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

1-3


Key elements of leadership

Key Elements of followers to achieve organizational objectives through change.Leadership

Influence

Leaders-Followers

Leadership

Organizational Objectives

Change

People

1-4


Managerial roles

Interpersonal followers to achieve organizational objectives through change.

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 followers to achieve organizational objectives through change.

Group

Organizational

Individual

1-6


Trait followers to achieve organizational objectives through change.

Contingency

Behavioral

Integrative

The 4 Leadership Theory Classifications Include:

1-7


Leadership trait theory

Leadership Trait Theory followers to achieve organizational objectives through change.

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 followers to achieve organizational objectives through change.

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

1-9


Contingency leadership theories

Contingency Leadership Theories followers to achieve organizational objectives through change.

attempt to explain the appropriate leadership style

based on the leader,

followers,

and situation

1-10


Integrative leadership theories

Integrative Leadership Theories followers to achieve organizational objectives through change.

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 followers to achieve organizational objectives through change.

Sought to identify

the traits effective

leaders possessed.

2-3


Big five model of personality

Big Five Model of Personality followers to achieve organizational objectives through change.

Surgency

Adjustment

Agreeableness

Conscientiousness

Open to experience

2-4


1. Bullying style followers to achieve organizational objectives through change.

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


Locus of followers to achieve organizational objectives through change.

Control

Integrity

High energy

Flexibility

9

Traits of

Effective

Leaders

Dominance

Sensitivity

to others

Self-confident

Intelligence

Stability

2-6


Achievement motivation theory
Achievement Motivation followers to achieve organizational objectives through change.Theory

  • 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
Theory followers to achieve organizational objectives through change.X.................TheoryY(Autocratic) (Participative)

Support

Control

2-8


Pygmalion effect
Pygmalion Effect followers to achieve organizational objectives through change.

  • 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 followers to achieve organizational objectives through change.

“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 followers to achieve organizational objectives through change.

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 followers to achieve organizational objectives through change.

“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 followers to achieve organizational objectives through change.to Ethics

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

2-13


Leadership styles

Leadership Styles followers to achieve organizational objectives through change.

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

3-3


One dimensional two leadership styles model

One-Dimensional Two Leadership Styles Model followers to achieve organizational objectives through change.

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

3-4


Two-Dimensional Leadership Styles followers to achieve organizational objectives through change.

C

O

N

S

I

D

E

R

A

T

I

O

N

High

Low Structure High Structure

and and

High Consideration High Consideration

Low Structure High Structure

and and

Low Consideration Low Consideration

Low

Initiating Structure

Low High

3-5


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 Grid situations,

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

1 CONCERN for PRODUCTION 9

Low High

3-7


Hierarchy of situations,

Needs

Acquired Needs

Two-Factor

3

Content Motivation

Theories

3-8


The motivation process
The Motivation Process situations,

Need Motive Behavior Consequence Satisfaction or Dissatisfaction

Feedback

3-9


Major Motivation Theories situations,

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


Hierarchy of Needs Theory situations,

Self-

Actualization

Esteem

Social

Safety

Physiological

3-11


Acquired needs theory employees are motivated by their need for
Acquired Needs Theory situations, (employees are motivated by their need for:)

Power

Affiliation

Achievement

3-12


Equity theory
Equity Theory situations,

(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 situations,

  • 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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