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This document discusses different models of leadership and contingency theory. It defines leadership as the process by which a person exerts influence and inspires others to achieve goals. Contingency models recognize that effective leadership depends on the characteristics of the leader and the situation. Three contingency models are described: Fiedler's model ties leadership effectiveness to task orientation and relationships; House's path-goal theory focuses on motivating subordinates; and the leader substitutes model suggests leadership is sometimes unnecessary when substitutes are present like empowered subordinates or clear contextual rules. Taken together, the models provide a multidimensional view of effective leadership contingent on various factors.
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Situational Leadership: The shift Every Leader Must Make to be Effective
Learning Objective: Identify personal leadership styles
What is your leadership style? Do you handle everyone and every situation the same way despite the circumstances? One of the key qualities many great leaders share is the ability to adapt. The way you manage and lead depends on the needs of the situation and the people executing the tasks. Awareness of how these elements change and flow will enable you to adapt your style and preferences to meet the needs of the vision, mission and goals. You can’t be a leader if you don’t have followers or if you lack the ability to bring your vision to fruition.
At the end of this seminar, participants will be able to:
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b. Explore leadership style model to discover ways to adapt your style.
c. Participate in mock leadership challenges to practices adapting and applying situational leadership strategies.
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This document outlines several situational or contingency approaches to leadership. It discusses Fiedler's contingency model which matches leader style to situational favorability. Hersey and Blanchard's situational theory matches leader style to follower readiness levels. Path-goal theory focuses on leader behaviors that clarify paths to goals and increase rewards. Vroom-Jago examines varying levels of participative leadership. The document also covers substitutes and neutralizers that can replace or counteract the need for leadership in certain situations.
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Situational Leadership: The shift Every Leader Must Make to be Effective
Learning Objective: Identify personal leadership styles
What is your leadership style? Do you handle everyone and every situation the same way despite the circumstances? One of the key qualities many great leaders share is the ability to adapt. The way you manage and lead depends on the needs of the situation and the people executing the tasks. Awareness of how these elements change and flow will enable you to adapt your style and preferences to meet the needs of the vision, mission and goals. You can’t be a leader if you don’t have followers or if you lack the ability to bring your vision to fruition.
At the end of this seminar, participants will be able to:
a. Identify your personal leadership style.
b. Explore leadership style model to discover ways to adapt your style.
c. Participate in mock leadership challenges to practices adapting and applying situational leadership strategies.
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What is your leadership style? Do you handle everyone and every situation the same way despite the circumstances? One of the key qualities many great leaders share is the ability to adapt. The way you manage and lead depends on the needs of the situation and the people executing the tasks. Awareness of how these elements change and flow will enable you to adapt your style and preferences to meet the needs of the vision, mission and goals. You can’t be a leader if you don’t have followers or if you lack the ability to bring your vision to fruition.
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a. Identify your personal leadership style
b. Explore leadership style model to discover ways to adapt your style
c. Participate in mock leadership challenges to practices adapting and applying situational leadership strategies
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Learning objective: Identify personal leadership styles
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Fiedler's contingency model, path-goal theory, and situational leadership theory all provide frameworks for understanding effective leadership based on situational factors. Fiedler's model matches leadership style to situational favorability. Path-goal theory focuses on how a leader influences subordinates to achieve goals based on their characteristics and the work environment. Situational leadership theory proposes that effective leadership requires assessing follower readiness and adapting the level of task behavior and relationship behavior accordingly.
Leadership
The document discusses various views and theories of leadership. It begins by looking at trait theories which focus on identifying inherent qualities of leaders. It then examines behavioral theories which emphasize that leadership skills can be learned and developed. Contingency theories suggest that effective leadership depends on matching a leader's style to specific situational factors. The document also explores different leadership styles like autocratic, democratic, and laissez-faire approaches and analyzes how the optimal style depends on situational factors like the organization, task, and employees.
Chapter leadership
The document discusses various theories of leadership that have developed over time. It begins with trait theories from the 1940s-1960s that focused on identifying innate qualities of leaders. Then it shifts to behavioral theories from the 1960s that examined specific leader behaviors. More recently, contingency and modern theories take into account situational factors and how leaders adapt their style based on the environment. The document provides an overview of several prominent leadership theories such as Fiedler's contingency model, path-goal theory, transformational leadership, and discusses differences between leadership styles like autocratic versus democratic approaches.
Leadership through Emotional Intelligence
We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
Leadership Theories.pptx
The document discusses several theories of leadership. The Great Man theory proposes that great leaders are born with certain inherited traits. The Trait theory similarly believes that leaders possess innate qualities like intelligence and confidence. Behavioral theories focus on observable behaviors and argue that leadership can be learned. Contingency theories emphasize that the most effective leadership style depends on situational factors. Situational leadership theory and Path-Goal theory argue that leaders should adapt their style to followers' readiness and needs. Relationship theories like transformational leadership emphasize connecting with followers through inspiration.
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Slideshare leadership
- 1. By: Selenne Sepúlveda Rondón Lorena Vargas López LEADERSHIP
- 2. DEFINITION OF LEADERSHIP LEADERSHIP Process by which a person Exerts influence Inspires and motivates Direct activities Effective leadership Increases an organization’s ability to meet all challenges
- 3. CONTINGENCY MODELS OF LEADERSHIP Take into account the situation or context within which leadership occurs. Some models of contingency are Fiedler’s Contingency Model, House’s Path-Goal Theory, The Leader Substitutes Model.
- 4. Explain which kinds of managers are likely to be most effective in which situations Depends on the characteristics of the leader and the situation Recognizes that effective leadership is contingent Fiedler’s Contingency Model
- 5. LEADER STYLE Relationship- oriented leaders The quality of interpersonal relationships with subordinates is a prime concern Task- oriented leaders Are primarily concerned with ensuring that subordinates perform at a high level. Characteristic manner in which a manager focuses on the leadership
- 6. House’s Path-Goal Theory Robert House focused on what leaders can do to motivate their subordinates to achieve the goals of the group and the organization. Effective leaders motivate subordinates to achieve goals Rewarding subordinates Specifying to the subordinates the paths Identifying the outcomes that subordinates are trying to obtain
- 7. Path-goaltheoryProposes that the steps that managers should take to motivate subordina tes Path-goaltheory * Find out what outcomes your subordinates are trying to obtain from their jobs and the organization. *Reward subordinates Path-goaltheory *Directive behaviors *Supportive behaviors *Participative behaviors *Achievement -oriented behaviors
- 8. The Leader Substitutes Model This model suggests that leadership is sometimes unnecessary because substitutes for leadership are present. A substitute for the leadership Characteristic of a subordinate or a situation or context that acts instead of the influence of a leader.
- 9. Leadership substitute Characteristics of subordinates Characteristics of the situation or context Empower their subordinates Can increase organizational efficiency and effectiveness
- 10. INTEGRATION OF MODELS The three contingency models help managers home in on the necessary ingredients for effective leadership. Each one looks at the leadership from a different angle.