Pls Do have Credits :)

3. THE LINK BETWEEN LEADERSHIP AND
MANAGEMENT
•MANAGER’ MUST KNOW HOW TO LEAD AS WELL AS MANAGE IN ORDER TO HAVE AN
EFFECTIVE ORGANIZATION.
•MANAGEMENT IS MORE FORMAL AND SCIENTIFIC THAN LEADERSHIP.
•EFFECTIVE LEADERSHIP AND MANAGEMENT ARE BOTH REQUIRED IN THE MODERN
WORKPLACE,

4. THE LEADERSHIP USE OF POWER AND
AUTHORITY
POWER- IS THE ABILITY OR POTENTIAL TO INFLUENCE DECISIONS AND CONTROL
RESOURCES.
AUTHORITY- IS THE FORMAL RIGHT TO GET PEOPLE TO DO THINGS OR THE FORMAL RIGHT
TO CONTROL RESOURCES

5. TYPES OF POWER
• LEGITIMATE POWER
• REWARD POWER
• COERCIVE POWER
• EXPERT POWER
• REFERENT POWER
• SUBORDINATE POWER

6. INFLUENCE TACTICS
•LEADING BY EXAMPLE-MEANS THAT THE LEADER INFLUENCES GROUP MEMBERS BY
SERVING AS A POSITIVE MODEL OF DESIRABLE BEHAVIOR.
•LEADING BY VALUES- MEANS THE LEADER INFLUENCES PEOPLE BY ARTICULATING AND
DEMONSTRATING VALUES THAT GUIDE THE BEHAVIORS OF OTHERS.
•ASSERTIVENESS-REFERS TO BEING FORTHRIGHT IN YOUR DEMANDS, ALSO REFERS MAKING
ORDERS CLEAR.

7. INFLUENCE TACTICS
•RATIONALITY- MEANS APPEALING TO REASON AND LOGIC.
•INGRATIATION- REFERS TO GETTING SOMEBODY ELSE TO LIKE YOU, OFTEN THROUGH THE
USE OF POLITICAL SKILL.
•EXCHANGE- IS THE METHOD OF INFLUENCING OTHERS BY OFFERING TO RECIPROCATE IF
THEY MEET YOUR DEMANDS.
•COALITION FORMATION- IS A WAY OF GAINING BOTH POWER AND INFLUENCE.
•JOKING AND KIDDING -ARE WIDELY USED TO INFLUENCE OTHERS ON THE JOB

8. EMPLOYEE EMPOWERMENT AND THE
EXERCISE OF POWER
•EMPOWERMENT IS A WAY FOR LEADERS TO SHARE POWER, ALSO REFERRED TO AS
SHARED LEADERSHIP.
•A CORNERSTONE BELIEF UNDERLYING EMPOWERMENT IS THAT LEADERSHIP IN A
TEAM CAN AND SHOULD BE SHARED.
•A KEY COMPONENT OF EMPOWERMENT IS THE LEADER’S ACCEPTANCE OF THE
EMPLOYEE AS A PARTNER IN DECISION MAKING

9. SELF-LEADERSHIP AND EMPOWERMENT
• SELF-LEADERSHIP- THE PROCESS OF INFLUENCING ONESELF.
• PRACTICE EFFECTIVE SELF-LEADERSHIP THROUGH THREE CORE STEPS:
• THE LEADER MUST SET AN EXAMPLE OF SELF- LEADERSHIP THROUGH SUCH MEANS AS SETTING
HIS OR HER OWN GOALS, MAKING WORK ENJOYABLE AND ACCEPTING RATHER THAN AVOIDING
CHALLENGES.
• THE LEADER SHOULD GIVE ENCOURAGEMENT AND INSTRUCTION IN SELF-LEADERSHIP SKILLS.
• THE LEADER SHOULD REWARD ACCOMPLISHMENT IN SELF-LEADERSHIP, SUCH AS GIVING
FEEDBACK ON PROGRESS AND PRAISING INITIATIVE.

10. CROSS-CULTURAL FACTORS AND
EMPOWERMENT
•EMPOWERMENT AS A LEADERSHIP TECHNIQUE WORKS BETTER IN SOME CULTURES
THAN IN OTHERS.
•TO THE EXTENT THAT CULTURAL VALUES SUPPORT THE MANAGER SHARING POWER
WITH GROUP MEMBER, THE MORE LIKELY IT IS THAT EMPOWERMENT WILL LEAD TO
HIGHER PRODUCTIVITY AND MORALE.

12. LEADERSHIP STYLES
THE TYPICAL PATTERN OF BEHAVIOR THAT A LEADER USES TO
INFLUENCE HIS OR HER EMPLOYEES TO ACHIEVE ORGANIZATIONAL
GOALS

13. PARTICIPATIVE LEADERSHIP STYLE
THE LEADER SHARES DECISION MAKING WITH GROUP LEADERS
3 SUBTYPES:
•CONSULTATIVE LEADERS – CONFER WITH SUBORDINATES BEFORE MAKING A DECISION
•CONSENSUS LEADERS – ENCOURAGE GROUP DISCUSSION ABOUT AN ISSUE AND THEN
MAKE A DECISION THAT REFLECTS THE GENERAL OPINION OF GROUP MEMBERS
•DEMOCRATIC LEADERS – CONFER FINAL AUTHORITY ON THE GROUP

14. AUTOCRATIC LEADERSHIP STYLES
A TASK-ORIENTED LEADER WHO RETAINS MOST OF THE AUTHORITY FOR HIMSELF OR HERSELF
AND IS GENERALLY CONCERNED WITH THE GROUP MEMBERS' ATTITUDES TOWARD DECISION
POSSIBLE RESULT :
ABSENTEEISM AND STAFF TURNOVER

15. LEADERSHIP GRID LEADERSHIP STYLES
A VISUAL REPRESENTATION OF DIFFERENT COMBINATIONS OF A LEADER'S DEGREE
OF CONCERN FOR TASK-RELATED ISSUES.

16. LEADERSHIP GRID LEADERSHIP STYLES
BASED ON :
• CONCERN FOR PEOPLE – THIS IS THE DEGREE TO WHICH A LEADER CONSIDERS THE NEEDS OF
TEAM MEMBERS, THEIR INTERESTS, AND AREAS OF PERSONAL DEVELOPMENT WHEN DECIDING
HOW BEST TO ACCOMPLISH A TASK.
• CONCERN FOR RESULTS – THIS IS THE DEGREE TO WHICH A LEADER EMPHASIZES CONCRETE
OBJECTIVES, ORGANIZATIONAL EFFICIENCY AND HIGH PRODUCTIVITY WHEN DECIDING HOW
BEST TO ACCOMPLISH A TASK.

17. LEADERSHIP GRID

18. SITUATIONAL LEADERSHIP STYLE
A CONCEPT THAT EXPLAINS HOW TO MATCH LEADERSHIP STYLE TO
CAPABILITIES OF GROUP MEMBERS ON A GIVEN TASK

19. ENTREPRENEURIAL LEADERSHIP STYLE
ENTREPRENEURIAL LEADERSHIP IS LEADERSHIP THAT IS BASED ON THE ATTITUDE THAT THE
LEADER IS SELF-EMPLOYED.
ATTRIBUTES :
•TAKE ADVANTAGE
•DEMONSTRATE
•TAKE RISK
•TAKE RESPONSIBILITY

20. TRANSFORMATIONAL AND
CHARISMATIC LEADERSHIP
TRANSFORMATIONAL
THE LEADER HELPS THE ORGANIZATIONS AND
PEOPLE MAKE POSITIVE CHANGES IN THE WAY THEY
DO THINGS
CHARISMATIC
A LEADER'S PERSONALITY THAT CAN BE A BIG PART
OF HIS OR HER EFFECTIVENESS
CHARISMA – IS THE ABILITY TO LEAD OR
INFLUENCE OTHERS BASED ON PERSONAL CHARM,
MAGNETISM, INSPIRATION AND EMOTION