Leadership
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Leadership. Leadership is the influencing process of leaders and followers to achieve organizational objectives through change. 1-3. Key Elements of Leadership. Influence. Leaders-Followers. Leadership. Organizational Objectives. Change. People. 1-4. Interpersonal. Managerial Roles.

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Leadership

Leadership

.


Leadership

Leadership is the influencing process of leaders and followers to achieve organizational objectives through change.

1-3


Key elements of leadership

Key Elements of Leadership

Influence

Leaders-Followers

Leadership

Organizational Objectives

Change

People

1-4


Managerial roles

Interpersonal

Managerial Roles

1. Figurehead

2.Leader

3. Liaison

Informational

4. Monitor

5. Disseminator

6. Spokesperson

Decisional

7. Entrepreneur

8. Disturbance handler

9. Resource-allocator

10. Negotiator

1-5


3 levels of leadership analysis

3 Levels of Leadership Analysis

Group

Organizational

Individual

1-6


Leadership

Trait

Contingency

Behavioral

Integrative

The 4 Leadership Theory Classifications Include:

1-7


Leadership trait theory

Leadership Trait Theory

attempts to explain distinctive characteristics accounting for leadership effectiveness to identify a set of traits that all successful leaders possess.

1-8


Behavioral leadership theories

Behavioral Leadership Theories

attempt to explain distinctive styles used by effective leaders or the nature of their work.

1-9


Contingency leadership theories

Contingency Leadership Theories

attempt to explain the appropriate leadership style

based on the leader,

followers,

and situation

1-10


Integrative leadership theories

Integrative Leadership Theories

attempt to combine the train, behavioral, and contingency theories to explain successful influencing leader follower relationships.

1-11


Great man person approach

Great Man (Person) Approach

Sought to identify

the traits effective

leaders possessed.

2-3


Big five model of personality

Big Five Model of Personality

Surgency

Adjustment

Agreeableness

Conscientiousness

Open to experience

2-4


Leadership

1. Bullying style

2. Cold, aloof, arrogant

3. Betrayed personal trust

4. Self-centered

5. Specific performance

problems

6. Overmanaged

6

Major

Reasons

for

Executive

Derailment

2-5


Leadership

Locus of

Control

Integrity

High energy

Flexibility

9

Traits of

Effective

Leaders

Dominance

Sensitivity

to others

Self-confident

Intelligence

Stability

2-6


Achievement motivation theory

Achievement MotivationTheory

  • attempts to explain and predict behavior and performance based on one’s need for achievement, power, and affiliation.

2-7


Theory x theory y autocratic participative

TheoryX.................TheoryY(Autocratic) (Participative)

Support

Control

2-8


Pygmalion effect

Pygmalion Effect

  • Managers’ attitudes, expectations, and treatment of employees explain and predict behavior and performance behavior and performance of employees

2-9


If you think you can you can if you think you can t you can t

Motivation

“If you think you canyou can,if you think you can’t,you can’t.”

2-10


Leadership styles based on attitudes

Leadership Styles Based on Attitudes

Theory Y Attitudes

Theory X Attitudes

Positive

Self-Concept

•Bossy •Pushy

•Impatient•Critical

•Autocratic

•Gives and accepts positive feedback

•Expects others to succeed

•Lets others do the job their way

Negative

Self-Concept

•Pessimistic

•Promotes hopelessness

•Afraid to make decisions

•Unassertive

•Self-blaming

2-11


Golden rule

Golden Rule

“Do unto others as you want them to do unto you.”

or

“Don’t do anything to anyone that you would not want them to do to you.”

2-12


Stakeholder s approach to ethics

Stakeholder’s Approach to Ethics

  • creates a win-win situation for relevant parties affected by the decision.

2-13


Leadership styles

Leadership Styles

Autocratic...........................Democratic

3-3


One dimensional two leadership styles model

One-Dimensional Two Leadership Styles Model

Job Centered........Employee Centered

3-4


Leadership

Two-Dimensional Leadership Styles

C

O

N

S

I

D

E

R

A

T

I

O

N

High

Low StructureHigh Structure

andand

High ConsiderationHigh Consideration

Low StructureHigh Structure

andand

Low ConsiderationLow Consideration

Low

Initiating Structure

Low High

3-5


Leadership

Although there is no one best leadership style in all situations, employees are more satisfied with a leader who is high in consideration

3-6


Leadership

Leadership Grid

High

1,9

Country Club

9,9

Team Leader

CONCERN

-

P

E

O

P

L

E

5,5

Middle of the Road

Impoverished

Authority-Compliance

9,1

1,1

Low

1CONCERN for PRODUCTION 9

Low High

3-7


Leadership

Hierarchy of

Needs

Acquired Needs

Two-Factor

3

Content Motivation

Theories

3-8


The motivation process

The Motivation Process

Need Motive Behavior Consequence Satisfaction or Dissatisfaction

Feedback

3-9


Leadership

Major Motivation Theories

Specific Motivation Theory

a. Hierarchy of needs theory

b. Two-factor theory

c. Acquired needs theory

a. Equity theory

b. Goal-setting theory

c. Expectancy theory

Type of Reinforcement

a. Positive

b. Avoidance

c. Extinction

d. Punishment

Classification of Motivation

Theories

1.Content Motivation theories

2.Process Motivation Theories

3.Reinforcement Theory

3-10


Leadership

Hierarchy of Needs Theory

Self-

Actualization

Esteem

Social

Safety

Physiological

3-11


Acquired needs theory employees are motivated by their need for

Acquired Needs Theory(employees are motivated by their need for:)

Power

Affiliation

Achievement

3-12


Equity theory

Equity Theory

(proposed that employees are motivated when their perceived inputs equal outputs.)

Others’ input (contributions)

Others’ outcomes (rewards)

Our inputs (contributions)

=

Our outcomes (rewards)

=

3-13


Expectancy theory

Expectancy Theory

  • Proposes that employees are motivated when they believe they can accomplish the task and the rewards for doing so are worth the effort.

3-14


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