Leadership

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“The difference between the impossible and possible lies in a person's determination.”

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Leadership

  1. 1. LEADERSHIP<br />www.humanikaconsulting.com<br />
  2. 2. “The art of getting people to do what they really don’t want to do and don’t feel equipped to do against a timeline they don’t believe in, with risks that scare them, to achieve an objective they believe at the beginning to be impossible.”<br /> — Eric Gregory<br />
  3. 3.
  4. 4. Fact no. 1<br />We Praise Leaders Too Much<br />When Organizations Succeed<br />
  5. 5. Fact no. 2<br />…and Blame Them Too Much<br />When Organizations Fail<br />
  6. 6. The Meaning of Leadership<br />
  7. 7. Establish<br />organizational<br />mission<br />Leader’s Job<br />Formulate<br />Strategy for<br />implementing<br />mission<br />Implement<br />organizational<br />strategy<br />Manager’s Job<br />
  8. 8. Leaders vsManagers<br />
  9. 9. TOPICS OF INTEREST<br />
  10. 10. Leadership Attributes<br />
  11. 11. GLOBAL POLLS of LEADERSHIP<br />
  12. 12. Emotional<br />Rational<br />Ethical<br />
  13. 13. Leader 360 <br />Leadership attributes X 360 Achievements <br />
  14. 14. LEADERSHIP STYLES….<br />
  15. 15. Autocratic<br />Determines all policies.<br />Assigns work to group members.<br />Uses people to reach goals.<br />
  16. 16. Democratic<br />Encourages group to discuss policies.<br />Allows members to work with whom they choose.<br />Objective and fair in praise & criticism<br />
  17. 17. LAISSEZ-FAIRE<br />.<br /><ul><li>Passive attitude.
  18. 18. Offers help only when asked.
  19. 19. No pressure toward achievement.</li></li></ul><li>Charismatic<br />Natural born leaders.<br /> Arouse emotions within group.<br />High energy, physical appearance, independence, verbal<br />
  20. 20. LEADERSHIP STYLE GRID<br />
  21. 21. More Successful Proposal<br />Team<br />Authoritarian<br />Team<br />Authoritarian<br /><ul><li>Task oriented
  22. 22. Strong on schedules
  23. 23. Expects directions to be followed
  24. 24. Intolerant of dissent
  25. 25. Task oriented
  26. 26. Positive examples
  27. 27. Fosters environment for people to reach their highest potential
  28. 28. Works to strengthen bonds among team members
  29. 29. Task oriented
  30. 30. Strong on schedules
  31. 31. Expects directions to be followed
  32. 32. Intolerant of dissent
  33. 33. Task oriented
  34. 34. Positive examples
  35. 35. Fosters environment for people to reach their highest potential
  36. 36. Works to strengthen bonds among team members</li></ul>Team<br />Authoritarian<br />Country Club<br />Impoverished<br />Country Club<br /><ul><li>Uses rewards almost exclusively
  37. 37. Generally incapable of coercive, punitive, or disciplined action
  38. 38. Fears conflict
  39. 39. Delegates and disappears
  40. 40. Detaches from team
  41. 41. Lets team work out power struggles
  42. 42. Low commitment to task accomplishment
  43. 43. Uses rewards almost exclusively
  44. 44. Generally incapable of coercive, punitive, or disciplined action
  45. 45. Fears conflict</li></ul>Country Club<br />Impoverished<br />Less Successful Proposal<br />“Blake & Mouton Managerial Guide,”& Don Clark<br />20<br />
  46. 46. LEADERSHIP THEORIES<br />
  47. 47. Traditional Leadership Theories<br />
  48. 48. The Evolution of Leadership Theory<br />
  49. 49. TRAIT THEORY<br />
  50. 50. <ul><li>Distinguishes leaders from non-leaders on the basis of certain personality traits.
  51. 51. Often times “it’s in the blood,” like royal</li></ul> families, even the Kennedy family.<br /><ul><li>A Modern Trait Profile: Leaders with Emotional Intelligence
  52. 52. Emotional Intelligence (EI): the ability to monitor and control one’s emotions and behavior in complex social settings.</li></li></ul><li>Behavioral Approach to Leadership<br />Theory X and Theory Y is a set of assumptions made about people in general<br />
  53. 53. Theory X (Authoritarian)<br /><ul><li>Most employees dislike work and will avoid it whenever possible.
  54. 54. Because most people dislike work, they have to be pushed, closely supervised, and</li></ul>threatened with punishment to get them to help achieve the objectives of the organization.<br />
  55. 55. THEORY Y ( DEMOCRATIC)<br /><ul><li> Most people find work as natural as play or rest, and their attitude toward work is related to their experiences with it.
  56. 56. People don’t have to be threatened with punishment to be motivated to assist an organization to accomplish its goal.</li></li></ul><li>Michigan & Ohio Studies<br />MICHIGAN STUDIES<br />OHIO STUDIES<br />HIGH CONSIDERATION<br />EMPLOYEE CENTERED<br />JOB CENTRED<br />INITIATING STRUCTURE<br />
  57. 57. Managerial Grid<br />This is a model defined by Blake and Mouton in the early 1960s.<br />
  58. 58. Situational leadership<br />
  59. 59. Situational Leadership Approach<br />
  60. 60. Situational Leadership Approach<br />In Decision Making<br />
  61. 61. FIEDLER’S CONTINGENCY THEORY<br />
  62. 62.
  63. 63. HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY <br />
  64. 64. High<br />Selling<br />Participating<br />Relationship Behavior<br />Telling<br />Delegating<br />High<br />Task Behavior<br />Unable and <br />willing<br />Able and <br />unwilling<br />Able and <br />willing<br />Unable and <br />unwilling<br />Follower Readiness<br />High<br />Low<br />
  65. 65. ‘New’ Leadership Theories<br />
  66. 66. Leaders = ‘Managers of Meaning’<br />Transactional Leadership<br />Transformational Leadership<br />Charismatic Leadership<br />
  67. 67. Transformational Leadership<br />Transformational leaders<br />Are capable of charting new courses for their organization.<br />Are visionaries who challenge people to do exceptional things, above and beyond the plan.<br />Serves to change the status quo.<br />
  68. 68. Transactional Leader<br />Gives rewards in exchange for performance<br />Manages by looking for deviations from rules<br />Intervenes only if standards aren’t met<br />Abdicates responsibilities<br /><ul><li>Monitor people to see that they do the expected, according to plan in order to maintain the status quo.</li></li></ul><li>
  69. 69. Charismatic Leadership<br />"It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them."-- BusinessWeek, May 25 1998<br />
  70. 70. Develop visionary skills<br />Take Dramatic Action – <br />Walk the walk<br />Focus on Your Followers<br />Develop an enthusiastic, <br />confident personality.<br />4 Strategies to DevelopCharismatic Qualities<br />
  71. 71. “The difference between the impossible and possible lies in a person's determination.”<br />

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