Group 9's presentation covered various topics related to leadership including:
1. Definitions of leadership from different sources and theorists.
2. Theories of leadership evolution over time from trait theories to current situational, transformational, and environmental leadership theories.
3. Contexts of leadership in organizations, management, groups, and other species.
4. Styles of leadership including autocratic, participative, and laissez-faire with their characteristics and appropriate contexts.
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
Transactional leadership emphasizes results, stay within the existing structure of an organization and measures success according to that organization’s system of rewards and penalties.
transactional leaders famous examples
people who are transactional leaders
transactional vs transformational leadership
transactional leadership style examples
famous transactional leader
transactional vs transformational
weakness of transactional leadership
who is a transactional leader
Assumptions of Transactional Theory
people who are transactional leaders
transactional vs transformational leadership
examples of transactional leaders today
transactional leaders examples
history of transactional leadership theory
transactional leadership theory pdf
articles on transactional leadership theory
transactional leaders famous examples
Implications of Transactional Theory
Difference between Transactional and Transformational Leaders
Leadership Styles
Trait Theory
LMX Theory
Transformational Leadership
Continuum of Leadership Behaviour
Likert’s Management System
people who are transactional leaders
example of a transactional leader
famous transactional leaders
transactional leaders famous examples
people who were transactional leader
characteristics of a transactional leader
transactional vs transformational leadership
transactional leadership theory
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
Transactional leadership emphasizes results, stay within the existing structure of an organization and measures success according to that organization’s system of rewards and penalties.
transactional leaders famous examples
people who are transactional leaders
transactional vs transformational leadership
transactional leadership style examples
famous transactional leader
transactional vs transformational
weakness of transactional leadership
who is a transactional leader
Assumptions of Transactional Theory
people who are transactional leaders
transactional vs transformational leadership
examples of transactional leaders today
transactional leaders examples
history of transactional leadership theory
transactional leadership theory pdf
articles on transactional leadership theory
transactional leaders famous examples
Implications of Transactional Theory
Difference between Transactional and Transformational Leaders
Leadership Styles
Trait Theory
LMX Theory
Transformational Leadership
Continuum of Leadership Behaviour
Likert’s Management System
people who are transactional leaders
example of a transactional leader
famous transactional leaders
transactional leaders famous examples
people who were transactional leader
characteristics of a transactional leader
transactional vs transformational leadership
transactional leadership theory
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Man, the different situations in which he finds himself, the diversity of aims, objectives and functions that he purpose and that are laid down for him and the many types of frames of reference in which he finds himself, are all together so complex and complicated that we cannot evolve anything like a universal formula for leadership. In fact the most that we can say and we can say it all generic elements of administration – is that the success of leadership in the final analysis is determined by the knowledge of the leader and of the people he leads. This knowledge includes knowledge of things outside the group’s own frame of reference. All this constitute the subject – matter of this article.
1 The Evolution of Leadership Theory Although the pra.docxaryan532920
1
The Evolution of Leadership Theory
Although the practice of leadership has changed considerably over time, the
need for leaders and leadership has not (Bass, 1990a; Kouzes & Posner, 1995).
Already in 1990, Bass (1990a) found a proliferation of leadership books (over 3,
300). Since the publication of Burns’s (1978) seminal work on transforming
leadership the number of leadership programs at various higher education
institutions has grown to over 900 (Mangan, 2002). Clearly, interest in the field
remains high. This review, although not exhaustive, traces the historical evolution
of leadership theory from its initial focus on Great Man and trait theory to the
contemporary study of transformational leadership theory offered by Bass.
Although the theoretical underpinnings of leadership theory have changed over
time, in many ways the basic functions of leadership–providing direction, decision
making, establishing goals, communicating, resolving conflict–have not (K. E.
Clark & Clark, 1990). Examining the historical development of leadership theories
provides some necessary perspective as well as context within which to appreciate
the increasing interest in transformational leadership (Bennis, 1976).
Leadership Traits
The historical evolution of the study of leaders and leadership derives from
Galton’s Great Man theory (K. E. Clark & Clark, 1990). Royalty, battlefield
heroes, and other wealthy and successful individuals were thought to possess
inherent talents and abilities that set them apart from the population at large and
2
which enabled them to achieve great success. Great Man theory subsequently gave
rise to trait theory in the 1920s and 1930s, which generally unsuccessfully
attempted to identify traits that made leaders different from other individuals. The
underlying assumption of the theory was that leaders surely had to possess some
universal characteristics that made them leaders. For the most part, traits were
viewed as “givens”–something that was there at birth–inborn, fixed, and
applicable to, and in, any circumstance. The shortcomings of the theory though,
were that it did not take into account the myriad different circumstances faced by
leaders nor the vast differences in the types of individuals being led. Likewise, no
attempt was made to actually measure the leader’s performance (Hollander &
Offermann, 1990). Researchers in the field subsequently refocused their efforts
away from who a leader was to what leaders did and attempted to identify
observable leader behaviors (Sashkin & Burke, 1990).
Leadership Behaviors
The behavioral approach makes an effort to identify exactly what good leaders
do on the job and then draws correlations between those specific behaviors and
their leadership effectiveness (Yukl, 2002). Research in this area basically
identified two different dimensions of leadership behavior (although labeled
differently depending on ...
Understand the framework of leadership effectiveness.
The objectives: To understand Leadership characteristic categories,
scientific research study in leadership and
basic of leadership styles
The Study is titled ―Leadership Styles: A Case Study of Syria‖. The main objectives of the research work are to identify and then analyze the political leadership style in Syria, to generate a profile of past, current and emerging leaders of Syria, to study the reasons that led to the uprising in Syria and to assess the future consequences of the decisions taken by the Political Leadership. The study will be descriptive in nature. Keeping in mind the objectives of the study, appropriate data will be collected from people and organizations from both, official and non-official, taking a look at the current and emerging leadership Styles in Syria. Survey for the political, security and economic situation will be carried. Both primary and secondary sources of data will be used for present research. For analysis and conclusion of the results of the survey, appropriate statistical tools and analysis will be done
PersonalityLeadership LinkageThere is a link between an individ.docxmattjtoni51554
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
Group Dynamics Theory, Research, and Practice2000, Vol. 4. .docxwhittemorelucilla
Group Dynamics: Theory, Research, and Practice
2000, Vol. 4. No. 1,27-43
Copyright 2000 by the Educational Publishing Foundation
1089-2699/00/$5.00 DOI: 10.1037//1089-2699.4.1.27
Leadership Research and Theory: A Functional Integration
Martin M. Chemers
University of California, Santa Cruz
This historical overview of leadership theory and research with an eye for commonali-
ties provides an opportunity for integration. Early unproductive research focused on
personality traits and behaviors. A recognition of the more complex nature of the
phenomenon resulted in the development of contingency theories that examined leader
characteristics and behavior in the context of situational parameters. The 1970s brought
an awareness that perceptions of leaders by followers and others, and perceptions of
followers by leaders, were influenced by cognitive biases arising from prior expecta-
tions and information-processing schema. Ironically, attention was belatedly drawn to
the study of female leaders, who were often the victim of cognitive biases and negative
assumptions. Recent research has reflected on the role of cultural differences in
leadership processes and has been drawn again into the search for outstanding leaders
with universally effective characteristics. The article concludes with an integration of
current knowledge in leadership effectiveness.
For much of its history, leadership theory and
the empirical supporting research have been
regarded as a fractured and confusing set of
contradictory findings and assertions without
coherence or interpretability. In this article T
argue that a considerable commonality of
well-accepted findings points the way toward a
successful and useful integration of current
knowledge. That integration, based on the key
functions performed by effective leaders, begins
to answer the question of how good leaders
behave and raises intriguing questions about the
personal characteristics of leaders that facilitate
those behaviors.
This article takes an historical perspective,
and the analysis is divided into four periods: (a)
the period prior to the presentation of Fiedler's
(1964) contingency model; (b) the period from
1965 to 1975, focusing on the development and
elaboration of contingency theories; (c) the
period from 1975 to 1985, when cognitive
theories and concerns about gender differences
arose; and (d) the period since 1985, which has
most extensively focused on transformational
theories and cultural influences. The historical
analysis is followed by a presentation of an
Correspondence concerning this article should be ad-
dressed to Martin M. Chemers, Division of Social Sciences,
117 Social Sciences I, University of California, 1156 High
Street, Santa Cruz, California 95064. Electronic mail may be
sent to [email protected]
integrative framework and a suggested direction
for future research.
In this analysis leadership is defined as "a
process of social influence in which one person
is able to enlist the a ...
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Improving profitability for small businessBen Wann
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Leadership types
1. A Presentation by GROUP 9
Group Members
•COLLINS BROBBEY
•ROSE PUPLAMPU
•MARY ADJEI
•RISCILLA A. ASARE
•BENEDICTA
•TAMAKLOE
2.
1.0 DEFINITION
2.0 THEORIES OF LEADERSHIP
3.0 LEADERSHIP TRAITS
4.0 CONTEXTS OF LEADERSHIP
5.0 STYLES OF LEADERSHIP
6.0 OTHER LEADERSHIP STYLES
7.0 AFRICAN LEADERS AND THEIR LEDERSHIP STYLES
NELSON MANDELA
KWAME NKRUMAH
JULIUS NYERERE
ROBERT MUGABE
OTHERS LEADERS
8.0 LEADERSHIP SECRETS OF ATTILA THE HUN
9.0 RECOMMENDATIONS AND CONCLUSIONS
3.
4. #“the process of social influence in which one
person can enlist the aid and support of others in
the accomplishment of a common task.” Chemers,
M. M. (2002).
# Leadership is "organizing a group of people to
achieve a common goal." www.wikipedia.org
# Leadership is the ability to influence people
towards the attainment of organizational goals,
(Richard L. Daft, 2006)
5. There cannot be one, all-encompassing
definition of leadership. This is because;
Leadership involves using a whole range of
skills, attitudes and behaviours
and
The way in which people perceive leadership
varies from person to person and from
organization to organization. (University of
Leicester, 2002)
6. We would define Leadership as “the process of directing
the behaviour of others in a co-ordinated effort towards
The accomplishment of some common objectives”.
As an element in social interaction, leadership is a
complex activity involving:
a process of influence
actors who are both leaders and followers
a range of possible outcomes; the achievement of goals,
but also the commitment of individuals to such goals
and the enhancement of group cohesion.
7.
8. 2.1 EARLY HISTORY (TRAIT THEORY)
It was once common to believe that leaders were
born rather than made.
Galton (1869) concluded that leadership was
inherited. In other words, leaders were born, not
developed
9. 2.1 EARLY HISTORY (TRAIT THEORY
For decades, this trait-based perspective dominated
empirical and theoretical work in leadership. Zaccaro, S. J.
(2007). Using early research techniques, researchers conducted
over a hundred studies proposing a number of characteristics
that distinguished leaders from nonleaders:
Intelligence
Dominance
Adaptability
Persistence
Integrity
Socioeconomic status
Self-confidence just to name a few(Bass, B.M. & Bass, R. 2008)
10. 2.2 RISE OF ALTERNATIVE THEORIES
In the 1940-1950s, a series of qualitative reviews of these studies
prompted researchers to take a drastically different view of the
driving forces behind leadership.
In reviewing the extant literature, Stogdill and Mann found that while
some traits were common across a number of studies, the overall
evidence suggested that persons who are leaders in one situation may
not necessarily be leaders in other situations. Subsequently,
leadership was no longer characterized as an enduring individual trait, as
situational approaches posited that individuals can be effective in certain
situations, but not others.
This approach dominated much of the leadership
theory and research for the next few decades.
11. 2.3 REEMERGENCE OF TRAIT THEORY
New methods and measurements were developed after these
influential reviews that would ultimately re-establish the trait
theory as a viable approach to the study of leadership
Additionally, during the 1980s statistical advances allowed
researchers to conduct meta-analyses, in which they could
quantitatively analyze and summarize the findings from a wide
array of studies. This advent allowed trait theorists to create a
comprehensive and parsimonious picture of previous leadership
research rather than rely on the qualitative reviews of the past.
12. Equipped with new methods, leadership
researchers revealed the following:
Individuals can and do emerge as leaders
across a variety of situations and tasks.
(Kenny, D.A. & Zaccaro, S.J., 1983)
Significant relationships exist between
leadership and such individual traits
13. Specifically, Zaccaro (2007) noted that trait theories still:
1. Focus on a small set of individual attributes such as Big Five
personality, to the neglect of cognitive abilities, motives, values,
social skills, expertise, and problem-solving skills.
2. Fail to consider patterns or integrations of multiple attributes
3. Do not distinguish between those leader attributes that are
generally not malleable over time and those that are shaped by,
and bound to, situational influences
4. Do not consider how stable leader attributes account for the
behavioural diversity necessary for effective leadership
14. 2.4 ATTRIBUTE PATTERN APPROACH
In contrast to the traditional approach, the leader attribute
pattern approach is based on theorists' arguments that the
influence of individual characteristics on outcomes is best
understood by considering the person as an integrated totality
rather than a summation of individual variables
In other words, the leader attribute pattern approach argues
That combinations of individual differences may explain
substantial variance in both leader emergence and leader
effectiveness beyond that explained by single attributes, or by
additive combinations of multiple attributes
15. 2.5 STYLE THEORIES
Theorists began to research leadership as a set of behaviours, evaluating
the behaviour of 'successful' leaders, determining behaviour taxonomy
and identifying broad leadership styles.
Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the
seminal work on the influence of leadership styles and performance.
They evaluated the performance of groups of eleven-year-old boys under
different types of work climate. In each, the leader exercised his influence
regarding the type of group decision making, praise and criticism
(feedback), and the management of the group tasks (project management)
according to three styles: (1) authoritarian, (2) democratic and (3) laissez-
faire.
16. 2.6 BEHAVIOURAL THEORIES
B.F. Skinner is the father of Behaviour
Modification and developed the concept of
positive reinforcement. Positive reinforcement
occurs when a positive stimulus is presented in
response to behaviour, increasing the likelihood
of that behaviour in the future. (Miltenberger,
R.G., 2004).
Organizations such as Frito-Lay, 3M, Goodrich,
Michigan Bell, and Emery Air Freight have all used
reinforcement to increase productivity
17. The managerial grid model is based on a behavioural
theory. The model was developed by Robert Blake and
Jane Mouton in 1964 and suggests five different
Leadership styles,
based on the leaders'
concern for people
and their
concern for goal
achievement.
18. 2.7 SITUATIONAL AND CONTINGENCY
THEORIES
Situational theory also appeared as a reaction to
the trait theory of leadership
This falls under;
• Fiedler contingency model
• Vroom-Yetton decision model
• Path-goal theory
• Hersey-Blanchard situational theory
19. 2.8 FUNCTIONAL THEORY
Functional leadership theory is a particularly useful
theory for addressing specific leader behaviours
expected to contribute to organizational or unit
effectiveness.
A leader can be said to have done
their job well when they have contributed to group
effectiveness and cohesion
20. Morgeson(2005), Klein, Zeigert, Knight, and Xiao
(2006) observed five broad functions a leader
performs when promoting organisation's
effectiveness. These functions include:
1. environmental monitoring
2. organizing subordinate activities
3. teaching and coaching subordinates,
4. motivating others
5. intervening actively in the group's work.
21. 2.9 TRANSACTIONAL AND
TRANSFORMATIONAL THEORIES
Eric Berne analyzed the relations between a
group and its leadership in terms of;
• Transactional Analysis.
• Transformational Analysis
22. The transactional leader (Burns, 1978) is given
power to perform certain tasks and reward or
punish for the team's performance. It gives
the opportunity to the manager to lead the
group and the group agrees to follow his lead
to accomplish a predetermined goal in
exchange for something else
23. The transformational leader (Burns, 1978)
Motivates its team to be effective and efficient.
Communication is the base for goal
achievement focusing the group on the final
desired outcome or goal attainment.
This leader is highly visible and uses chain of
command to get the job done.
24. 2.10 EMOTIONS
Leadership can be perceived as a particularly emotion-
laden process, with emotions entwined with the social
influence process. (George J.M. 2000). In an organization,
the leader's mood has some effects on his/her group.
These effects can be described in 3 levels:
• The mood of individual group members. Group
members with leaders in a positive mood experience
more positive mood than do group members with
leaders in a negative mood.
• The affective tone of the group. Group affective tone is
an aggregate of the moods of the individual members of
the group and refers to mood at the group level of
analysis.
• Group processes like coordination, effort expenditure,
and task strategy. Public expressions of mood impact
how group members think and act.
25. 2.11 NEO-EMERGENT THEORY
The Neo-emergent leadership theory (from the Oxford school of
leadership) espouses that leadership is created through the emergence
of information by the leader or other stakeholders, not through the
true actions of the leader himself. In other words, the reproduction of
information or stories form the basis of the perception of leadership or
by the majority
In modern society, the press, blogs and other sources report
their own views of a leader, which may be based on reality, but may
also be based on a political command, a payment, or an inherent
interest of the author, media or leader.
Therefore, it can be contended that the perception of all leaders is
created and
in fact does not reflect their true leadership qualities at all.
26. 2.12 ENVIRONMENTAL LEADERSHIP
THEORY
The Environmental leadership model describes leadership from a
Group dynamics perspective incorporating group psychology and
self awareness to nurture "Environments" that promote self
sustaining group leadership.
Environmental Leadership is not about changing the mindset of
the group or individual, but in the cultivation of an environment
that brings out the best and inspires the individuals in that group
It is not the ability to influence others to do something they are not
committed to, but rather to nurture a culture that motivates and even
excites individuals to do what is required for the benefit of all.
27.
28. A good leader must have the discipline to work
toward his or her vision single-mindedly, as
well as to direct his or her actions and those of
the team toward the goal. Action is the mark of
a leader. A leader does not suffer “analysis
paralysis” but is always doing something in
pursuit of the vision, inspiring others to do the
same.
29.
30. Beyond these basic traits, leaders of today must
also possess traits which will help them motivate
others and lead them in new directions.
Leaders of the future must be able to envision the
future and convince others that their vision is
worth following. To do this, they must have the
following personality traits:
31. High energy
Intuitiveness
Maturity
Team orientation
Empathy
Charisma.
However the list is ever growing and no definitive
list is possible. Intrinsic traits such as intelligence,
good looks, height and so on are not necessary to
become a leader. Anyone can cultivate the proper
leadership traits.
32.
33. 4.1 ORGANIZATIONS
The bureaucratic structure forms the basis for the
appointment of heads or chiefs of administrative
subdivisions in the organization and endows them
with the authority attached to their position.
In contrast to the appointed head or chief of an
administrative unit, a leader emerges within the context
of the informal organization that underlies the formal
structure. The informal organization expresses the
personal objectives and goals of the individual
membership. Their objectives and goals may or may not
coincide with those of the formal organization.
34. 4.2 MANAGEMENT
Over the years the philosophical terminology of
"management" and "leadership" have, in the
organisational context, been used both as synonyms and
with clearly differentiated meanings. Debate is fairly
common about whether the use of these terms should be
restricted, and generally reflects an awareness of the
distinction made by Burns (1978) between
"transactional" leadership (characterised by e.g.
emphasis on procedures, contingent reward,
management by exception) and "transformational"
leadership (characterised by e.g. charisma, personal
relationships, creativity).
35. 4.3 GROUP LEADERSHIP
In contrast to individual leadership, some organizations have
adopted group leadership. In this situation, more than one
person provides direction to the group as a whole. Some
organizations have taken this approach in hopes of increasing
creativity, reducing costs, or downsizing.
A common example of group leadership involves cross-functional
teams. A team of people with diverse skills and from all parts of an
organization assembles to lead a project. A team structure can
involve sharing power equally on all issues, but more commonly
uses rotating leadership.
The team member(s) best able to handle any
given phase of the project become(s) the temporary leader(s).
Additionally, as each team member has the opportunity to experience
the elevated level of empowerment, it energizes staff and feeds the
cycle of success.
36. 4.4 PRIMATES
Mark van Vugt and Anjana Ahuja in Naturally Selected: The
Evolutionary Science of Leadership present evidence of leadership in
nonhuman animals, from leadership in ants and bees to baboons and
chimpanzees;
They suggest that leadership has a long evolutionary history and
that the same mechanisms underpinning leadership in humans can
be found in other social species too.
Many animals beyond apes are territorial, compete, exhibit violence,
and have a social structure controlled by a dominant male (lions,
wolves, etc.), suggesting Wrangham and Peterson's evidence is not
empirical.
However, we must examine other species as well, including
elephants (which are matriarchal and follow an alpha female),
meerkats (who are likewise matriarchal), and many others.
37.
38. Leadership style refers to a leader's behaviour. It is
the result of the philosophy, personality and
experience of the leader.
In "Patterns of aggressive behaviour in
experimentally created social climates", Journal of
Social Psychology 10: 271–301, Kurt Lewin and
colleagues identified different styles of leadership:
Autocratic
Participative or democratic
Laissez-Faire
39. 5.1 AUTOCRATIC OR AUTHORITARIAN
STYLE
The classical approach
• Manager retains as much power and
decision making authority as possible
• Does not consult staff, nor allow them to give
any input
• Staff expected to obey orders without receiving
any explanations
• Structured set of rewards and punishments
40. Autocratic leaders:
• Rely on threats and punishment to influence
staff
• Do not trust staff
• Do not allow for employee input
41. • Sometimes the most effective style 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 challenged by staff
Work needs to be coordinated with another
department or organization
42. Should not be used
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
43. 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.
44. The leader
A coach who has the final say, but gathers
information from staff before making a decision.
• 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
45. The democratic leader
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
46. Not always appropriate
• Most successful when used with highly
skilled or experienced staff or when
implementing operational changes or
resolving individual or group problems
47. Most effective
When:
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
48. Democratic leadership should not be used
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
49. Laissez-Faire Leadership Style
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
50. 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
• Staff trustworthy and experienced
51. Should not be used …
• 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
52.
53. 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
54. Most effective
When:
Staff performing routine tasks over and over
Staff need to understand certain standards or
procedures.
Safety or security training conducted
Staff performing tasks that require handling cash
55. 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
Staff do only what is expected of them and no more
56. Transformational Leadership
• Creates and sustains a context that maximizes
human and organizational capabilities;
• Facilitate multiple levels of transformation; and
• Align them with core values and a unified
purpose
To respond to a dynamic
environment
57. Transactional Leadership
• Emphasizes getting things done within the
umbrella of the status quo
• In opposition to transformational leadership
• “By the book" approach - the person works
within the rules
• Commonly seen in large, bureaucratic
organizations
58. Creative Leadership
• Ability to uniquely inspire people,
• To generate shared innovative responses and
solutions.
To complex and readily changing situations
59. Corrective Leadership
• Empowers staff to facilitate collaborative and
synergism
• Working with and through other people
instead of bowing to authoritarianism
60. Change Leadership
• Endorses alteration
• Beyond thinking about individuals and
individual organization, single problems and
single solutions
• Rethinking systems to introduce change on
parts of the whole and their relationship to one
another
61. Intelligence Leadership
• To navigate the future by embracing ambiguity
and reframing problems as opportunities
• A proactive stance in taking their organizations
into uncharted territory
62. Multicultural Leadership
• Fosters team and individual effectiveness
• Drives for innovation by leveraging
multicultural differences
• Teams work harder in an atmosphere of
understanding and mutual respect
63. Pedagogical Leadership
• Paradigm shift from leader/teacher centered
"orientation" to an interactive, connective
organizational system using a democratic
• learning and communicative style
An alternative to instructional leadership by enabling
the learning and intellectual growth of those led
64. Servant Leadership
• A practical philosophy focusing on people who
choose to serve first and then lead as a way
of expanding service
Servant leaders are "servants first" with the object of
making sure that other people's highest priority needs
are being served
• Leaders put the needs of their followers first;
these leaders rare in business
65. Bridging leadership
Fostering synergy and reinforcing behavior and
motivation through the use of communication to
create climate of trust and confidence
Projection of confidence on the face of a difficult
challenge
66. Purposeful Leadership
Leader and the community share a common purpose to
develop or provide the drive, authority and
commitment to undertake projects
67.
68. Mandela has won a number of political hearts
for as indicated earlier, four most frequent.
That is;
1. National political activist
2. Continental diplomat
3. The conscience of the globe
4. A combination of philanthropist and social
development practitioner
69. KWAME NKRUMAH
Kwame Nkrumah’s ambition soared above that of
all others. Having successfully challenged the
might of British rule in Africa and opened the
way to independence for a score of other African
countries, he saw himself as a messianic leader
destined to play an even greater role.
70. JULIUS NYERERE
Nyerere joined the Tanganyika African Association.
Under Nyerere's leadership the organization
espoused peaceful change, social equality, and racial
harmony and rejected tribalism and all forms of
racial and ethnic discrimination.
He was a strong advocate of economic and political
measures in dealing with the apartheid policies of South Africa.
Nyerere was chairman of a group of five frontline African
presidents who advocated the overthrow of white supremacy
in Rhodesia (now Zimbabwe), South Africa, and South West
Africa now Namibia.
71. ROBERT MUGABE
Indeed Mugabe’s intransigence maybe precisely because
Zimbabwean’s opposition to Zanu-PF is more deeply
democratic than in most of Africa.
Pose against the ruling party not democratic enough to have
developed an evolutionary and ordered succession procedures (one
reason Mugabe does not leave), the Movement for Democratic
Change (MDC) and its base may not allow Mugabe, the compromises
facilitating many African presidents’ departures.
They would not allow a truth and justice commission to slide away
(note the word “justice” rather than “reconciliation” Mugabe’s critics
do not want him to gain amnesty for his
crimes).
72. OTHER AFRICAN LEADERS
Inamdi Azikewe’s value based leadership allows
him to delegate power and authority when need
be. He does not Apart from Mandela, Khama and
Ramgoolam, African leaders and elites did not
establish political systems that bore any
resemblance to indigenous systems.
By the end of the 1980s, not a single African head of state
in three decades had allowed himself to be voted out of
office. Out of some 150 heads of state who had trodden
the African stage, only six had managed to voluntarily
relinquish power.
Seretse Khama, like Dawda Jawara, and Ramgoolam, preached the gospel of
inclusive democracy, and he aptly showed his commitment to democratic
principles
73.
74. Attila embarked immediately upon a series of wars
extending Hun rule from the Rhine across the north
of the Black Sea as far as the Caspian Sea
Finally, Attila forged an alliance with the Franks and
Vandals and in Spring 451 unleashed his long-threatened
attack into the heart of Western Europe.
Near Troyes the opposing forces joined battle at Chalons in one
of the decisive battles of European history. Though the margin
of victory was slim, the Western army prevailed, precipitating
Attila's withdrawal back across the Rhine and avoiding a
decisive shift in the course of political and economic
development in Western Europe
75. LESSONS OR SECRETS OF ATTILA
1. LUST FOR LEADERSHIP: “YOU’VE GOT TO WANT TO BE IN CHARGE”
2. NEVER CONDONE A LACK OF MORALE OR DISCIPLINE
3. MAKE OTHERS ADAPT TO YOUR "CUSTOMS"
4. ALWAYS APPEAR AS THE ONE IN CHARGE
5. LEADING THE CHARGE: “RESPONSIBILITIES OF THE CHIEFTAIN”
6. THE ESSENTIALS OF DECISIVENESS
7. USE TIMING IN MAKING DECISIONS
8. EXPLOIT THE DESIRE TO ENJOY THE SPOILS OF WAR
9. EXPECT CONTINUAL IMPROVEMENT
10. THE ART OF DELEGATION
76.
77. Varying Leadership Style
We believe that three factors that influence which
leadership style use in an organization.
1.0 The manager’s personal background:
What personality, knowledge, values, ethics, and experiences does the
manager have? What does he or she think will work?
2.0 Staff being supervised: Staff individuals with different personalities
and backgrounds; the leadership style used will vary depending on
the individual staff and what he or she will respond best to.
3.0 The organization: The traditions, values, philosophy, and concerns of
the organization influence how a manager acts
78. Determining the best leadership Style
Different situations call for different leadership styles. In an emergency when
there is little time to converge on an agreement and where a designated
authority has significantly more experience or expertise than the rest of the
team, an autocratic leadership style may be most effective; however, in a
highly motivated and aligned team with a homogeneous level of expertise, a
more democratic or laissez-faire style may be more effective. The style
adopted should be the one that most effectively achieves the objectives of the
group while balancing the interests of its individual members.
Managers need to be leaders. . .
79. Final thoughts
A good leader uses all three styles, depending on what forces are involved
between the followers, the leader, and the situation. Some examples include:
Using an authoritarian style on a new employee who is just learning the
job; the leader is competent and a good coach. The employee is motivated
to learn a new skill. The situation is a new environment for the employee.
Using a participative style with a team of workers who know their job;
the leader knows the problem, but does not have all the information. The
employees know their jobs and want to become part of the team.
Using a delegative style with a worker who knows more about the job
than you; you cannot do everything and the employee needs to take
ownership of her job! In addition, this allows you to be at other places,
doing other things.
Using all three; telling your employees that a procedure is not working
correctly and a new one must be established (authoritarian), asking for
their ideas and input on creating a new procedure (participative), then
delegating tasks in order to implement the new procedure (delegative).