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Leadership.pptx
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- 3. INTRODUCTION • Leadership isthe ability to develop a vision that motivates others to move with a passion toward a common goal. So leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.
- 4. DEFINITION • leadership isthe “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. M Chemers. • "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen." Alan Keith.
- 5. LEADERSHIP SIMPLY REFERS TO Leading People Influencing People Commanding People Guiding People
- 6. CHARACTERISTICS OF LEADERSHIP • Leadermust have followers • It is working relationship between leader and followers • Purpose is to achieve some common goal or goals • A leader influences his followers willingly not by force • Leadership is exercised in a given situation • Leadership is a power relationship • It is a continuous process
- 7. LEADERSHIP TRAIT • Traitleadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations
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- 9. • Leader -You must have an honest understanding of who you are, what you know and what you can do. To be successful you have to convince your followers not your superiors, that you are worthy of being followed. • Follower -You must know your people. The fundamental starting point is having a good understanding of human nature, such as needs, emotions and motivation.
- 10. • Communication-The nonverbal communicationis leading. E.g.- when you set example that communicates to your people that you would not ask them to perform anything that you would not be willing to do. Bad communication harm the relation between leader and employee. • Situation-We must use our judgment to decide the best course of action and the leadership style needed for each situation. What we do in one situation will not always work in another.
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- 12. AUTOCRATIC oLeader makes decisionswithout reference to anyone else o High degree of dependency on the leader o Can create de-motivation and alienation of staff o May be valuable in some types of business where decisions need to be made quickly and decisively
- 13. DEMOCRATIC • Encourages decision makingfrom different perspectives – leadership may be emphasised throughout the organisation • Consultative: process of consultation before decisions are taken • Persuasive: Leader takes decision and seeks to persuade others that the decision is correct
- 14. LAISSEZ-FAIRE 1. ‘Let itbe’ – the leadership Responsibilities are shared by all 2. Can be very useful in businesses where creative ideas are important 3. Can be highly motivational, as people have control over their working life 4. Can make coordination and decision making time-consuming and lacking in overall direction 5. Relies on good team work 6. Relies on good interpersonal relations
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- 16. TRAIT THEORY • Earlyon, it was thought that leaders were born with inherent physiological and personality traits • Age • Height • Intelligence • Academic achievements • Stogdill (1974) – identified several general factors that differentiate leaders from non-leaders…
- 17. • Capacity: problem-solvingcapabilities, making judgments and working hard • Achievements: accomplishments such as academic record, knowledge and sports • Responsibility: dependability, reliability, self- drive, perseverance, aggressiveness and self-confidence • Participation and involvement: highly developed social interaction, popularity, swift adaptation to changing situations, and easier cooperation compared to non-leaders • Socio-economic status: effective leaders usually belong to higher socio-economic classes
- 18. BEHAVIOURAL THOERY • Itfocused on task and social behavior of leaders • Identified two dimensions of leader behavior • Initiating Structure: role of leader in defining his/her role and roles of group members • Consideration: leader’s mutual trust and respect for group members’ ideas and feelings • Two different behavioral theories: • Role Theory • Managerial Grid
- 19. ROLE THEORY • Assumptionsabout leaders’ in organizations are shaped by culture, training sessions, modeling by senior managers, etc. • People define roles for themselves and others based on social learning and reading. • People form expectations about the roles that they and others will play. • People subtly encourage others to act within the role expectations they have for them. • People will act within the roles they adopt.
- 20. MANAGERIAL GRID • Developedby Drs. Robert R. Blake and Jane S. Mouton • Believed managers have different leadership styles which led to two different dimensions of leadership: • Concern for Production: manager who is task-oriented and focuses on getting results or accomplishing the mission (X-axis of grid) • Concern for People: manager who avoids conflicts and strives for friendly relations with subordinates (Y-axis of grid)
- 21. CONTINGENCY THEORY • InContingency theory of leadership, the success of the leader is a function of various contingencies in the form of subordinate, task, and/or group variables. The Leaders who are very effective at one place and time may become unsuccessful either when transplanted to another situation or when the factors around them change. • This helps to explain how some leaders who seem for a while to have the 'Midas touch' suddenly appear to go off the boil and make very unsuccessful decisions
- 22. Different Sets/theories ofcontingency theory: • Different Sets/theories of contingency theory : • FIEDLER’S CONTIINGENCY MODEL • HARSEY & BLANCHARD’S SITUATIONAL THEORY • PATH GOAL THEORY • VROOM-JAGO CONTINGENCY MODEL
- 23. SITUATIONAL THEORY • TheHersey-Blanchard Situational Leadership Theory was created by Dr Paul Hersey and Ken Blanchard. The theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task.
- 24. CONCLUSION • To createorganisation effectiveness and ensure sustainability , business leaders need to focus their attention on aligning their people , the system the structure and the roles with organisation’s strategy , while engaging the employees with the jobs and the organisation