Description
This is a presentation highlights on what is leadership and leadership characteristics.
LEADERSHIP
Definition
Leadership
• The process of encouraging and helping other to work enthusiastically towards objective.” • “Interpersonal influence , exercised in a situation and directed, through the communication process , towards the attainment of specified goals.” “It’s a process and property of a relationship in which one person (leader) influences other to work together willingly on related tasks to attain goals desired by the leader or by the group
•
MANGERS VS LEADERS
LEADERSHIP CHARACTERISTICS
• • • • • • • • • • • • • • •
Energy, drive Appearance, presentability A sense of cooperativeness Enthusiasm Personality – height and weight Initiative Intelligence Judgment Self confidence Sociability Tact and diplomacy Moral courage and integrity Will power and flexibility Emotional stability Knowledge of human relations
TRAIT THEORY
• • Henry Fayol, Charles Bird , Ralph Stogdill gave their ideas on this theory. Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.
• Leadership Traits: • • • • • • • Ambition and energy The desire to lead Honest and integrity Self-confidence Intelligence High self-monitoring Job-relevant knowledge
Limitations:
• No universal traits found that predict leadership in all situations. • Traits predict behavior better in “weak” than “strong” situations. • Unclear evidence of the cause and effect of relationship of leadership and traits. • Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders
Behavioral Theories
• Studies Leadership by looking at the leaders in terms of what they “do”. • This is in contrast to the Trait theory.
Ohio State Studies
• Initiating structure
– degree to which leader structures followers’ roles by setting goals, giving directions, setting deadlines, and assigning tasks
• Consideration
– extent to which a leader is friendly, approachable, supportive, and shows concern for employees
University of Michigan Studies
• Employee-Oriented Leader • Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.
• Production-Oriented Leader • One who emphasizes technical or task aspects of the job.
Managerial Grid
• • • •
•
•
The managerial grid diagram as shown above can be interpreted as follows: Coordinates (1,1): This represents an impoverished management and the manager makes minimum efforts to get the work done. Minimum standards of performance and minimum worker dedication. Coordinates (9,1): Excellent work design. Well-established procedures. Minimum worker interference. Orderly performance and efficient operations. Coordinates (1,9): Personal and meaningful relationships with people. Friendly atmosphere and high morale. Loosely structured work design. Coordinates (9,9): Ultimate in managerial efficiency. Thoroughly dedicated people. Trustworthy and respectable atmosphere. Highly organized task performances. Known as team management style, it relies upon interdependence of relationships based upon trust and respect and work accomplishment base upon commitment of employees. Coordinates (5,5): Known as the middle-of –the-road management style, it is concerned with balancing the necessity to get the work done while maintaining worker morale at a satisfactory level. The goal is to achieve adequate organizational performance.
Situational Theory of Leadership
• FIEDLER’S CONTINGENCY MODEL • HERSEY-BLANCHARD SITUATIONAL MODEL • HOUSE’S PATH GOAL THEORY • VROOM-VETTEN AND JAGO’S CONTINGENCY MODEL
The Contingency Model
• Developed by Fred Fiedler • According to him leaders are…… • Task oriented leaders • Relationship oriented leaders • • • • The three major determinants are… Leader-member relations Task structures Position power
HERSEY-BLANCHARD SITUATIONAL MODEL
• Hersey-blanchard situational model also advocates linking leadership styles with various situation so as to ensure effective leadership ,but its perspective of situation variable is different to fiedler’s model. • this model is also known as life cycle theory of leadership and is based on an interaction among three factors. • Task Behaviour • Relationship Behaviour • Maturity Level
• • • •
Telling : High Task- Low Relationship Selling : High Task- High Relationship Participating : Low Task- High Relationship Delegating : Low Task- Low Relationship
House’s Path-Goal Theory
• Path-Goal Theory • The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and support to ensure that their goals are compatible with the overall objectives of the group or organization.
Leadership – Member Exchange Theory (LMX)
• A theory that supports leader’s creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover and greater job satisfaction. • Relationship formed is relatively stable over time. • Leaders differentiate among and in-groups & out-groups are formed
DECISION THEORY: Vroom & Yetten’s leadership-participation model
?Developed by Victor Vroom & Phillip Yetten who were later joined by Arther Jago. ?It relates leadership behavior and participation in decision making. ?It focuses on leader’s role as decision maker and considers how leaders make decisions (such as whether to involve followers in their decision making).
The three factors which are to be considered for this purpose are:? Decision quality- choosing of the best alternative. ? Decision acceptance- implication of a decision for subordinates. ? Decision timing- time constraint on decision
CONTEMPORARY THEORIES
Charismatic leadership
Transformational leadership
CHARISMATIC LEADERSHIP
? Given by MAX WEBER ? Charisma a Greek word which means ‘gift’ ? Acc to this the followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours.
Transformational Leadership
• A leadership style focused on effecting revolutionary change in organizations through a commitment to the organization's vision • Transformational leaders inspire followers to transcend their own self interests for the good of the organization
• They are capable of having profound and extraordinary effect on their followers.
Transformational leadership works
When leaders:
•
• • • • • • •
Commit people to action
Convert followers into leaders Convert leaders into change agents, innovators Are courageous Believe in people Are value driven Are lifelong learners Can deal with complexity
Contemporary Leadership Roles
• Mentoring • Self leadership • Online leadership
doc_963736693.pptx
This is a presentation highlights on what is leadership and leadership characteristics.
LEADERSHIP
Definition
Leadership
• The process of encouraging and helping other to work enthusiastically towards objective.” • “Interpersonal influence , exercised in a situation and directed, through the communication process , towards the attainment of specified goals.” “It’s a process and property of a relationship in which one person (leader) influences other to work together willingly on related tasks to attain goals desired by the leader or by the group
•
MANGERS VS LEADERS
LEADERSHIP CHARACTERISTICS
• • • • • • • • • • • • • • •
Energy, drive Appearance, presentability A sense of cooperativeness Enthusiasm Personality – height and weight Initiative Intelligence Judgment Self confidence Sociability Tact and diplomacy Moral courage and integrity Will power and flexibility Emotional stability Knowledge of human relations
TRAIT THEORY
• • Henry Fayol, Charles Bird , Ralph Stogdill gave their ideas on this theory. Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.
• Leadership Traits: • • • • • • • Ambition and energy The desire to lead Honest and integrity Self-confidence Intelligence High self-monitoring Job-relevant knowledge
Limitations:
• No universal traits found that predict leadership in all situations. • Traits predict behavior better in “weak” than “strong” situations. • Unclear evidence of the cause and effect of relationship of leadership and traits. • Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders
Behavioral Theories
• Studies Leadership by looking at the leaders in terms of what they “do”. • This is in contrast to the Trait theory.
Ohio State Studies
• Initiating structure
– degree to which leader structures followers’ roles by setting goals, giving directions, setting deadlines, and assigning tasks
• Consideration
– extent to which a leader is friendly, approachable, supportive, and shows concern for employees
University of Michigan Studies
• Employee-Oriented Leader • Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.
• Production-Oriented Leader • One who emphasizes technical or task aspects of the job.
Managerial Grid
• • • •
•
•
The managerial grid diagram as shown above can be interpreted as follows: Coordinates (1,1): This represents an impoverished management and the manager makes minimum efforts to get the work done. Minimum standards of performance and minimum worker dedication. Coordinates (9,1): Excellent work design. Well-established procedures. Minimum worker interference. Orderly performance and efficient operations. Coordinates (1,9): Personal and meaningful relationships with people. Friendly atmosphere and high morale. Loosely structured work design. Coordinates (9,9): Ultimate in managerial efficiency. Thoroughly dedicated people. Trustworthy and respectable atmosphere. Highly organized task performances. Known as team management style, it relies upon interdependence of relationships based upon trust and respect and work accomplishment base upon commitment of employees. Coordinates (5,5): Known as the middle-of –the-road management style, it is concerned with balancing the necessity to get the work done while maintaining worker morale at a satisfactory level. The goal is to achieve adequate organizational performance.
Situational Theory of Leadership
• FIEDLER’S CONTINGENCY MODEL • HERSEY-BLANCHARD SITUATIONAL MODEL • HOUSE’S PATH GOAL THEORY • VROOM-VETTEN AND JAGO’S CONTINGENCY MODEL
The Contingency Model
• Developed by Fred Fiedler • According to him leaders are…… • Task oriented leaders • Relationship oriented leaders • • • • The three major determinants are… Leader-member relations Task structures Position power
HERSEY-BLANCHARD SITUATIONAL MODEL
• Hersey-blanchard situational model also advocates linking leadership styles with various situation so as to ensure effective leadership ,but its perspective of situation variable is different to fiedler’s model. • this model is also known as life cycle theory of leadership and is based on an interaction among three factors. • Task Behaviour • Relationship Behaviour • Maturity Level
• • • •
Telling : High Task- Low Relationship Selling : High Task- High Relationship Participating : Low Task- High Relationship Delegating : Low Task- Low Relationship
House’s Path-Goal Theory
• Path-Goal Theory • The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and support to ensure that their goals are compatible with the overall objectives of the group or organization.
Leadership – Member Exchange Theory (LMX)
• A theory that supports leader’s creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover and greater job satisfaction. • Relationship formed is relatively stable over time. • Leaders differentiate among and in-groups & out-groups are formed
DECISION THEORY: Vroom & Yetten’s leadership-participation model
?Developed by Victor Vroom & Phillip Yetten who were later joined by Arther Jago. ?It relates leadership behavior and participation in decision making. ?It focuses on leader’s role as decision maker and considers how leaders make decisions (such as whether to involve followers in their decision making).
The three factors which are to be considered for this purpose are:? Decision quality- choosing of the best alternative. ? Decision acceptance- implication of a decision for subordinates. ? Decision timing- time constraint on decision
CONTEMPORARY THEORIES
Charismatic leadership
Transformational leadership
CHARISMATIC LEADERSHIP
? Given by MAX WEBER ? Charisma a Greek word which means ‘gift’ ? Acc to this the followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours.
Transformational Leadership
• A leadership style focused on effecting revolutionary change in organizations through a commitment to the organization's vision • Transformational leaders inspire followers to transcend their own self interests for the good of the organization
• They are capable of having profound and extraordinary effect on their followers.
Transformational leadership works
When leaders:
•
• • • • • • •
Commit people to action
Convert followers into leaders Convert leaders into change agents, innovators Are courageous Believe in people Are value driven Are lifelong learners Can deal with complexity
Contemporary Leadership Roles
• Mentoring • Self leadership • Online leadership
doc_963736693.pptx