1. Leadership
maryam hassanzadeh
1092300135

2. Leadership
 As a process, the use of non coercive influence to
shape the group or organisation’s goal, motivate
behavior towards the achievement of those goals
and help define the culture
 As a property, the set of characteristics attributed to
individuals who are perceived to be non coercive
leaders

3. Power and Leadership
Legitimate power
 Power granted through the organisational
hierarchy; it is the power or authority, defined by
the organisation that is to be accorded people
occupying particular position

4. Power and Leadership
Reward power
 The power to give or withhold rewards, such as
bonuses, promotions, praise, recognition and
interesting job assignments

5. Power and Leadership
Coercive power
 The power to force compliance by means of
psychological, emotional or physical threat

6. Power and Leadership
Referent power
 The personal power that accrues to someone
based on identification, imitation, loyalty or
charisma

7. Power and Leadership
Expert power
 The personal power that accrues to someone
based on his or her information or expertise

8. Leadership Styles
I want both of you to. . .
 Leaders tell their followers
what they want done.
 How they want it
accomplished.
 Without getting advice of
their followers.
When to use it?
 When you have all the
information to solve the
problem.
 You are short on time.
 Your followers are well
motivated.
Authoritarian
(autocratic)

9. Leadership Styles
Let's work together to solve this. .
.
 This style involves the leader
including one or more
followers in the decision
making process (determining
what to do and how to do it).
 Leader maintains the final
decision making authority.
When to use it?
 When you have part of the
information, and your
followers have other parts.
Participative
(democratic)

10. Leadership Styles
You two take care of the
problem while I go. . .
 The leader allows the
followers to make the
decisions.
 The leader is still responsible
for the decisions that are
made.
 Also known as “lais sez
faire”-noninterference in the
affairs of others. (let it be-
French)
When to use it?
 This is used when followers
are able to analyze the
situation and determine what
needs to be done and how to
do it.
Delegative (free reign)

11. 8 Leadership Characteristics
 Interpersonal Skills
 Communication Skills
 Values
 Organizational Consciousness
 Confidence
 Flexibility
 Creativity Skills
 Achieving Results

12. Leadership Characteristics #1
 Interpersonal Skills
 Leaders that have earned the trust and
respect of their followers can use this trust to
move the organization towards the
achievements of its goal.
 Use their interpersonal skills to work through
difficult relationships and keep the peace in
their departments.
 Good at listening and providing constructive
feedback

13. Leadership Characteristics #2
 Communication Skills
 Good speakers and listeners.
 They can help keep the workforce motivated
and committed.
 They also listen to their followers and ask
questions when they want to make sure they
have a good understanding of what is being
expressed.

14. Leadership Characteristics #3
 Values
 Leaders must also value the diversity of a
workforce. (diverse group of employees will
bring a larger perspective to the organization)
 They need to treat followers with the respect
they deserve and do not display favoritism.
 They operate with a high level of ethics that
sets an example for others to follow.

15. Leadership Characteristics #4
 Organizational Consciousness
 Really understand what the organization
wants to achieve.
 know how it can be accomplished.
 They create networks within the organization
to help their groups get things done and are
just as adept at breaking down organizational
barriers to progress

16. Leadership Characteristics #5
 Confidence
 not afraid to take ownership for both popular
and unpopular decisions.
 Able to learn from criticisms.
 Maintain a calm manner even during
emergencies.

17. Leadership Characteristics #6
 Flexibility
 Ability to remain flexible (adapt their
leadership style to meet the demands of the
current work environment).
 Able to work with others to meet
organizational goals and shift focus as
necessary.

18. Leadership Characteristics #7
 Creativity Skills
 Able to develop innovative solutions to all
problems.
 The diversity they build in their organizations
helps them to develop more comprehensive
answers to routine questions.
 Creative leaders are able to translate
technical information into solutions that are
understood by everyone.

19. Leadership Characteristics #8
 Achieving Results
 Leaders just don't set the example for others
to follow; they also play a big role in
achieving the goals of the organization.
 Able to help keep their workforce motivated
even when faced with a seemingly impossible
situation.

20. Perspectives of Leadership
 Substitutes for leadership
 Charismatic leadership
 Transformational leadership

21. Political behaviour in organisations
 Common political behaviour
 inducement
 persuasion
 creation of an obligation
 coercion

22. Reflections on leadership
 Breakthrough leadership
 The leader as a hero
 When heroic leadership becomes narcissistic
leadership
 The organisational leader as an androgynous
facilitator
 Leadership and organisational advantage

23. Knowledge Leadership
 Leaders serve as role models for learning and
knowledge sharing
 They must constantly hold the integrity of beliefs
and values around knowledge. According to Robert
Buckman of Buckman Labarotories, one of the core
values in knowledge leadership is trust

24. Aspects of Leadership for Knowledge
Leaders
 Mapping knowledge and information resources
 Serving as knowledge “champions” to develop
strategies and obtain funding
 Training and guiding users in tools, techniques and
technology
 Building knowledge networks or knowledge
infrastructures
 Monitoring outside news and information

25. Leading the Learning Organization
 Leaders as designers, stewards and
teachers
 To build an organization where people
can expand their capabilities to:
 Understand complexity
 Clarify vision
 Improve shared mental models

26. Leader as Designer
 Key areas of an
organization –
policies, strategies
and ‘systems’
 Essentially designing
the learning process
of an organization

27. Leader as Steward
 Stewards of vision
 Committed and responsible
for the vision of an
organization
 To manage it for the
benefit of others
 To listen to others – story
telling

28. Leader as Teacher
 To define reality
 Conceptualize
insights
 Open to
challenges and
further
improvements