Leadership

1. PRINCIPLES OF MANAGEMENT Planning Organizing Leading Controlling

2. YOUR PERFORMANCE

3. GROUP WISE ASSIGNMENTS Compensatory assignments Classes left? Sunday class? Next few classes Project (4 groups of 7 each) 15 marks Portfolio Matrix with TOWS (Chap 3) Planning stages of a new company (Chap 2,3) Departmentation (chap 6) and culture(chap 8) Controls (chap 12) Mark dates, assignment to students

4. Leadershiphttp://www.slideshare.net/Subjectmaterial Chapter 10

5. TABLE OF CONTENTS DEFINING LEADERSHIP INGREDIENTS OF LEADERSHIP TRAIT APPROACHES TO LEADERSHIP CHARISMATIC LEADERSHIP APPROACH LEADERSHIP BEHAVIORS AND STYLES SITUATIONAL OR CONTINGENCY APPROACHES TO LEADERSHIP TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP

6. QUIZ Describe the personality of the leader you like the most The leader may be political, religious, social or any kind

7. What is Leading Leading: The process of influencing people so that they will contribute to organizational and group goals willingly and enthusiastically Great example of coordination

8. INGREDIENTS OF LEADERSHIP The art of leadership appears to have the following ingredients The ability to use power effectively and in a responsible manner The ability to comprehend that human beings have different motivating forces at different times and in different situations The ability to inspire The ability to act in a manner that will develop a climate conducive to responding to and arousing motivations

9. PRINCIPLE OF LEADERSHIP Since people tend to follow those who offer them a means to satisfying their personal goals, the more managers understand what motivates their subordinates and the more they reflect this understanding in their actions, the more effective they are likely to be as leaders

10. NON POPULAR APPROACHES Trait approaches Leaders are born and not made Charismatic Leadership approaches

11. LEADERSHIP BEHAVIORS AND STYLES Styles based on use of authority Autocratic Leader This type of leader commands and expects compliance, is dogmatic (rigid) and positive, and leads by the ability to withhold or give rewards and punishment The democratic or participative leader This type of leader consults with subordinates and encourages their participation The free-rein leader This kind of leader uses power very little, if at all, giving subordinates a high degree of independence

13. LEADERSHIP AS A CONTINUUM Leadership involves a variety of styles, ranging from the one that is highly boss centered to one that is highly subordinate centered The appropriate leadership style depends upon the leader, the follower and the situation

14. Situational or contingency approaches to management The contingency approach to management According to Fred E. Fiedler, People become leaders not only because of their personality attributes but also because of various situational factors and the interactions between leaders and group members Three critical dimensions: Position Power Task structure Leader member relations

15. Situational or contingency approaches to management The path goal approach to leadership effectiveness According to Robert House, The main function of the leader is to clarify and set goals with subordinates, help them find the best path for achieving the goals and remove obstacles There are four major leader behaviors Supportive leadership behavior Participative leadership behavior Instrumental leadership behavior Achievement- oriented leadership

16. TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP Transactional leaders identify what needs to be done to achieve goals, including clarifying roles and tasks, rewarding performance, and providing for the social needs of followers Transformational leaders articulate a vision, inspire and motivate followers and create a climate favorable for organizational change