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Leadership & change management, Lecture 2, by rahat kazmiRahat Kazmi
Rahat Kazmi is a successful training consultant in the UK who can prepare training materials and deliver training in any topic within Finance, Business, Management or even Systems' Training.
Hope you enjoy it!!
Please do leave your feedback. If you would like a copy of this in ppt, you can make a small donation of £1 by Paypal and it will be sent to you.
Leadership & change management, Lecture 2, by rahat kazmiRahat Kazmi
Rahat Kazmi is a successful training consultant in the UK who can prepare training materials and deliver training in any topic within Finance, Business, Management or even Systems' Training.
Hope you enjoy it!!
Please do leave your feedback. If you would like a copy of this in ppt, you can make a small donation of £1 by Paypal and it will be sent to you.
Who is a leader, what is leadership, difference between leadership and management, functions and role and importance of leadership, types of leaders, the trait theory, managerial grid, situational theory of leadership and fielder's contingency theory.
The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership.
There are three key theories that enhance our understanding of leadership by explaining situational variables. They are Fiedler’s Model, Hersey and Blanchard’s Situational Leadership Theory, and the Path-Goal Theory of Leadership.
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
,
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
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
Who is a leader, what is leadership, difference between leadership and management, functions and role and importance of leadership, types of leaders, the trait theory, managerial grid, situational theory of leadership and fielder's contingency theory.
The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership.
There are three key theories that enhance our understanding of leadership by explaining situational variables. They are Fiedler’s Model, Hersey and Blanchard’s Situational Leadership Theory, and the Path-Goal Theory of Leadership.
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
,
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
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
For them,who studying management studies...........and try to make a good impression on their teachers..........So give this ppt to ur class n see,what they'll think about you.....Dis is my 1st ppt in my life n dis really helps me to improve my personality development................!!!!
291➠13 Leadership Essentialsthe key pointNot all man.docxlorainedeserre
291➠
13 Leadership Essentials
the key point
Not all managers are leaders and not all leaders are managers. In a managerial position, being a
leader requires understanding how to adapt one’s management style to the situation to generate
willing and effective followership. As shown in the Zappos example, the most successful leaders are
those who are able to generate strong cultures in which employees work together to get things done.
chapter at a glance
What Is Leadership?
What Are Situational Contingency Approaches to Leadership?
What Are Follower-Centered Approaches to Leadership?
What Are Inspirational and Relational Leadership Perspectives?
what ’s inside?
ETHICS IN OB
CEO PAY—IS IT EXCESSIVE?
FINDING THE LEADER IN YOU
LOOKING FOR LEADER MATCH AT GOOGLE
OB IN POPULAR CULTURE
PATH-GOAL AND REMEMBER THE TITANS
RESEARCH INSIGHT
PARTICIPATORY LEADERSHIP AND PEACE
leaders make things happen
c13LeadershipEssentials.indd Page 291 6/29/11 8:28 PM ff-446c13LeadershipEssentials.indd Page 291 6/29/11 8:28 PM ff-446 Schermerhorn_OBSchermerhorn_OB
292 13 Leadership Essentials
Most people assume that anyone in management, particularly the CEO, is a leader.
Currently, however, controversy has arisen over this assumption. We can all think
of examples where managers do not perform much, if any, leadership, as well as
instances where leadership is performed by people who are not in management.
Researchers have even argued that failure to clearly recognize this difference is a
violation of “truth in advertising” because many studies labeled “leadership” may
actually be about “management.”1
Managers versus Leaders
A key way of differentiating between managers and leaders is to argue that the
role of management is to promote stability or to enable the organization to run
smoothly, whereas the role of leadership is to promote adaptive or useful
changes.2 Persons in managerial positions could be involved with both manage-
ment and leadership activities, or they could emphasize one activity at the
expense of the other. Both management and leadership are needed, however,
and if managers do not assume responsibility for both, then they should ensure
that someone else handles the neglected activity. The point is that when we dis-
cuss leadership, we do not assume it is identical to management.
For our purposes, we treat leadership as the process of infl uencing others
to understand and agree about what needs to be done and how to do it, and the
process of facilitating individual and collective efforts to accomplish shared objec-
tives.3 Leadership appears in two forms: (1) formal leadership, which is exerted
by persons appointed or elected to positions of formal authority in organizations,
and (2) informal leadership, which is exerted by persons who become infl uential
because they have special skills that meet the needs of others. Although both
types are important in organizations, this chapter will emphasize forma ...
291➠13 Leadership Essentialsthe key pointNot all man.docxjesusamckone
291➠
13 Leadership Essentials
the key point
Not all managers are leaders and not all leaders are managers. In a managerial position, being a
leader requires understanding how to adapt one’s management style to the situation to generate
willing and effective followership. As shown in the Zappos example, the most successful leaders are
those who are able to generate strong cultures in which employees work together to get things done.
chapter at a glance
What Is Leadership?
What Are Situational Contingency Approaches to Leadership?
What Are Follower-Centered Approaches to Leadership?
What Are Inspirational and Relational Leadership Perspectives?
what ’s inside?
ETHICS IN OB
CEO PAY—IS IT EXCESSIVE?
FINDING THE LEADER IN YOU
LOOKING FOR LEADER MATCH AT GOOGLE
OB IN POPULAR CULTURE
PATH-GOAL AND REMEMBER THE TITANS
RESEARCH INSIGHT
PARTICIPATORY LEADERSHIP AND PEACE
leaders make things happen
c13LeadershipEssentials.indd Page 291 6/29/11 8:28 PM ff-446c13LeadershipEssentials.indd Page 291 6/29/11 8:28 PM ff-446 Schermerhorn_OBSchermerhorn_OB
292 13 Leadership Essentials
Most people assume that anyone in management, particularly the CEO, is a leader.
Currently, however, controversy has arisen over this assumption. We can all think
of examples where managers do not perform much, if any, leadership, as well as
instances where leadership is performed by people who are not in management.
Researchers have even argued that failure to clearly recognize this difference is a
violation of “truth in advertising” because many studies labeled “leadership” may
actually be about “management.”1
Managers versus Leaders
A key way of differentiating between managers and leaders is to argue that the
role of management is to promote stability or to enable the organization to run
smoothly, whereas the role of leadership is to promote adaptive or useful
changes.2 Persons in managerial positions could be involved with both manage-
ment and leadership activities, or they could emphasize one activity at the
expense of the other. Both management and leadership are needed, however,
and if managers do not assume responsibility for both, then they should ensure
that someone else handles the neglected activity. The point is that when we dis-
cuss leadership, we do not assume it is identical to management.
For our purposes, we treat leadership as the process of infl uencing others
to understand and agree about what needs to be done and how to do it, and the
process of facilitating individual and collective efforts to accomplish shared objec-
tives.3 Leadership appears in two forms: (1) formal leadership, which is exerted
by persons appointed or elected to positions of formal authority in organizations,
and (2) informal leadership, which is exerted by persons who become infl uential
because they have special skills that meet the needs of others. Although both
types are important in organizations, this chapter will emphasize forma.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
3. SOMETIMES, THERE IS MUCH
CONFUSION BETWEEN A LEADER
AND A MANAGER
BUT WHAT’S THE DIFFERENCE????
4. LEADERSHIP MANAGEMENT
The ability to Use of authority inherent
influence a group in designated formal rank
toward the to obtain compliance from
achievement of goals, organizational members,
establish mainly to implement
direction by a the vision through
vision and align outlined strategies by the
people towards leader.
goals.
7. “Not all leaders are managers, nor
are all managers leaders.”
SANCTIONED NON-SANCTIONED
LEADERSHIP
LEADERSHIP
Ability to influence Ability to influence
that arises within that arises outside
the formal the formal
structure of the structure of the
organization organization
8.
9. Theories that consider
personal qualities and
characteristics differentiate
leaders from non-leaders
TRAIT THEORIES OF
LEADERSHIP
10. LEADERS ARE
BORN, NOT
Theories that consider
MADE!
personal qualities and
characteristics differentiate
leaders from non-leaders
TRAIT THEORIES OF
LEADERSHIP
15. BIG FIVE FRAMEWORK
Most of the isolated traits that emerged from earlier
studies could be subsumed under one of the Big Five
➡EXTRAVERSION
-leader emergence
➡CONSCIENTIOUSNESS and OPENNESS TO
EXPERIENCE
➡AGREEABLENESS and EMOTIONAL
STABILITY
16. BIG FIVE FRAMEWORK
Most of the isolated traits that emerged from earlier
studies could be subsumed under one of the Big Five
EMOTIONAL INTELLIGENCE (EI)
EMPATHY
sensing others’ needs,
listening to what others
say and don’t say,
reading the reactions of others
17.
18. IMPORTANT POINTS
➡ Traits can predict leadership
➡ Traits do a better job at predicting
the emergence of leaders and the
appearance of leadership than in actually
distinguishing between effective and
ineffective leaders
19.
20. Theories proposing
that specific behaviors
differentiate leaders
from nonleaders
BEHAVIORAL THEORIES
OF LEADERSHIP
21. WE CAN
TRAIN
Theories proposing
PEOPLE TO
that specific behaviors
BECOME
differentiate leaders
LEADERS!
from nonleaders
BEHAVIORAL THEORIES
OF LEADERSHIP
22.
23. OHIO STATE STUDIES
(1) INITIATING STRUCTURE
-refers to 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.
(2)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
24.
25. UNIVERSITY OF MICHIGAN
(1) EMPLOYEE-ORIENTED
-emphasizing interpersonal relations; taking
a personal interest in the needs of
employees, and accepting individual
differences among members
(2) PRODUCTION-ORIENTED
-emphasizing the technical or task aspect of
the job
26.
27. MANAGERIAL GRID
•developed by Blake and Mouton
•also called the leadership grid
•based on the style of concern for people and concern for production
28.
29. Theories proposing that
specific situations or
contexts
differentiate leaders from
nonleaders
CONTINGENCY THEORIES
OF LEADERSHIP
30. LEADERS
Theories proposing that
EMERGE IN
specific situations or
CERTAIN
contexts
SITUATIONS!
differentiate leaders from
nonleaders
CONTINGENCY THEORIES
OF LEADERSHIP
31.
32. FIEDLER
CONTINGENCY MODEL
Degree to which the
LEADERSHIP
situation gives
STYLE
control to the leader
Key Assumption:
Leader must fit situation; options to accomplish this:
!! Select leader to fit situation
!! Change situation to fit leader
33. Fiedler Contigency Model: The
Leader
STEP 1:
Least Preferred Co-worker (LPC)
questionnaire
-an instrument that purports to
measure whether a person is task-
oriented or relationship oriented.
34. Fiedler Contigency Model:
Defining the Situation
STEP 2:
Leader-member relations
-the degree of confidence, trust and respect members have
in their leaders (good vs. poor)
Task Structure
-the degree to which the job assignments are procedurized
(high vs. low)
Position Power
-the degree of influence a leader has over power variables
such as hiring, firing, discipline, promotions and salary
increases (strong vs. weak)
36. Cognitive Resource Theory
A theory of leadership that states that the level
of stress in a situation is what impacts whether a
leader’s intelligence or experience will be more
effective.
•! Research Support
!! Less intelligent individuals perform better in leadership
roles under high stress than do more intelligent individuals.
!! Less experienced people perform better in leadership roles
under low stress than do more experienced people.
37.
38. SITUATIONAL LEADERSHIP
THEORY (SLT)
(Paul Hersey & Ken Blanchard)
A contingency theory that focuses on followers’
readins; the more 'ready' the followers (the more
willing and able) the less the need for leader
support and supervision.
Amount of Follower Readiness
LOW HIGH
Amount of Leader Support &
Supervision Required
HIGH LOW
39. Follower Unwilling Willing
Readiness
Supportive
Monitoring
Able Participative
Leadership
Styles
High Task &
Unable Directive Relationship
Orientations
44. PATH-GOAL THEORY
ROBERT HOUSE
The leader must help
followers attain goals
and reduce roadblocks
to success
45.
46. LEADER-PARTICIPATION MODEL
Victor Vroom & Philip Yetton
• Rule-based decision tree to guide leaders
about when and when not to include
subordinate participation in decision making
• Considers 12 contingency variables to consider
whether or not to include subordinates in decision
making
50. FRAMING: USING WORDS TO SHAPE
MEANING AND INSPIRE OTHERS
Framing
- using language to manage meaning
- involves selectively including or excluding facts
- leaders use framing to influence how others see
and interpret reality.
Examples
Lawyers shaping their arguments to make their
case stronger.
51.
52. CHARISMATIC LEADERS
➡ CHARISMATIC LEADERSHIP THEORY
➡ Charisma: quot;a certain quality of an individual
personality, by virtue of which he is set apart
from ordinary men and treated as endowed
with supernatural, superhuman, or at least
specifically exceptional powers or qualities”.
➡ uses PASSION as catalyst for generating
enthusiasm
➡ Charismatic can be BOTH born and made.
53.
54. KEY CHARACTERISTICS OF
CHARISTMATIC LEADERS
1) Vision & Ariticulation
2) Environmental Sensitivity
3) Sensitivity to follower’s needs
4)Unconventional behavior
55.
56.
57.
58. BEYOND CHARISMATIC LEADERSHIP
Level 5 Leaders
- Possess a fifth dimension—a paradoxical blend of personal humility and
professional will—in addition to the four basic leadership qualities (individual
capability, team skills, managerial competence, ability to stimulate others)
- Channel their ego needs away from themselves and into the goal of building a
great company
Charismatic leaders are seen as effective as employees tend to personally
identify with them
They take over the crowd and this is noticeable in their reactions and
behaviours
Crowd is mesmerised, compelled, emotions are revealed
VISIONS ARE SEEN AS INSPIRATIONAL
59.
60. CHARISMATIC LEADERSHIP:
GOOD SIDES & BAD SIDES
BAD
GOOD
- People are only receptive to
- High profits
such leaders in certain
- Employees more situations and in crisis
hardworking
- More employee - Charisma can be used for
readiness personal gains (leverage
- Captivates audience higher salaries & rewards)
Can be DANGEROUS as
BUT may be
charisma overwhelms
workable only in
employees and can be
given situations
manipulative
61.
62. TRANSACTIONAL LEADERS
➡ Ohio studies, fielders model, path goal theory
concern the transactional leader
➡One who guides and motivates followers
➡Establish goals and clarify
➡ Set specific requirement