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Unit 2 - Leadership. Personality, Attitude & Perception. Personality – how does it develop?. All the qualities or characteristics which make a person a distinctive individual. Factors that influence our personality: Heredity/Genetics

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Unit 2 leadership

Unit 2 - Leadership

Personality, Attitude & Perception


Personality how does it develop
Personality – how does it develop?

  • All the qualities or characteristics which make a person a distinctive individual.

  • Factors that influence our personality:

    • Heredity/Genetics

      • Traits that are transmitted from parent to child through genetics

    • Culture and/or Religion

      • Establishes the way a group of people should interact

      • Teaches values


Personality how does it develop1
Personality – how does it develop?

  • Family

    • Role models of how to interact with people

    • Development of a sense of humour or other traits

  • Environment

    • Exposure to social relationships/groups

    • Traits of home environment


  • Attitude perception
    Attitude & Perception

    • Attitude

      • Posture or position of an individual

  • Perception

    • The process through which people receive, organize and interpret information from their environment

    • The way we form impressions

    • Influenced by values, culture and circumstances











  • Power and influence
    Power and Influence isn’t moving at all!

    • Power

      • The ability to get someone else to do something you want done

      • To make things happen the way you want

      • Essential to executive success

      • Desire to influence and control others for the good of the organization NOT desire to control for personal satisfaction

      • Positive face of power is the foundation for effective leadership.


    Turning power into influence
    Turning Power into Influence isn’t moving at all!

    To succeed you must acquire all types of power and appropriately use them to achieve goals and pursue a shared vision.

    Different outcomes are associated with the use of various power bases

    Reliance on rewards, legitimacy and coercion results in temporary compliance

    Reliance on expert and referent power is the most enduring influence and creates commitment.


    Turning power into influence1
    Turning Power into Influence isn’t moving at all!

    • A position of power alone is often insufficient

    • Personal power is often the difference between leadership success and mediocrity

    • Ability to influence, keep four points in mind.

      • There is no substitute for expertise

      • Likeable personal qualities are very important

      • Effort and hard work breed respect

      • Personal behaviour must support expressed values.


    Turning power into influence2
    Turning Power into Influence isn’t moving at all!

    • Centrality is important –

      • need a broad network of contacts, avoid becoming isolated, need information flow.

    • Criticality is important –

      • must take care of dependents by doing things that add value to work settings.

    • Visibility is important –

      • helps to become known as influential in the organization, take part in presentations, task forces and pursue special assignments displaying leadership talents and capabilities


    Limits to power
    Limits to power isn’t moving at all!

    • A leader’s directives will be followed and true influence achieved IF:

      • Others truly understand the directive

      • Others must feel capable to carry out directive

      • Others must believe directive is in organization’s best interest

      • Consistent with personal values


    Power of position
    Power of POSITION isn’t moving at all!

    Based on things managers can offer to others

    Sources of power theoretically held by all managers.


    Power of position reward power
    Power of Position: isn’t moving at all!Reward Power

    Is the ability to influence through rewards

    Capability to offer something of value as a means of influencing behaviour

    Rewards can include: pay raises, bonuses, promotions, special assignments, and compliments

    “If you do what I ask, I’ll give you a reward.”


    Power of position coercive power
    Power of Position: isn’t moving at all!Coercive Power

    Ability to influence through punishment

    Capacity to punish or withhold positive outcomes as a means of influencing behaviour

    Can include: verbal reprimands, pay penalties or termination

    “If you don’t do what I want, I’ll punish you.”


    Power of position legitimate power
    Power of Position: isn’t moving at all!Legitimate Power

    Ability to influence through authority

    Capacity to exercise control over subordinates by virtue of one’s position or status

    “I am the boss and therefore you are supposed to do as I ask.”


    Power of the person
    Power of the PERSON isn’t moving at all!

    Based on the ways managers are viewed by others

    Comes from unique personal qualities

    Invaluable to truly successful managers


    Power of the person expert power
    Power of the Person: isn’t moving at all!Expert Power

    Is the ability to influence through special expertise

    Capacity to influence comes from one’s knowledge, understanding and skills

    Developed by acquiring relevant skills or competencies

    Maintained by protecting credibility and not overstepping boundaries

    “You should do what I want because of my special expertise or information.”


    Power of the person referent power
    Power of the Person: isn’t moving at all!Referent Power

    Ability to influence through identification

    People admire you and want to identify positively with you

    Derived from charisma or interpersonal attractiveness

    Developed and maintained through good interpersonal relations that encourage the admiration and respect of others.

    “You should do what I want in order to maintain a positive self-defined relationship with me.”


    Power of the person relational power
    Power of the Person: isn’t moving at all!Relational Power

    Ability to influence through the way they work in groups and foster a team atmosphere


    Unit 2 leadership
    WORK isn’t moving at all!

    • Complete (pairs) Unacceptable Behaviours handout

    • TEXT:

      • P. 300 MC #2, 3

      • P. 301 #17, 18