Ongamo Joe Marshal had worked with Asia TV under "chin sing film company ltd" as casting director and also recently he participated in arranging the kickboxing and k1 fights arranged by Asia TV in Hongkong.
Basic Approaches to Leadership, Chapter-12- Organizational BehaviorDr.Amrinder Singh
1) The document discusses several theories of leadership including trait, behavioral, contingency and situational theories.
2) Trait theories examine personality traits like extraversion that are thought to differentiate leaders, but these theories have limitations as traits do not always predict leadership effectiveness across situations.
3) Behavioral theories focus on specific leader behaviors that can be taught, unlike trait theories which argue leadership qualities cannot be learned. The Ohio State and University of Michigan studies examined consideration vs initiating structure and employee vs production oriented behaviors.
This document discusses various approaches and theories of leadership. It begins by defining leadership as influencing a group toward goals, versus management which uses authority to obtain compliance. Trait theories view leadership as innate traits, while behavioral theories believe leadership can be learned. Contingency theories state the most effective leadership depends on situational factors. Specific theories covered include Fiedler's contingency model, cognitive resource theory, and situational leadership theory. Transformational leadership aims to inspire followers through vision and risk-taking, compared to the more transactional exchange-based approach.
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.
Contemporary Issues In Leadership, Chapter 13, Organizational Behavior Dr.Amrinder Singh
Contemporary Issues In Leadership, Chapter-13- Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
The document discusses the principles and traits of effective leadership. It states that the basic principle of leadership is to lead by example, and that effective leaders are honest, competent, forward-looking, inspiring, and possess other key traits. It then lists and compares the traits of leaders versus non-leaders. The document also discusses emotional stability, dominance, enthusiasm, conscientiousness, and other personality traits that effective leaders possess. Finally, it provides an overview of assessment centers, which are used to evaluate individuals' capabilities to perform managerial positions through simulated exercises and observations.
This document discusses several theories of leadership, including:
1. Trait theories which examine personality traits that may relate to leadership abilities but have limitations in generalizing across situations.
2. Behavioral theories proposed by Ohio State and University of Michigan studies which examine specific leadership behaviors but these also do not generalize across contexts.
3. Contingency theories like Fiedler's model which consider how a leader's style interacts with situational factors, and theories like path-goal which say a leader's style should change to fit the situation.
4. Other theories discussed include cognitive resource theory, leader-member exchange theory, and situational leadership theory.
The trait theory of leadership suggests that good leaders possess certain identifiable qualities and traits. Some key traits that effective leaders tend to have include achievement drive, leadership motivation, integrity and honesty, self-confidence, intelligence, and cognitive ability. Trait theory is based on comparing the traits of successful and unsuccessful leaders to predict effectiveness. While trait theory provides a framework for understanding leadership qualities, it has limitations in that leadership traits may vary depending on the situation and are not always consistent across all leaders.
Fielder Contingency theory of leadership by Hassan SamoonHassan Samoon
This document provides an overview of Fiedler's Contingency Theory of Leadership. It introduces Fred Fiedler, the originator of the theory, and provides biographical details about him. The core concepts of the theory are explained, including situational favorableness, leadership styles (measured by the LPC scale), and how the theory assesses whether a leader will be effective based on the interaction between their style and the situation. Advantages like its prescriptive nature and ability to identify leaders are outlined. Disadvantages around applying it in changing environments and accurately choosing contingency approaches are also noted.
Basic Approaches to Leadership, Chapter-12- Organizational BehaviorDr.Amrinder Singh
1) The document discusses several theories of leadership including trait, behavioral, contingency and situational theories.
2) Trait theories examine personality traits like extraversion that are thought to differentiate leaders, but these theories have limitations as traits do not always predict leadership effectiveness across situations.
3) Behavioral theories focus on specific leader behaviors that can be taught, unlike trait theories which argue leadership qualities cannot be learned. The Ohio State and University of Michigan studies examined consideration vs initiating structure and employee vs production oriented behaviors.
This document discusses various approaches and theories of leadership. It begins by defining leadership as influencing a group toward goals, versus management which uses authority to obtain compliance. Trait theories view leadership as innate traits, while behavioral theories believe leadership can be learned. Contingency theories state the most effective leadership depends on situational factors. Specific theories covered include Fiedler's contingency model, cognitive resource theory, and situational leadership theory. Transformational leadership aims to inspire followers through vision and risk-taking, compared to the more transactional exchange-based approach.
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.
Contemporary Issues In Leadership, Chapter 13, Organizational Behavior Dr.Amrinder Singh
Contemporary Issues In Leadership, Chapter-13- Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
The document discusses the principles and traits of effective leadership. It states that the basic principle of leadership is to lead by example, and that effective leaders are honest, competent, forward-looking, inspiring, and possess other key traits. It then lists and compares the traits of leaders versus non-leaders. The document also discusses emotional stability, dominance, enthusiasm, conscientiousness, and other personality traits that effective leaders possess. Finally, it provides an overview of assessment centers, which are used to evaluate individuals' capabilities to perform managerial positions through simulated exercises and observations.
This document discusses several theories of leadership, including:
1. Trait theories which examine personality traits that may relate to leadership abilities but have limitations in generalizing across situations.
2. Behavioral theories proposed by Ohio State and University of Michigan studies which examine specific leadership behaviors but these also do not generalize across contexts.
3. Contingency theories like Fiedler's model which consider how a leader's style interacts with situational factors, and theories like path-goal which say a leader's style should change to fit the situation.
4. Other theories discussed include cognitive resource theory, leader-member exchange theory, and situational leadership theory.
The trait theory of leadership suggests that good leaders possess certain identifiable qualities and traits. Some key traits that effective leaders tend to have include achievement drive, leadership motivation, integrity and honesty, self-confidence, intelligence, and cognitive ability. Trait theory is based on comparing the traits of successful and unsuccessful leaders to predict effectiveness. While trait theory provides a framework for understanding leadership qualities, it has limitations in that leadership traits may vary depending on the situation and are not always consistent across all leaders.
Fielder Contingency theory of leadership by Hassan SamoonHassan Samoon
This document provides an overview of Fiedler's Contingency Theory of Leadership. It introduces Fred Fiedler, the originator of the theory, and provides biographical details about him. The core concepts of the theory are explained, including situational favorableness, leadership styles (measured by the LPC scale), and how the theory assesses whether a leader will be effective based on the interaction between their style and the situation. Advantages like its prescriptive nature and ability to identify leaders are outlined. Disadvantages around applying it in changing environments and accurately choosing contingency approaches are also noted.
The document discusses various leadership theories and concepts. It defines leadership and differentiates between leaders and managers. It describes substitutes and neutralizers for leadership and examines leadership traits and behaviors. It also covers situational leadership theories including Fiedler's contingency theory, path-goal theory, and Hersey and Blanchard's situational leadership model. Finally, it discusses normative decision theory and visionary leadership approaches like charismatic and transformational leadership.
Sorry for any error in vocabulary, grammar use, and explanation in the context. we all love to receive any suggestion to make next slide better. Thank you so much
This document discusses traditional and contemporary leadership theories. It begins by outlining the objectives of being able to identify historical theories from the 1900s and compare them to modern theories. A conceptual model is presented showing the relationship between transformational leadership, creative performance, empowerment, and dependency on the leader. The remainder of the document focuses on transformational and transactional leadership theories. It includes having participants complete a Transactional and Transformational Leadership Assessment (TTL) to determine their own leadership traits.
MSMC BUS 3180 1.28.14 lecture ppt topic 2 leadership traitsMFMinickiello
This document discusses leadership traits and the trait approach to understanding leadership. It begins with questions about what makes a great leader and whether certain traits are important. It then covers communication as an essential part of leadership. Several leadership traits are examined, including intelligence, self-confidence, determination, integrity, sociability, and emotional intelligence. Historical leaders are analyzed to understand common leadership traits. The strengths and criticisms of the trait approach are presented. In the end, the document emphasizes that understanding personal traits can provide insight into leadership abilities and that communication is key to effective leadership.
The document discusses several contingency leadership theories:
1) Fiedler's contingency theory states that leadership effectiveness depends on how well the leader's style fits the situation, based on factors like leader-member relations and task structure.
2) House's path-goal theory describes how leaders can motivate followers by selecting a leadership style that meets their needs, such as directive, supportive, participative, or achievement-oriented.
3) Hersey and Blanchard's situational leadership theory focuses on matching leadership style to follower maturity levels, from directing to delegating as maturity increases.
4) Vroom and Yetton's normative decision model provides styles from autocratic to group-based depending on factors like decision
Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
Leadership and management differ in that management copes with complexity while leadership copes with change. Trait theories focus on personal qualities that differentiate leaders, such as ambition and integrity. However, traits alone do not predict leadership effectiveness in all situations. Behavioral theories examine specific leader behaviors like initiating structure and consideration. Contingency theories emphasize that leadership effectiveness depends on matching leader style to situational characteristics. Transformational leadership inspires followers to transcend self-interest for the organization. Authentic leaders act openly based on their true values and beliefs to build trust.
Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. Someone with great leadership skills today is Bill Gates who, despite early failures, with continued passion and innovation has driven Microsoft and the software industry to success.
The document discusses various concepts and theories of leadership. It defines leadership as influencing people to work together to achieve common goals. It describes several principles of effective leadership including being technically proficient, making sound decisions, setting an example, and keeping workers informed. The document also summarizes several theories of leadership such as trait theory, situational theory, transformational theory, and transactional theory. It discusses different leadership styles like autocratic, democratic, and laissez-faire. In the end, it emphasizes that nurses can demonstrate leadership both within their workplace and through community volunteer roles.
Fiedler's contingency theory states that effective leadership depends on both the leader's style and the situation. The theory assesses leadership situations based on three factors: leader-member relations, task structure, and the leader's position power. It also uses the Least Preferred Co-worker scale to determine a leader's orientation as either relationship-oriented or task-oriented. Depending on how favorable or unfavorable a situation is based on the three factors, different leader orientations will be more or less effective.
Leadership theories propose that effective leadership depends on matching the leader's style to situational factors. The Fiedler model matches task-oriented or relationship-oriented leaders to situations varying in leader-member relations, task structure, and position power. Situational leadership theory identifies four leadership styles - telling, selling, participating, and delegating - that should be applied based on followers' readiness levels. The path-goal model states leaders should clarify paths and remove obstacles to help followers achieve goals using directive, supportive, participative, or achievement-oriented behaviors depending on task structure and follower characteristics.
A contingency theory states that there is no single best way to lead and that the optimal leadership style depends on internal and external situational factors. Fred Fiedler proposed the contingency model which assesses a leader's style as either task-oriented or relationship-oriented using the Least Preferred Co-Worker questionnaire and matches that style to situational factors like leader-member relations, task structure, and position power to determine which style will be most effective. The model was later refined by cognitive resource theory which incorporated the role of stress, intelligence, and experience in leadership effectiveness.
This document outlines an agenda for a leadership skills session. It will discuss definitions of leadership, key leadership theories, traits and skills of effective leaders, and the roles and responsibilities of team leaders. Participants will do exercises to identify leadership traits they admire, discuss examples of strong/weak leadership, and examine a team leader job description. It will also cover situational leadership theory, ethical leadership, improving leadership skills, and performing a self-assessment to develop a leadership action plan.
This presentation is on leadership.
{Leadership is the art of influencing and inspiring subordinates to perform their duties willingly, competently and enthusiastically for achievement of group’s objectives.}
it covers following points :-
Meaning of Leadership
Features of Leadership
Importance of Leadership
Leader v/s Manager
Qualities/Traits of a Good Leader
Leadership Styles
Theories of Leadership
Contingency theory states that there is no single best approach to leadership and that the effectiveness of a leadership style depends on contingencies such as internal/external factors, technology, customers/competitors, and government regulations. Key theorists of contingency theory include Fred Fiedler who developed the contingency model of leadership effectiveness based on leader-member relations, task structure, and positional power. Paul Hersey and Kenneth Blanchard developed situational leadership theory which proposes matching leadership style to follower readiness level and maturity. Victor Vroom proposed decision making depends on factors like decision quality, subordinate commitment, and time constraints, defining autocratic and consultative decision procedures.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
1) There are several theories of leadership including trait, behavioral, contingency, and contemporary theories. Trait theories focus on identifying distinguishing traits between leaders and non-leaders. Behavioral theories propose that specific, teachable behaviors differentiate leaders.
2) Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the context. For example, Fiedler's contingency model matches leader styles to situational favorableness. Hersey and Blanchard's model matches leader styles to follower readiness.
3) Contemporary theories examine charismatic, transformational, authentic, ethical, and trust-based leadership. Transformational leaders inspire and motivate followers through idealized influence, inspiration, intellectual stimulation and individualized
The document discusses various theories of leadership, including:
1. Behavioral theories which propose that specific behaviors differentiate leaders and that leadership behaviors can be taught. This includes the Ohio State and University of Michigan studies.
2. Contingency theories which consider the situation, such as the Fiedler model and situational leadership theory.
3. Contemporary theories like transformational leadership which inspires followers and authentic leadership which is ethical and honest.
4. The importance of trust and how leaders build trust through integrity, competence, consistency, loyalty and openness.
The document discusses various leadership theories and concepts. It defines leadership and differentiates between leaders and managers. It describes substitutes and neutralizers for leadership and examines leadership traits and behaviors. It also covers situational leadership theories including Fiedler's contingency theory, path-goal theory, and Hersey and Blanchard's situational leadership model. Finally, it discusses normative decision theory and visionary leadership approaches like charismatic and transformational leadership.
Sorry for any error in vocabulary, grammar use, and explanation in the context. we all love to receive any suggestion to make next slide better. Thank you so much
This document discusses traditional and contemporary leadership theories. It begins by outlining the objectives of being able to identify historical theories from the 1900s and compare them to modern theories. A conceptual model is presented showing the relationship between transformational leadership, creative performance, empowerment, and dependency on the leader. The remainder of the document focuses on transformational and transactional leadership theories. It includes having participants complete a Transactional and Transformational Leadership Assessment (TTL) to determine their own leadership traits.
MSMC BUS 3180 1.28.14 lecture ppt topic 2 leadership traitsMFMinickiello
This document discusses leadership traits and the trait approach to understanding leadership. It begins with questions about what makes a great leader and whether certain traits are important. It then covers communication as an essential part of leadership. Several leadership traits are examined, including intelligence, self-confidence, determination, integrity, sociability, and emotional intelligence. Historical leaders are analyzed to understand common leadership traits. The strengths and criticisms of the trait approach are presented. In the end, the document emphasizes that understanding personal traits can provide insight into leadership abilities and that communication is key to effective leadership.
The document discusses several contingency leadership theories:
1) Fiedler's contingency theory states that leadership effectiveness depends on how well the leader's style fits the situation, based on factors like leader-member relations and task structure.
2) House's path-goal theory describes how leaders can motivate followers by selecting a leadership style that meets their needs, such as directive, supportive, participative, or achievement-oriented.
3) Hersey and Blanchard's situational leadership theory focuses on matching leadership style to follower maturity levels, from directing to delegating as maturity increases.
4) Vroom and Yetton's normative decision model provides styles from autocratic to group-based depending on factors like decision
Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
Leadership and management differ in that management copes with complexity while leadership copes with change. Trait theories focus on personal qualities that differentiate leaders, such as ambition and integrity. However, traits alone do not predict leadership effectiveness in all situations. Behavioral theories examine specific leader behaviors like initiating structure and consideration. Contingency theories emphasize that leadership effectiveness depends on matching leader style to situational characteristics. Transformational leadership inspires followers to transcend self-interest for the organization. Authentic leaders act openly based on their true values and beliefs to build trust.
Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. Someone with great leadership skills today is Bill Gates who, despite early failures, with continued passion and innovation has driven Microsoft and the software industry to success.
The document discusses various concepts and theories of leadership. It defines leadership as influencing people to work together to achieve common goals. It describes several principles of effective leadership including being technically proficient, making sound decisions, setting an example, and keeping workers informed. The document also summarizes several theories of leadership such as trait theory, situational theory, transformational theory, and transactional theory. It discusses different leadership styles like autocratic, democratic, and laissez-faire. In the end, it emphasizes that nurses can demonstrate leadership both within their workplace and through community volunteer roles.
Fiedler's contingency theory states that effective leadership depends on both the leader's style and the situation. The theory assesses leadership situations based on three factors: leader-member relations, task structure, and the leader's position power. It also uses the Least Preferred Co-worker scale to determine a leader's orientation as either relationship-oriented or task-oriented. Depending on how favorable or unfavorable a situation is based on the three factors, different leader orientations will be more or less effective.
Leadership theories propose that effective leadership depends on matching the leader's style to situational factors. The Fiedler model matches task-oriented or relationship-oriented leaders to situations varying in leader-member relations, task structure, and position power. Situational leadership theory identifies four leadership styles - telling, selling, participating, and delegating - that should be applied based on followers' readiness levels. The path-goal model states leaders should clarify paths and remove obstacles to help followers achieve goals using directive, supportive, participative, or achievement-oriented behaviors depending on task structure and follower characteristics.
A contingency theory states that there is no single best way to lead and that the optimal leadership style depends on internal and external situational factors. Fred Fiedler proposed the contingency model which assesses a leader's style as either task-oriented or relationship-oriented using the Least Preferred Co-Worker questionnaire and matches that style to situational factors like leader-member relations, task structure, and position power to determine which style will be most effective. The model was later refined by cognitive resource theory which incorporated the role of stress, intelligence, and experience in leadership effectiveness.
This document outlines an agenda for a leadership skills session. It will discuss definitions of leadership, key leadership theories, traits and skills of effective leaders, and the roles and responsibilities of team leaders. Participants will do exercises to identify leadership traits they admire, discuss examples of strong/weak leadership, and examine a team leader job description. It will also cover situational leadership theory, ethical leadership, improving leadership skills, and performing a self-assessment to develop a leadership action plan.
This presentation is on leadership.
{Leadership is the art of influencing and inspiring subordinates to perform their duties willingly, competently and enthusiastically for achievement of group’s objectives.}
it covers following points :-
Meaning of Leadership
Features of Leadership
Importance of Leadership
Leader v/s Manager
Qualities/Traits of a Good Leader
Leadership Styles
Theories of Leadership
Contingency theory states that there is no single best approach to leadership and that the effectiveness of a leadership style depends on contingencies such as internal/external factors, technology, customers/competitors, and government regulations. Key theorists of contingency theory include Fred Fiedler who developed the contingency model of leadership effectiveness based on leader-member relations, task structure, and positional power. Paul Hersey and Kenneth Blanchard developed situational leadership theory which proposes matching leadership style to follower readiness level and maturity. Victor Vroom proposed decision making depends on factors like decision quality, subordinate commitment, and time constraints, defining autocratic and consultative decision procedures.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
1) There are several theories of leadership including trait, behavioral, contingency, and contemporary theories. Trait theories focus on identifying distinguishing traits between leaders and non-leaders. Behavioral theories propose that specific, teachable behaviors differentiate leaders.
2) Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the context. For example, Fiedler's contingency model matches leader styles to situational favorableness. Hersey and Blanchard's model matches leader styles to follower readiness.
3) Contemporary theories examine charismatic, transformational, authentic, ethical, and trust-based leadership. Transformational leaders inspire and motivate followers through idealized influence, inspiration, intellectual stimulation and individualized
The document discusses various theories of leadership, including:
1. Behavioral theories which propose that specific behaviors differentiate leaders and that leadership behaviors can be taught. This includes the Ohio State and University of Michigan studies.
2. Contingency theories which consider the situation, such as the Fiedler model and situational leadership theory.
3. Contemporary theories like transformational leadership which inspires followers and authentic leadership which is ethical and honest.
4. The importance of trust and how leaders build trust through integrity, competence, consistency, loyalty and openness.
This document discusses various theories of leadership. It begins by defining leadership and distinguishing it from management. It then categorizes leadership theories into four approaches: trait, behavioral, contingency, and recent approaches. Several leadership theories are explained in more detail, including Great Man Theory, Trait Theory, Behavioral Theories like the Ohio State Studies and Managerial Grid, Contingency Theories like Fiedler's LPC Theory and Situational Theory, and characteristics of charismatic leadership. The document provides an overview of the history of leadership thought and key aspects of different leadership theories.
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
The document discusses various leadership styles and theories. It describes the differences between leading and managing, sources of power in organizations, and traits of effective leaders. It also summarizes several leadership theories including path-goal theory, charismatic leadership, transformational leadership, and contingency theory. Key leadership styles discussed are supervisory, strategic, autocratic, democratic, and laissez-faire.
This document discusses key concepts around leadership including:
- The differences between leaders and managers, with managers focusing on planning, organizing and controlling while leaders focus on influencing others.
- The three skills that make an effective leader - technical, human and conceptual skills.
- The five types of power leaders can utilize - legitimate, reward, coercive, referent and expert power and their likely responses from followers.
- Two contingency models of leadership - Fiedler's contingency model and Hersey-Blanchard's situational leadership model which discuss adjusting leadership styles to situational factors.
- The differences between transformational and transactional leadership styles.
- Various leadership styles such as autocratic, democratic and laissez
This document summarizes key concepts from the book "Leadership in Organizations Management 6th Ed." by Richard Daft. It defines leadership and distinguishes it from management. Leadership involves influencing others towards goals using sources of power like position, reward, expertise and relationships. Theories discussed include trait approaches, behavioral and contingency theories like Fiedler's, path-goal theory and substitutes for leadership. Emerging concepts covered are transformational, virtual, servant and level 5 leadership suited for new workplaces.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others towards goals, and distinguishes leadership from management by focusing on vision versus tasks. Early theories examined traits of leaders and different leadership styles. Contingency theories state there is no single best style, and the situation determines the most effective approach. More recent approaches include transformational leadership that inspires change, and visionary leadership that articulates an attractive future. Developing trust, empowering followers, and acting ethically are also discussed as important leadership components.
There are different theories of leadership, including trait, behavioral, contingency, and emerging approaches. Trait theories attempt to identify consistent traits of leaders but have had limited success. Behavioral theories focus on identifying critical leadership behaviors that can be taught. Contingency theories emphasize that effective leadership depends on matching the leader's style to situational factors. Emerging approaches include charismatic, visionary, transformational, and team leadership. Effective leadership requires skills like communication, trust-building, and adapting style to employee and situational needs.
Leadership & their importance in an organizationAliceNjoroge6
This document provides an overview of leadership concepts including definitions of leadership, key leadership theories, leadership styles, and responsibilities of team leaders. It discusses that leadership involves influencing others to achieve goals and can be learned. Theories covered include trait theory, situational theory, behavioral theory, and Hersey-Blanchard situational leadership. The Hersey-Blanchard model matches four leadership styles (telling, selling, participating, and delegating) to four levels of follower maturity. Responsibilities of team leaders include guiding team members, providing structure, focusing on performance, and clarifying roles. Authority of team leaders depends on the scope of their duties within the organizational structure.
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
Week 1 Development of Leadership Theory(1) (2).pptssuserc38659
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
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
1) Leadership involves establishing direction, aligning resources, and inspiring people, while management focuses on bringing order and consistency.
2) Trait theories view leadership as dependent on personal characteristics like extraversion, while behavioral theories see it as learnable through training programs.
3) Contingency theories like Fiedler's model propose that leadership effectiveness depends on matching a leader's style to aspects of the situation.
The document discusses various theories of leadership including trait theories, behavioral theories, contingency theories, and transformational leadership theories. It defines key leadership concepts such as management, consideration, initiating structure, and transactional versus transformational leadership. It also covers topics like trust, mentoring, self-leadership, challenges to the leadership construct, and finding/creating effective leaders.
Trait theory suggests that certain traits like intelligence, dominance, and self-confidence are associated with leadership. Research also shows that people want leaders who are credible and display traits of honesty, competence, and vision. Gender studies found that men and women can both display task-oriented and social leadership styles, and that women may use a more participative leadership style. Several leadership theories also identified key dimensions of consideration for employees and initiating structure. Effective leadership depends on assessing the situation at hand.
Leadership in nursing , 2022-DTBY-S.pptxGalassaAbdi
This document provides an overview of nursing leadership and management. It defines leadership as influencing others towards goals and lists principles, types, and styles of leadership. It also discusses leadership theories including trait theory, behavioral theories, contingency theory, and transformational leadership. For management, it defines management as the process of planning, organizing, leading and controlling resources to achieve goals. It discusses management theories, levels of management, skills, and roles of managers. The document aims to help readers understand and apply concepts of leadership and management in nursing and healthcare contexts.
Corporate Social Responsibility (CSR),Leadership and MotivationGayan Geethanjana
This document discusses corporate social responsibility and leadership. It defines CSR and describes two views on it: the classical view that a company's only responsibility is to maximize profits, and the socioeconomic view that companies have moral responsibilities to society. It also outlines several leadership theories including trait, behavioral, contingency, and contemporary theories. Leadership issues like managing power, developing trust, and empowering employees are also addressed.
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In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
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Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
2. What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals
Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
3. Trait Theories
Limitations
• No universal traits found that predict leadership
in all situations
• Unclear evidence of the cause and effect of
relationship of leadership and traits
• Better predictor of the appearance of leadership
than distinguishing effective and ineffective
leaders
4. Trait Approach
Traits (examples)
– Extraversion
– Conscientiousness
– Openness
Assumption: Leaders are born
Goal: Select leaders
Problems
– Traits do not generalize across situations
– Better at predicting leader emergence than leader
effectiveness
5. Behavioral Theories
Behavioral Theory
Leadership behaviors can be taught.
vs.
Trait Theory
Leaders are born, not made.
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate
leaders from nonleaders
6. University of Michigan Studies
Employee-oriented Leader
Emphasizing interpersonal relations; taking a personal
interest in the needs of employees and accepting
individual differences among members
Production-oriented Leader
One who emphasizes technical or task aspects of the
job
8. Contingency Theories
All Consider the Situation
– Fiedler Contingency Model
– Cognitive Resource Theory
– Hersey and Blanchard’s Situational Leadership Model
– Path Goal Theory
Assumptions underlying the different models:
– Fiedler: Leader’s style is fixed.
– Other’s: Leader’s style can and should be changed.
9. Leader: Style Is Fixed (Task-oriented vs. Relationship-
oriented)
Considers Situational Favorableness for Leader
– Leader-member relations
– Task structure
– Position power
Key Assumption
– Leader must fit situation; options to accomplish this:
– Select leader to fit situation
– Change situation to fit leader
Fiedler Model
10. Fiedler Model: The Leader
Least Preferred Co-Worker (LPC)
Questionnaire
The way in which a leader will evaluate
a co-worker who is not liked will
indicate whether the leader is task- or
relationship-oriented.
Assumption: Leader’s style is fixed and can be
measured by the least preferred co-worker (LPC)
questionnaire.
11. Cognitive Resource Theory
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.
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.
12. Contingency Approach: Hersey and Blanchard
Situational Model
Considers Leader Behaviors (Task and Relationship)
– Assumes leaders can change their behaviors
Considers Followers as the Situation
– Follower task maturity (ability and experience)
– Follower psychological maturity (willingness to take
responsibility)
Assumptions
– Leaders can and should change their style to fit their
followers’ degree of readiness (willingness and ability)
– Therefore, it is possible to train leaders to better fit their
style to their followers.
13. Hersey and Blanchard’s Situational Leadership
Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness; the more “ready” the followers (the more
willing and able) the less the need for leader support and
supervision.
LOW Amount of Follower Readiness HIGH
Amount of Leader
Support &
Supervision Required
HIGH LOW
14. Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Willing
Unwilling
Able
Unable Directive
High Task
and
Relationship
Orientations
Supportive
Participative Monitoring
Follower
Readiness
Leadership
Styles
15. Leader-Member Exchange Theory
Leader-Member Exchange (LMX) Theory
• Leaders select certain followers to be “in” (favorites)
based on competence and/or compatibility and similarity
to leader
• “Exchanges” with these “in” followers will be higher
quality than with those who are “out”
• Result: “In” subordinates will have higher performance
ratings, less turnover, and greater job satisfaction.
16. Path-Goal Theory
Premise
• Leader must help followers attain
goals and reduce roadblocks to
success
• Leaders must change behaviors
to fit the situation (environmental
contingencies and subordinate
contingencies)
17. Leader-Participation Model
Premise
• 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
18. Framing: Using Words to Shape Meaning
and Inspire Others
Leaders use framing
(selectively including
or excluding facts) to
influence how others
see and interpret
reality.
Framing
A way to use language to
manage meaning
19. Inspirational Approaches to Leadership
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the
vision.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.
Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors.
20. Key Characteristics of Charismatic Leaders
1. Vision and articulation. Has a vision—expressed as an
idealized goal—that proposes a future better than the status quo;
and is able to clarify the importance of the vision in terms that are
understandable to others
2. Personal risk. Willing to take on high personal risk, incur high
costs and engage in self-sacrifice to achieve the vision
3. Environmental sensitivity. Able to make realistic
assessments of the environmental constraints and resources
needed to bring about change
4. Sensitivity to follower needs. Perceptive of others’ abilities
and responsive to their needs and feelings
5. Unconventional behavior. Engages in behaviors that are
perceived as novel and counter to norms
21. 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 of individual
capability, team skills, managerial competence, and
the ability to stimulate others to high performance
– Channel their ego needs away from themselves and
into the goal of building a great company
22. Transactional and Transformational Leadership
• Contingent Reward
• Management by
Exception (active)
• Management by
Exception (passive)
• Laissez-Faire
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individual Consideration
Transactional Leaders
Leaders who guide or motivate
their followers in the direction of
established goals by clarifying role
and task requirements
Transformational Leaders
Leaders who provide the four “I’s”
(individualized consideration,
inspirational motivation, idealized
influence, and intellectual
stimulation)
23. Characteristics of Transactional Leaders
Contingent Reward: Contracts exchange of rewards for
effort, promises rewards for good performance,
recognizes accomplishments
Management by Exception (active): Watches and
searches for deviations from rules and standards, takes
corrective action
Management by Exception (passive): Intervenes only
if standards are not met
Laissez-Faire: Abdicates responsibilities, avoids making
decisions
25. Characteristics of Transformational Leaders
Idealized Influence: Provides vision and sense of
mission, instills pride, gains respect and trust
Inspiration: Communicates high expectations, uses
symbols to focus efforts, expresses important purposes in
simple ways
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving
Individualized Consideration: Gives personal attention,
treats each employee individually, coaches, advises
26. Authentic Leaders and Ethical Behavior
Authentic leaders know who they are, what they
believe in and value, and act on those values openly
and candidly.
– Followers see them as ethical.
Ethical leaders use ethical means to get followers to
achieve their goals, and the goals themselves are
ethical.
27. Actions
• Work to positively change the
attitudes and behaviors of
employees
• Engage in socially constructive
behaviors
• Do not abuse power or use
improper means to attain goals
Ethical Leadership
28. Trust: The Foundation of Leadership
Trust
A positive expectation that
another will not—through
words, actions, or
decisions—act
opportunistically
Trust is a history-dependent
process (familiarity) based
on relevant but limited
samples of experience (risk)
29. Dimensions of Trust
Integrity
– Honesty and truthfulness
Competence
– An individual’s technical
and interpersonal
knowledge and skills
Consistency
– An individual’s reliability,
predictability, and good
judgment in handling
situations
Loyalty
– The willingness to
protect and save face for
another person
Openness
– Reliance on the person
to give you the full truth
30. Three Types of Trust
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated
Identification-based Trust
Trust based on a mutual understanding of one another’s
intentions and appreciation of the other’s wants and
desires
Knowledge-based Trust
Trust based on behavioral predictability that comes from
a history of interaction
31. Basic Principles of Trust
Mistrust drives out trust.
Trust begets trust.
Growth often masks mistrust.
Decline or downsizing tests the highest levels of trust.
Trust increases cohesion.
Mistrusting groups self-destruct.
Mistrust generally reduces productivity.
32. Contemporary Leadership Roles: Providing
Team Leadership
Team Leadership Roles
• Act as liaisons with external
constituencies
• Serve as troubleshooters
• Managing conflict
• Coaching to improve team
member performance
33. Contemporary Leadership Roles: Mentoring
Mentoring Activities
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
Mentor
A senior employee who
sponsors and supports
a less-experienced
employee (a protégé)
34. Contemporary Leadership Roles: Self-Leadership
Creating Self-Leaders
• Model self-leadership
• Encourage employees to
create self-set goals
• Encourage the use of self-
rewards
• Create positive thought
patterns
• Create a climate of self-
leadership
• Encourage self-criticism
Self-Leadership
A set of processes
through which
individuals control their
own behavior.
35. Online Leadership
Leadership at a Distance: Building Trust
– The lack of face-to-face contact in electronic
communications removes the nonverbal cues that
support verbal interactions.
– There is no supporting context to assist the receiver
with interpretation of an electronic communication.
– The structure and tone of electronic messages can
strongly affect the response of receivers.
– An individual’s verbal and written communications may
not follow the same style.
– Writing skills will likely become an extension of
interpersonal skills
36. Challenges to the Leadership Construct
Qualities Attributed to Leaders
• Leaders are intelligent, outgoing, have strong verbal skills,
are aggressive, understanding, and industrious.
• Effective leaders are perceived as consistent and
unwavering in their decisions.
• Effective leaders project the appearance of being a leader.
Attribution Theory of Leadership
The idea that leadership is merely an attribution that
people make about other individuals
37. Finding and Creating Effective Leaders
Selection
– Review specific requirements for the job
– Use tests that identify personal traits associated with
leadership, measure self-monitoring, and assess
emotional intelligence
– Conduct personal interviews to determine candidate’s
fit with the job
Training
– Recognize that all people are not equally trainable
– Teach skills that are necessary for employees to
become effective leaders
– Provide behavioral training to increase the
development potential of nascent charismatic
employees