and avoidance.
Downsides
of Laissez-Faire Leadership
Laissez-faire Leadership Advantages & Disadvantages

Based on Task vs People Emphasis
High relationship and low-task
[ Supporting Style ]
High task and high relationship
[ Participative Style ]
High task and low relationship
[ Autocratic Style ]
Low-task and low relationship
[ Free Rein Style ]
Peopleemphasis
High
Low
HighLow
Task emphasis
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Based On Assumptions About People
They distrust people and
believe in close supervision
and tight control over the
subordinates.
They are participative ,
trust subordinate and
allow them to participate
in decision-making.
Mc Gregor’s Theory
Theory X
Theory Y
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Based on Assumptions About People

Likert's Styles Of Leadership
Benevolent
Authoritative
Consultative
Leadership
Participate
Leadership
Exploitative
Authoritative
Likert’s Four
Styles
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• A charismatic personality that inspires
others to do business with him.
• A much stronger interest in dealing
with customers than employees.
• A strong dislike for bureaucratic rules
and regulations.
• Anxiety to consolidate business gains
as quickly as possible.
EntrepreneurialLeadership

Transactional
Leadership
Where leaders & followers are in
some type of exchange
relationship in order to get needs
met

Transformational Leadership- 4 Components
InspirationalMotivation
• Clear vision
• Optimism
• Inclusion
• Productivity
IndividualConsideration
• Mentorship
• Empathy
• Purpose
• Strengths & skills
IdealizedInfluence
• Role model
• Walk the walk
• Enthusiasm &
optimism
• Embody values
IntellectualStimulation
• Innovation
• Creativity
• Goals
• Challenge
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Transactional vs Transformational Leadership
• Leader’s source of
power
• Follower reaction
• Time Frame
• Rewards
• Supervision
Categories
• Rank, position
• Compliance
• Short term
• Pay, promotion,
etc.
• Important
Transactional
• Character,
competence
• Commitment
• Long term
• Pride, self-esteem, etc.
• Less important
Transformational
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Leadership Theories
Trait Theory
Contingency
Theory
Leader
Behavior
Theory
The
Management
Grid

Trait Theory of Leadership
Personality Traits
• Supervising ability
• Intelligence
• Initiative
Abilities
• Self-assurance
• Decisiveness
• Masculinity/ femininity
• Maturity
• Working class affinity
Personal Traits
• Need for occupational
achievement
• Self-actualization
• Power over others
• High financial rewards
• Job security
Motivators

What Makes a Leader
Development
Maturity and
Charisma
Analytical
Ability
Contextualize
Decisions
Honesty and
Integrity
Self
Confidence
A Desire to
Lead
A Drive to
Achieve
A Born Leader
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Traits and Skills (Leaders vs Non-Leaders)
They distrust people and
believe in close supervision
and tight control over the
subordinates.
They are participative ,
trust subordinate and
allow them to participate
in decision-making.
Traits
• Adaptable to situations
• Alert to social environment
• Ambitious, achievement oriented
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (power motivation)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerate of stress
• Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about the work
• Organized (administrative ability)
• Persuasive
• Socially skilled
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Behavioral Theory
of Leadership
Behavioral Theory
Leadership behaviors can be
taught.
Trait Theory
Leader are born, not made.

Managerial
Grid
1
2
3
4
5
6
7
8
9
987654321
Country Club
Management
1.9
Team
Management
9.9
Impoverished
Management
1.1
Task
Management
9.1
Middle Of The
Road Management
5.5
ConcernForPeople
Concern For Production

Behavioral Theory Studies-Ohio State Studies
Initiating
Structure
The extent to which a leader is
likely to define and structure his
or her role and those of
subordinates in the search for
goal attainment.
Consideration
The extent to which a leader is
likely to have job relationships
characterized by mutual trust,
respect for subordinates’ ideas,
and regard for their feelings.

Emphasizing interpersonal relations, taking a personal
interest in the needs of employees and accepting
individual differences among members.
Employee-oriented
Production-oriented Leader
One who emphasizes technical or task aspects
of the job.
University of
Michigan
Studies

Contingency Theories & Situational Theories of Leadership
Contingency Theories
01 02 03 04 05
Fiedler
Model
Hersey and
Blanchard's
Situational
Theory
Leader
Member
Exchange
Theory
Path Goal
Theory
Leader
Participation
Model
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Contingency Theory
• Behavior of leader depends
upon characteristic of
situation leader is in.
• Implies under what conditions
will employee oriented
leadership will be effective and
under what type of conditions
production oriented leadership
be more effective.

• The theory that effective groups depends upon a
proper match between a leader’s style of
interesting with subordinates and the degree to
which the situation gives control and influence to
the leader.
• There are basically three steps in the model
✓ Identifying leadership style
✓ Defining the situation
✓ Matching leaders and situations
Fiedler's Model

Category 1 2 3 4 5 6
Leader member relations
Good Good Poor Poor Good Good
Task structure High High Low Low High High
Position power Strong Weak Strong Weak Strong Weak
Fiedler's Contingency Model
Favorable Moderate Unfavorable
Performance
Good
Poor
Task oriented
Relationship
oriented
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Least Preferred Co-worker (LPC) Scale
Scale
Pleasant 8 7 6 5 4 3 2 1 Unpleasant
Friendly 8 7 6 5 4 3 2 1 Unfriendly
Rejecting 8 7 6 5 4 3 2 1 Accepting
Tense 8 7 6 5 4 3 2 1 Relaxed
Cold 8 7 6 5 4 3 2 1 Warm
Supportive 8 7 6 5 4 3 2 1 Hostile
Boring 8 7 6 5 4 3 2 1 Interesting
Quarrelsome 8 7 6 5 4 3 2 1 Harmonious
Scoring
Your final score is the total of the numbers you circled on the 18 scales
57 or less = Low LPC (Task motivated)
58-63 = Middle LPC (socio-independent leaders, task or with how others view them)
64 or above = High LPC (motivated by relationship)
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ContingencyModel
Octant Leader-member
relations
Task Structure Position power Preferred
leadership
Style
1
Good
High Structure
Strong power
Low LPCs
Middle LPCs
2 Weak power
3
Low Structure
Strong power
4 Weak power
5
Poor
High Structure
Strong power
High LPCs6 Weak power
7
Low Structure
Strong power
8 Weak power Low LPCs

The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary
direction and/or support to ensure that their goals are compatible with the overall objectives of the groups or
organization.
Path Goal Theory
Employee GoalsPath
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Path Goal Theory
Leader behavior
• Directive
• Participative
• Achievement oriented
• Supportive
Outcome
• Performance
• Satisfaction
Environment
Contingency factors
• Task Structure
• Formal authority system
• Work group
Subordinate
contingency factors
• Locus of control
• Experience
• Perceived ability
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Path Goal Theory
Path-Goal Leadership
Path Path
Defines
Goals
Clarifies
path
Removes
Obstacles
Provides
support
Obstacle(s)
Subordinates
Goal(s)
(Productivity)
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Directive
Leadership
Provides guidance and
psychological structure
Supportive
Leadership
Provides nurturance
Participative
Provides involvement
Achievement
oriented
Provides challenges
Autonomous
Need for control
need for clarity
High
expectations
Need to excel
Unsatisfied
Need affiliation
need human touch
Dogmatic
Authoritarian
Ambiguous
Unclear
Unstructured
complex
Ambiguous
Unclear rules
Complex
Ambiguous
Challenging
Complex
Repetitive
Unchallenging
Mundane &
mechanical
How Path Goal Theory Works
Leadership
behavior
Subordinate
behavior
Task
characteristics
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Directive behavior
Supportivebehavior
Share ideas and facilitate in
decision making
Explain decisions and provide
opportunity for clarification
Provide specific instructions
and closely supervise
performance
Turn over responsibility
for decisions and
implantation
Followers can accept or reject the leader
Hersey & Blanchard's Situational Leadership (SLT)
S1
S2S3
S4

Four
Leadership
Styles (Hersey &
Blanchard)
The leader define the roles needed to do the job and tells
followers what, where, how, and when to do the tasks.
Telling
The leader provides followers with supportive instructions,
but is also supportive.
Selling
The leader and followers share in decisions about how
best to complete a high-quality job
Participating
The leader provides little specific, close direction or
personal support to followers.
Delegating
01
02
03
04

Leader-Member Exchange Theory
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High interactions
Leader
Personal Compatibility,
Subordinate and/or Extroverted
Personality
Subordinate A
Subordinate B
Subordinate C
Ingroup
Subordinate D
Subordinate E
Subordinate F
Outgroup
Trust

Autocratic
Leader solves the
problem along using
information that is
readily available to
him/her
I (AI)
Autocratic
Leader obtains
additional
information from
group members,
then makes decision
alone. Group
members may or
may not be
informed.
II (AII)
Consultative
Leader shares
problem with group
members
individually, and
asks for information
and evaluation.
Group members do
not meet collectively,
and leader makes
decision alone.
I (CI)
Group
Leader meets with
group to discuss
situation. Leader
focuses and directs
discussion, but does
not impose will.
Group makes final
decision.
II (GII)
Consultative
Leader shares
problem with
group members
collectively, but
makes decision
alone
II (CII)
Normative Decision Model
(Vroom & Yetton)
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Participative Leadership
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Continuum Of
Decision Procedures
No participation
by followers
High participation
by followers
Autocratic
Decision
Delegated
Decision
Joint
Decision
Consultative
Decision

Participative Leadership Process
Facilitate the conversation.
Communicate their
decision back to the group.
Openly share information
and knowledge.
Synthesize all the available
information.
Encourage people to share
their ideas.
Take the best possible decision.
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Four Types of Participative Decision Making
Autocratic participative decision-making implies that while possible
solutions are brainstormed collectively, the responsibility of taking the
final decision is still on the leader alone.
Democratic or participative leadership encourages
participation of all members, but the final decision
is taken by the leader.
Consensus decision-making is a leadership style where
the leader gives up control and responsibility of decision-
making, leaving it entirely to the group.
Collective decision-making is a form of leadership style where
all decision are taken by the group, and the responsibility for
these decisions are also entirely on the group.
Participative
decision-
making styles
Democratic
Consensus
Collective
Autocratic
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Icons For Leadership
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Our Vision
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Our Mission
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&

Anita Parker
CEO
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John Parker
Editor
Tom Torres
Web designer
Meet our Team
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About Us Adapt it to your needs and capture your
Adapt it to your needs and capture your
Target Audiences
Preferred by many
Values client

Satisfaction
Adapt it to your needs and capture your audience's
attention.
Values
attention.
Communication
attention.
Our Main
Goals

Comparison
vs
Boss
takes credit
gives credit
Leader
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Financial
Highlights
+6%to 203.8 cents
Minimum
Normal Earning
+8%to 225.8 cents
Maximum
Dividend per share

Dashboard
20
100
60
40%
(Low)
20
100
60
80%
(High)
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Location
United States
Brazil
China
Australia
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Timeline
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2012
2013 20152014
2017
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Post it
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NEWSPAPER
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Newspaper

01
02
03
Business
Puzzle

Target
Achievement
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Venn
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2.
1.
3.
4.
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Mind Map
Adapt it to your needs and capture
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Lego
attention.
01 02
03
0405
06
07
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20%
for Leader
10%
for employee
Silhouettes
attention.
attention.
attention.

Bar Graph
4
3
4
5
3
5
2
3
Q1 Q2 Q3 Q4
Sales Budget
Quarter Sales Budget %
Q1 $4K $3K 150%
Q2 $3K $5K 88%
Q3 $4K $2K 120%
Q4 $5K $3K 135%
Sales vs Budget 2016
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Hierarchy
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Manager Team Leader
CEO
Sales Managers Team Members
Sales Members Support

Funnel
01
02
03
04
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Pie Chart
14%
38%
23%25%
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Address:
# street number, city, state
Contact Number:
0123456789
Email Address:
emailaddress@123gmail.com
THANK
YOU

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