Leading

1. Leading

2. The Definition of a Leader • The American Heritage Dictionary says a leader is • One that leads or guides • One who is in charge or in command of others • One who heads a political party or organization • One who has influence or power

3. Definition of leadership • Leadership can be defined as the ability to get men to do what they don’t like to do and like it. (Harry Truman ) • leadership is the art or process of influencing people so that they will strive willingly towards the achievement of organizational goals. All managers at all levels of the organization, who depend on other people for efficient and effective work performance, require leadership ability.

4. How leaders influence others Why do people accept a leader’s influence? Often they do so because leaders have power. Sources of leader power. Power: can be defined as the capacity to affect the behavior of others. Organization leaders can rely on some five major types of powers.

5. Sources of leaders power Legitimate power: Comes from a position in the managerial hierarchy and the authority vested in the position. Reward power: Most organizations offer rewards under a manager’s control, including pay rises, bonuses, promotion recommendations, a better office etc. Coercive power: depends on the ability to punish others if they don’t display desired behaviors. Expert power: Based on possession of expertise value by others, managers often have considerable knowledge, skills and experience. Referent power: comes from being admired, personally liked by others. when we like people, we follow their directions more willingly.

6. Knowledgeable Confident Respectable Role model Observant Capable of making mistakes and correcting them Problem solver Works well with others Goal oriented Good communicator Influence people Motivating Effective Qualities of a good leader

7. leadership styles Autocratic leadership: Leadership style who tend to make unilateral decisions, , command and expect compliance Dogmatic (strict) sometimes give a feedback that is punitive (punishing). Democratic leadership: Participatory decision making Make the overall goals known Helping out the employees in their works Laissez-faire Gives complete freedom to group. Full confidence in subordinates

8. Motivation Human motives are based on needs. some of them are primary such as need for water, air, food, sleep and shelter. Secondary needs are self respect, status, relations with others, accomplishment. To say managers motivate their subordinates is to say that • Managers satisfy the needs of subordinates • In response subordinates accomplish the assignments given by managers.

9. Motivation defined The act and art of creating an atmosphere where your members will want to achieve the objectives which are set for them.

10. Motivation Theories

11. McGregor's Theory X and Theory Y: Theory X Management view that assumes workers generally dislike work and must be forced to do their jobs. Theory Y Management view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.

12. McGregor's Theory X and Theory Y: Self actualization: challenging projects, opportunities for innovation and training. Esteem : respect, recognition and good working environment.

13. Expectancy theory by Vroom Victor H vroom holds that people will be motivated to do things to reach a goal if • They believe the worth of that goal. • They have strong believe that what ever they are doing will help them to achieve that goal. “Everything that is done in the world is done by hope”

14. Equity Theory Motivation is influence by an individual’s subjective judgment about the fairness of the rewards he or she gets, relative to the inputs, compared with the rewards of others. Outcomes by a person = Outcome of another person Inputs by a person Inputs by another If people feel that they are inequitably treated they will not work properly.