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Leadership Theories

Leadership Theories For HRM Specialization.

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Leadership Theories

  1. 1. Group No 03
  2. 2. • Miss. S.K.Manisha Basini 2012/BAD/123 • Mr. E.M.M.K Edirisingha 2012/BAD/126 • Mr. Packiyanathan Mathushan 2012/BAD/131 • Miss. Mithula Thurairajasingam 2012/BAD/136 • Mr. U.L.Mohamed Manas 2012/BAD/140 • Mr. Wickramarajasingam Parasuraman 2012/BAD/168 • Miss. Priyatharshini Suntharam 2012/BAD/185 • Mr. Rajakulendran Pushpakanthan 2012/BAD/186 • Miss. Puwanambigei Mohan 2012/BAD/187
  3. 3. The theory popularized in the 1840s by “Thomas Carlyle” when he analyzed the behaviors of military figures of the time. Great-man theories examples.  Mahadma Ghandhi  Abraham Lincoln  Steve Jobs
  4. 4. Great-man theory stated that leaders were born and cannot be made. Particular characteristics or traits found in a leader is definitely inborn. “LEARDERS ARE BORN”
  5. 5. • Leaders are not fundamentally different from followers, many followers have the same charcteristics like leadrers • There are certain characterstics which do contribute to leadership, success; intelligence,initiative,stress,tolerance,repon sibility,friendlines,and dominance
  6. 6. • Gender bias • No specific proof or bias • Leadership can be taught • Environmental and situational factors do influence leadership • Not enough great leaders in the world
  7. 7. Charismatic leadership is “ Resting on devotion to the exceptional sanctity, heroism or exemplary character of an individual person, and of the normative patterns or order revealed or ordained by him” -Max Weber
  8. 8. Communication Maturity Humility Compassion Substance Confidence Positive body language Listening skills Self-monitoring Self-improvement
  9. 9. Ability to affect change Energetic and driving leader Sensitivity to people emotions Supportive environment Vision and articulation
  10. 10. Lack of Clarity Reliance on Leader  Lack of Successors and Visionaries Poor management Autonomy Broken trust
  11. 11. Transactional leadership is a style of leadership in which the leader promotes compliance of his/her followers through both rewards and punishments.
  12. 12. • Employees are motivated by reward and punishment. • The subordinates have to obey the orders. • The subordinates are not self-motivated.
  13. 13. • Leaders overemphasize detailed and short- term goals, not follower’s creativity. • Leaders are found to be effective & efficiency decisions which are aimed at cutting costs and improving productivity. • Leaders tend to be highly directive and action oriented. • assumes that subordinates can be motivated by simple rewards.
  14. 14. Transformational Leadership refers to the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.
  15. 15. He identified their three ways in which leaders transform followers:  Increasing their awareness of task importance and value.  Getting them to focus first on team organizational goals, rather than their own interests.  Activating their higher order needs.
  16. 16. Transformational leadership is defined as how the leader affects followers, Who are intended to trust, admire and respect the transformational leader. - Bass.B.M-
  17. 17. People will follow a person who inspires them. A person with Vision and passion can Achieve great things. The way to get things done is by injecting enthusiasm and energy.
  18. 18. Transformational leadership makes use of impression management and therefore lend itself to amoral self promotion by leaders. The theory is very difficult to trained or taught because it is a combination of many leadership theories. Followers might be manipulated by leaders and there are chances that they lose more than they gain.