INTRODUCTION TO LEADERSHIP.pptx

INTRODUCTION TO LEADERSHIP.pptx

• 1.
  CLASS: MPA-LEADERSHIP ANDORGANIZATIONAL CHANGE TIME: 11:30- 2:00 PM PROFESSOR: VP PASCUALITO GATAN
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  Outline:  What isLeadership?  Leadership Theories  Classical Leadership  Contemporary Leadership  Aesop’s Fable: The crab and his mother
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  What is Leadership? Northouse (2004) defined leadership as “the process whereby an individual influences a group of individuals to achieve a common goal” (p. 3). Leadership is very important for the effectiveness of an organization as well the success of a project or an activity.
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  Leadership Theories  GreatMan Theory  Trait Theory  Behavioral Theory  Contingency Theory  Relationship Theory  Participative Theory  Management Theory
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  Great Man Theory This theory was called "great man" because it focused on identifying the innate qualities and characteristics possessed by great social, political, and military leaders.  According to this theory, capacity for leadership is inborn, that is, a person is a natural born leader. These born leaders are highly influential individuals, gifted with divine inspiration and the right characteristics like charisma, intelligence, wisdom, political skills etc. with a capability to have a decisive historical impact.
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  Great Man Theory Description Leaders are often from aristocracy, rarely from lower classes  In times of need great man would arise almost by magic.  For exa. - Jesus, Mohammad & Buddah Assumptions  Leaders are born not made  Great leaders arise when there is a great need.
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  Traits Theory (1930's- 1940's)  Essentially, the Traits Theory postulates that personal characteristics (e.g. personality traits, cognitive skills, interpersonal skills) determine an individual's potential for leadership roles (Furham, 2005). Thus, leadership is something intrinsic to the individual.  This approach emphasizes leader’s attributes such as personality, motives, values, and skills (Yukl, 2006).
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  Traits Theory (1930's- 1940's) Assumptions  People are born with inherited traits  Some traits are particularly suited to leadership  People who become good leaders have the right combination of traits
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  BEHAVIOR THEORY  Thistheory advocates that leadership is shown by acts rather than traits and that the leadership is the result of effective role behavior.  The behavioral theory concentrated on the unique behavioral aspects found in leaders that enabled them to attain effective leadership.  Behavioral theories of leadership are based upon the belief that great leaders are made, not born.  According to this theory, people can learn to become leaders through teaching and observation.
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  BEHAVIOR THEORY Descriptions  Donot seek inborn traits or capabilities rather they look at what leaders actually do  Easy to teach & learn then to adopt 'traits' or 'capabilities'. Assumptions  Leaders can be made rather than are born  Successful leadership is based in definable, learnable behavior
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  Contingency Theory  Thereis no one best way of leading and that a leadership style that is effective in some situations may not be successful in others.  Leaders who are very effective at one place and time may become unsuccessful either when transplanted to another situation or when the factors around them change.
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  Contingency Theory Assumptions  Theleader's ability to lead is contingent upon various situational factors, including the leader's preferred style, the capabilities and behaviors of followers and also various other situational factors.
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  Relationship Theory  Relationshiptheory, also known as transformational theories focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task.
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  Relationship Theory Assumptions  Theseleaders are focused on the performance of group members, but also want every person to fulfill their potential. Leaders with this style often have high ethical and moral standards.
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  Management Theory  Managementtheories, also known as transactional theories, focus on the role of supervision, organization, and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded and when they fail, they are reprimanded or punished.
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  Participative Theory  Participativeleadership theory suggests that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.
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  Classical and Contemporary LeadershipStyles  Among various leadership styles, classical and contemporary leadership styles are mostly in discussion over the centuries. In fact, in the majority of organizations today, either of these two styles of leadership could be found active.
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  1. Classical Leadershipstyle:  It is almost an autocratic leadership style. In this style, the leader takes the leading role and works from the front. It was the most prevalent leadership style during the 1960s to 1980s. The leader is motivated by his own ego and determines a future plan of action himself. He takes less advice from the peers or juniors, and tries to influence the employees through motivational speech, and providing fringe benefits. In this leadership style, the leader keeps little confidence on the subordinates and only likes to direct them as per his own plan.