Leadership

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  • i have read many presentation about leadership overview. but this is so far the most comprehensive i have ever seen. Thank you for your unselfish sharing. contributed so much to mine and my students scope and dept of understanding. God bless you and more power sir
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  • nice...can u allow me to donwload it?...yusz_8181@yahoo.com
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  • I like this presentation...could you email to me or allow for it to be downloaded?

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  • very nice ppt
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  • It' a very great presentation..we need those to create new laders that can adapt to this new environment...Bravo!
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Leadership

  1. 1. LEADERSHIP
  2. 2. “MANAGERS WHO ARE NOT LEADERS CAN ONLY BE FAILURES” Leonard Sayles “Leadership: Managing in Real Organizations” “The Working Leader”
  3. 3. LEADERSHIP THEORIES • Great Man Theory • Contingency Theory • Trait Theory • Transactional • Power and Theory Influence Theory • Attribution Theory • Behaviourist • Transformational Theory Theory • Situational Theory
  4. 4. GREAT MAN THEORY • Late 19 th. & 20 th. Century • Leader is born with innate, unexplainable and, for mere mortals incomprehensible leadership qualities • Elevated as heroes
  5. 5. TRAIT THEORY • Based on great men you can examine their personalities and behaviour to develop traits of leaders • Plausible BUT flawed • Little correlation – in attempting to identify and model behaviours
  6. 6. POWER & INFLUENCE THEORY • Approach concentrates on networks of power and influence generated by the leader • Based on assumption that all roads lead to the leader • Negates role of followers & strength of organizational culture
  7. 7. BEHAVIOURIST THEORY • Emphasizes what leaders do rather than their characteristics • So we look at what they do and how they behave • Advocates- Blake and Mouton (creators of the Management Grid) and Rennis Likert
  8. 8. SITUATIONAL THEORY • Views leadership as specific to a situation rather than a particular sort of personality • Based on plausible notion – different circumstances require different forms of leadership • Champions – Kenneth Blanchard & Paul Hersey “Situational Leadership Theory”
  9. 9. CONTINGENCY THEORY Developing from Situational Theory, contingency approaches attempt to select situational variables which best indicate the most appropriate leadership to suit the circumstances
  10. 10. TRANSACTIONAL THEORY • Emphasizes relationship between leaders and followers • Examines the mutual benefit from an exchange-based relationship • Leader offers certain things like rewards or resources, in return leaders get followers’ commitment or acceptance of leader’s authority (extrinsic motivation)
  11. 11. ATTRIBUTION THEORY • Elevates followers to new importance • Concentrates on factors which lie behind the followers’ attribution of leadership to a particular leader
  12. 12. TRANSFORMATIONAL THEORY • In contrast to Transactional (extrinsic motivation) this theory emphasizes intrinsic motivation • Emphasis on commitment rather than compliance from the followers • Transformational leader – proactive and innovative visionary.
  13. 13. VALUES-BASED LEADERSHIP • Helps to rebuild employee commitment, performance and productivity • Offers a vision to reinvigorate and restore the heart and soul of organizations • Employees need a reason to believe in the values and mission of an organization if not profits and productivity will decline.
  14. 14. VALUES-BASED LEADERSHIP Susan Smith Kuczmarski & Thomas D. Kuczmarski • How to replace the feeling of anomie – disillusionment, isolation and hopelessness • How to reenergize employees with a renewed sense of belonging, commitment and connection to their organizations. • How to reduce employee problems like lack of motivation, low morale, “I don’t care attitude”, and low productivity • How to eliminate 10 factors that decrease employee satisfaction • Tools to help employees and employers to work together for a more satisfying relationship.
  15. 15. MODERN LEADERSHIP • Suggest leadership as a skill or characteristic is distributed generously among the population • “Successful leadership is not dependent on the possession of a single universal pattern of inborn traits and abilities. It seems likely that leadership potential is broadly rather than narrowly distributed in the population” Douglas Macgregor The Human Side of Enterprise
  16. 16. Warren Bennis Each of us contains the capacity for leadership and has leadership experience Becoming an effective leader is not d ut translating is not straightforward but it can be done given time and application Leaders: The Strategies for Taking Charge (with Burt Nanus) 1985 • On Becoming a Leader, 1989 • Why Leader can’t Lead, 1989 • An Invented Life: Reflections on leadership and Change, 1993
  17. 17. THE NEW LEADER • “Today’s leaders understand that you have to give up control to get results – they act as coaches not as ‘the boss’” • Robert Waterman – “The Frontiers of Excellence”
  18. 18. MANAGEMENT STYLES • Exploitative Authoritarian – management by fear • Benevolent Autocracy – top-down with emphasis on carrots rather than sticks • Consultative – UP-down communication with decisions coming mainly from the top • Participative – decision-making based on working groups that communicate with each other • (Rennis Likert –1903-1981)
  19. 19. The Learning Organization • The new recipe for • In the learning leadership centres organization the act of on five key learning is continuous areas:Learning, and affects , and Energy, Focus, involves everyone Inner Sense - Stuart Crainer - - Phil Hodgson - Key Management Ideas 1996
  20. 20. The Learning Organization • WHY? – People are taking broader ranges of responsibility e.g Managers today are faced with new environment – responsible for more people working in a process-oriented organization • Growth of ‘knowledge workers’-marketplace is teeming with highly qualified people • Need to constantly develop skills with changing times-recruiting, retaining, retraining, motivate, develop skills etc,
  21. 21. NOTHING DIES FASTER THAN A NEW IDEA IN A CLOSED MIND
  22. 22. NEVER STOP LISTENING NEVER STOP LEARNING NEVER STOP TRAINING
  23. 23. REFERENCES • Crainer, S. (1996). Key Management Ideas • Bennis, W & Nanus, B (1985) Leaders • Ghosal,S. (1990). Organizational Theory and the Multinational Corporation • Handy,C (1994). The Empty Raincoat • Kuczmarski, S.S. & Kuczmarski, T.D. (1995). Values-Based Leadership • Macgregor,D. (1960) The Human Side of Enterprise • Pascale, R. (1990). Managing on the Edge
  24. 24. THANK YOU FOR YOUR KIND ATTENTION www.bookfiesta4u.com

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