Leadertypes
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The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, consultative, persuasive, and laissez-faire. It also discusses theories of leadership such as trait theories, behavioral theories, contingency theories, transformational theories, and transactional theories. Additionally, it covers factors that can affect a leader's style like risk, type of business, importance of change, organizational culture, and nature of the task.
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The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
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1. A group of workers and leaders are tasked with clearing a jungle road to access a port site. The leaders organize the workers efficiently and monitor progress and resources, with excellent initial results.
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3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
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Leadertypes
- 1. Leadership
- 4. Leadership
- 5. Types of Leadership Style
- 14. Change Leadership Self-esteem Time 1. Immobilisation – as rumours of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing. 1 2. Minimisation: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them. 2 3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation. 3 4 4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage. 5 5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change. 6 6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise. 7 7. Internalisation: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem.