It is a detailed presentation on Leadership. Those who are interested in and learning management studies hope this will help them in making their own presentation. this will help them to learn about a new skill.
2. Introduction
ď What is Leadership?
The ability to influence a group toward the
achievement of goals.
According to Peter Drucker, âLeadership is shifting
of own vision to higher sights, the rising of manâs
performance to higher standards, the building of
manâs personality beyond its normal limitations.â
ď What is Management?
Use of authority inherent in designated formal rank
to obtain compliance from organizational members.
3. Importance
ď Leadership transforms potential into reality.
ď Leadership is not mere using people and their
potential for realising an organizationâs goals. It
has the ultimate aim of raising the level of human
conduct and ethical aspiration of both the leader
and the lead.
ď The leader should elevate, inspire and Initiates
action.
ď Providing guidance
ď Creating confidence
ď Effective planning
4. Characters Of Leadership
ď Empathy
ď Consistency
ď Honesty
ď Direction
ď Communication
ď Needs support from all
ď Assume obligation
6. 1. TRAIT THEORIES
ď Focuses on individual characteristics of successful
leaders.
ď Leaders possess a set of traits which make them
distinct from followers.
ď Leadership traits are:
ď Ambition and Energy
ď The desire to lead
ď Honest and integrity
ď Self-confidence
ď Intelligence
ď High self-monitoring
ď Job-relevant knowledge
7. 2. Behavioral Theories
ď Main focus is behaviors of actual leaders.
ď Determine how various kinds of specific leaders
behavior affect the performance and satisfaction of
followers.
ď Theories proposing that specific behaviors differentiate
leaders from non-leaders.
8. a. Ohio State Studies
ď Initiating structure:
The extent to which a leader is likely to define and
structure his or her role and those of subordinates
in the search for goal attainment.
ď Consideration:
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinates ideas, and regard their feelings.
9. b. University Of Michigan Studies
ď Employee-Oriented Leader:
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.
ď Production-Oriented Leader:
One who emphasizes technical or task aspects of
the job.
10. c. Managerial Grid
A nine by
nine matrix
outlining 81
different
leadership
styles.
11. 3. Contingency Theories
ď a. Fiedlerâs Model: Defining the Situation
ď b. Hersey and Blanchardâs Situational Leadership
Theory
ď c. LeaderâMember Exchange Theory
ď d. The Path-Goal Theory
12. a. Fiedlerâs Model: Defining the
Situation
ď Leader-Member Relations:
Relations The degree of confidence, trust, and
respect subordinates have in their leader.
ď Task Structure:
The degree to which the job assignments are
procedurized.
ď Position Power:
Influence derived from oneâs formal structural
position in the organization; includes power to
hire, fire, discipline, promote, and give salary
increases.
14. b. Hersey and Blanchardâs
Situational Leadership Theory
15. c. LeaderâMember Exchange Theory
ď Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have
higher performance ratings, less turnover, and
greater job satisfaction.
18. Autocratic Management Style
ď An autocratic manager dictates orders to their
staff and makes decisions without any
consultation.
ď The leader likes to control the situation they are
in.
ď Decision are quick.
ď This type of management style can decrease
motivation and increase staff turnover.
19. Democratic Management Style
ď A democratic manager delegates authority to the
staff, giving them responsibility to complete the
task.
ď Staff will complete the tasks using their own work
methods on time.
ď Employees are involved in decision making giving
them a sense motivating individuals.
ď Increases job satisfaction by involving employees
or team members .
ď Slow decision making process.
20. Laissez Faire Management Style
ď A laissez faire manager sets the tasks and gives staff
complete freedom to complete the task as they see
fit. âleave it beâ.
ď It works for teams in which the individuals are very
experienced and skilled self-starters.
ď There is minimal involvement from the manager.
ď The manager coaches or supply information if
required.
ď Benefits - staff are developed to take responsibility.
ď Staff feel lost and not reach the goals set within the
time frame.
21. Transactional and
Transformational Leadership
ď Transactional Leaders:
Leaders who guide or motivate their followers in
the direction of established goals by clarifying role
and task requirements.
ď Transformational Leaders:
Leaders who provide individualized consideration
and intellectual stimulation, and who possess
charisma.