Leadership
21 Apr 2018•0 j'aime•1,252 vues
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leadership
Iqra AhsanSuivre
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Leadership
- 1. + leadershipPresented By ; Iqra Ahsan
- 2. + What is leadership? leadership is the art of motivating a group of people to act towards achieving a common goal. Leadership is a process of influencing others to attain goal. -Little Field “Leadership is like a beauty; It’s hard to define, but you know it when you see it.”
- 3. + Leadership theories Trait theory Behavioral theory Contingency theory Fiedler’s Model Situational leadership theory Path goal theory
- 4. + Trait Theories Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders. Traits of an effective leader Emotional stability Dominance. ... Enthusiasm. ... Conscientiousness. ... Social boldness. ... Tough-mindedness. ... Self-assurance. ... Compulsiveness
- 5. + Behavioral Theories Theories proposing that specific behaviors differentiate leaders from nonleaders. The behavior approach says that anyone who adopts the appropriate behavior can be a good leader. Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.
- 6. + Contingency Theories While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exist. Contingency theory deals with this additional aspect of leadership effectiveness studies. Three key models Fiedler's model Situational theory Path goal theory
- 7. + Fiedler’s Model Assumes that personal leadership styles can be: Task-motivated Task leaders are primarily concerned with attaining a goal Relationship motivated Relationship leaders are concerned with developing close interpersonal relations This leadership style can be determined by taking the LPC. Fiedler has identified 3 situational dimensions: Leader-Member Relations Task Structure Position Power
- 8. + Situational leadership theory The situational leadership theory refers to those leaders who adopt different leadership styles according to the situation and the development level of their team members. Four leadership levels 1. Telling (S1) 2. Selling (S2) 3. Participating (S3) 4. Delegating (S4)
- 10. + Path Goal Theory Path Goal Theory states that the leader is responsible for providing followers with the information, support, or other resources necessary to achieve their goals. Leader behavior
- 11. + Leadership styles 8 leadership styles Transformational leadership Transactional leadership Servant leadership Autocratic leadership Laissez-faire leadership Democratic leadership Bureaucratic leadership Charismatic leadership
- 12. + Leadership styles Transformational leadership A leader works with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group. Transactional leadership Style of leadership that is based on the setting of clear objectives and goals for the followers as well as the use of either punishments or rewards in order to encourage compliance with these goals.
- 13. + Leadership styles • Servant leadership People who practice servant leadership prefer power-sharing models of authority, prioritizing the needs of their team and encouraging collective decision-making. • Autocratic leadership Also known as Authoritarian Given the power to make decisions alone, having total authority. Closely supervises and controls people when they perform certain tasks.
- 14. + Autocratic leadership • Example One person has control over all of the workers or followers. Hitler is in complete control and no one is permitted to make any suggestions or offer any opinions, no matter how it may benefit the group.
- 15. + Leadership styles • Democratic leadership Also known as Participative Includes one or more people in the decision making process of determining what to do and how to do it. Maintains the final decision making authority. In an autocratic leadership, the leader might say, ‘I want both of you toward on X project’, but, in a democratic leadership, the same leader would say, ‘Let’s work on the X project together’
- 16. + Laissez-faire is a French phrase meaning “let do” In this style, the leader allows the people to make their own decisions. However, the leader is still responsible for the decisions that are made. This style allows greater freedom and responsibility. You need competent people around you. Laissez-faire leadership
- 17. + Leadership styles Bureaucratic leadership Bureaucratic leadership is where the manager manages "by the book¨ Everything must be done according to procedure or policy. This manager is really more of a police officer than a leader.
- 18. + Leadership styles Charismatic leadership Leads by creating energy and eagerness in people. Leader is well liked and inspires people. Appeals to people’s emotional side.
- 19. + Conclusion No leadership style is best. Different situation demands different leadership style But, a leader who is the best for us ever
- 20. + The best leader of the world...... PROPHET MUHAMMAD (PBUH) AS UNIVERSAL LEADER 1. Confidence to Succeed 2. Clear Vision and Mission 3. Brainstorming 4. Discussion 5. Planning 6. Strong Leadership 7. Intelligence 8. Team Work 9. Communication 10. Participate in Joy and Sorrow 11. Good Administration 12. Pray 13. Smile
- 21. +
Notes de l'éditeur
- Emotional stability. Good leaders must be able to tolerate frustration and stress. Overall, they must be well-adjusted and have the psychological maturity to deal with anything they are required to face. Dominance. Leaders are often times competitive and decisive and usually enjoy overcoming obstacles. Overall, they are assertive in their thinking style as well as their attitude in dealing with others. Enthusiasm. Leaders are usually seen as active, expressive, and energetic. They are often very optimistic and open to change. Overall, they are generally quick and alert and tend to be uninhibited. Conscientiousness. Leaders are often dominated by a sense of duty and tend to be very exacting in character. They usually have a very high standard of excellence and an inward desire to do one's best. They also have a need for order and tend to be very self-disciplined. Social boldness. Leaders tend to be spontaneous risk-takers. They are usually socially aggressive and generally thick-skinned. Overall, they are responsive to others and tend to be high in emotional stamina. Tough-mindedness. Good leaders are practical, logical, and to-the-point. They tend to be low in sentimental attachments and comfortable with criticism. They are usually insensitive to hardship and overall, are very poised. Self-assurance. Self-confidence and resiliency are common traits among leaders. They tend to be free of guilt and have little or no need for approval. They are generally secure and free from guilt and are usually unaffected by prior mistakes or failures. Compulsiveness. Leaders were found to be controlled and very precise in their social interactions. Overall, they were very protective of their integrity and reputation and consequently tended to be socially aware and careful, abundant in foresight, and very careful when making decisions or determining specific actions
- 1.Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader. 2. Task Structure The degree to which the job assignments are procedurized. 3.Position Power Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
- As the leader moves among these behaviors, we can talk about four leadership levels: Telling (S1) – Leaders tell their people exactly what to do, and how to do it. Selling (S2) – Leaders still provide information and direction, but there's more communication with followers. Leaders "sell" their message to get the team on board. Participating (S3) – Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities. Delegating (S4) – Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they're less involved in
- Directive Leadership A directive leader lets subordinates know what is expected of them, gives guidance and direction, and schedules work according to the expectation. Supportive Leadership A supportive leader is friendly and approachable. He is concerned for the subordinate welfare and treating members as equals. Participative Leadership A participative leader always consults with subordinates, asks suggestions, and allows participation in decision making. Achievement Oriented Leadership An Achievement oriented leader sets challenging goals and expects subordinates to perform at high levels. Encouraging subordinates and showing confidence in subordinates’ abilities is necessary for him.
- Transformational leadership Often considered among the most desirable employees, people who show transformational leadership typically inspire staff through effective communication and by creating an environment of intellectual stimulation. However, these individuals are often blue-sky thinkers and may require more detail-oriented managers to successfully implement their strategic visions. For more information on transformational leadership traits, please click here. Transactional leadership Transactional leadership is focused on group organisation, establishing a clear chain of command and implementing a carrot-and-stick approach to management activities. It is considered transactional because leaders offer an exchange; they reward good performances, while punishing bad practice. While this can be an effective way of completing short-term tasks, employees are unlikely to reach their full creative potential in such conditions. Servant leadership People who practice servant leadership prefer power-sharing models of authority, prioritizing the needs of their team and encouraging collective decision-making. Research by Catalyst has claimed this style, described as altruistic leadership by the company, can improve diversity and boost morale. However, detractors suggest servant leaders lack authority and suffer a conflict of interest by putting their employees ahead of business objectives. Autocratic leadership A more extreme version of transactional leadership, autocratic leaders have significant control over staff and rarely consider worker suggestions or share power. Ruling with an iron fist is rarely appreciated by staff, which can lead to high turnover and absenteeism. There can also be a lack of creativity due to strategic direction coming from a single individual. This leadership style is best suited to environments where jobs are fairly routine or require limited skills. It is also common in military organisations. Laissez-faire leadership More commonly used to describe economic environments, laissez-faire literally means “let them do” in French. This is typically translated to “let it be”. As such, laissez-faire leaders are characterised by their hands-off approach, allowing employees to get on with tasks as they see fit. This can be effective in creative jobs or workplaces where employees are very experienced. However, it is important that leaders monitor performance and effectively communicate expectations to prevent work standards slipping. Democratic leadership Also known as participative leadership, this style – as the name suggests – means leaders often ask for input from team members before making a final decision. Workers usually report higher levels of job satisfaction in these environments and the company can benefit from better creativity. On the downside, the democratic process is normally slower and may not function well in workplaces where quick decision-making is crucial. Bureaucratic leadership Bureaucratic leadership models are most often implemented in highly regulated or administrative environments, where adherence to the rules and a defined hierarchy are important. These leaders ensure people follow the rules and carry out tasks by the book. Naturally, this works well in certain roles – such as health and safety – but can stifle innovation and creativity in more agile, fast-paced companies. Charismatic leadership There is a certain amount of overlap between charismatic and transformational leadership. Both styles rely heavily on the positive charm and personality of the leader in question. However, charismatic leadership is usually considered less favourable, largely because the success of projects and initiatives is closely linked to the presence of the leader. While transformational leaders build confidence in a team that remains when they move on, the removal of a charismatic leader typically leaves a power vacuum.