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Ppt on leadership
This document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders, but no universal traits have been identified. Behavioral theories propose that leadership can be taught and examine specific behaviors. Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the situation.
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Introduction to Leadership concepts and definitions.
Leadership as influence towards goal achievement; Management involves authority for compliance.
Classification of leadership theories into Trait, Behavioral, and Contingency categories.
Focus on traits like ambition and integrity that differentiate leaders from non-leaders.
No universal traits to predict leadership; unclear cause-and-effect relationship.
Theories proposing that leadership can be taught; distinction between born vs. made leaders.
Initiating Structure and Consideration as factors of effective leadership relationships.
Categorization of leaders as either Employee-Oriented or Production-Oriented.
Visual representation of different leadership styles based on task and relationship orientation.
Introduction to Fiedler’s Contingency Model as a basis for understanding leadership effectiveness.
Key elements include leader-member relations, position power, and task structure.
Summary of important outcomes from applying Fiedler's contingency theory.
Focus on follower readiness; strategies based on abilities and willingness of followers.
Integration of leadership styles with the readiness levels of followers.
Concept of in-groups and out-groups affecting performance ratings and job satisfaction.
Further exploration of the effects of leader-member dynamics on workplace outcomes.
Insights on how leaders can motivate followers by clarifying paths to goals.
Overview of Autocratic, Democratic, Laissez Faire, Transactional, and Transformational styles.
Characteristics of autocratic style, including decision-making and its impact on motivation.
Focus on delegation of authority and involvement in decision-making enhances job satisfaction.
Minimal managerial control, promotes independence among skilled individuals; potential for confusion.
Contrast between Autocratic and Laissez Faire styles regarding control dynamics.
Differences between guiding followers towards goals (Transactional) and inspiring change (Transformational).
Focus on rewards for performance and corrective actions in management.
Emphasis on vision, inspiration, intellectual stimulation, and individualized support.
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Ppt on leadership
- 1.
- 2. What Is Leadership? Leadership Theability to influence a group toward the achievement of goals. Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.
- 3. LEADERSHIP THEORIES • TRAITTHEORY • BEHAVIOURAL THEORIES • CONTINGENCY THEORIES
- 4. 1, Trait Theories LeadershipTraits: • Ambition and energy • The desire to lead • Honest and integrity • Self-confidence • Intelligence • High self-monitoring • Job-relevant knowledge Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.
- 5. Trait Theories Limitations: • Nouniversal traits found that predict leadership in all situations. • Unclear evidence of the cause and effect of relationship of leadership and traits.
- 6. 2. Behavioral Theories •Trait theory: Leaders are born, not made. • Behavioral theory: Leadership traits can be taught. Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders.
- 7. a. Ohio StateStudies Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of sub- ordinates in the search for goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.
- 8. b. University ofMichigan Studies Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Production-Oriented Leader One who emphasizes technical or task aspects of the job.
- 9. c. The Managerial Grid (Blakeand Mouton) E X H I B I T 11–1
- 10. 3. Contingency Theories Fiedler’sContingency Model
- 11. a. Fiedler’s Model:Defining the Situation Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader. Position Power Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases. Task Structure The degree to which the job assignments are procedurized.
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- 13. b. Hersey andBlanchard’s Situational Leadership Theory Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness. Leader: decreasing need for support and supervision Follower readiness: ability and willingness Unable and Unwilling Unable but Willing Able and Willing Directive High Task and Relationship Orientations Supportive Participative Able and Unwilling Monitoring
- 14. Leadership Styles andFollower Readiness (Hersey and Blanchard) WillingUnwilling Able Unable Directive High Task and Relationship Orientations Supportive Participative Monitoring Follower Readiness Leadership Styles
- 15. c.Leader–Member Exchange Theory Leader-MemberExchange (LMX) Theory Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.
- 16.
- 17. d. The Path-GoalTheory
- 18. Leadership styles • AutocraticManagement Style • Democratic Management Style • Laissez Faire Management style Transactional Leadership Transformational Leadership
- 19. Autocratic Management Style •an autocratic manager dictates orders to their staff and makes decisions without any consultation. • The leader likes to control the situation they are in. • Decision are quick . • This type of management style can decrease motivation and increase staff turnover
- 20. Democratic or participativestyle • A democratic manager delegates authority to the staff, giving them responsibility to complete the task. • Staff will complete the tasks using their own work methods on time. • Employees are involved in decision making giving them a sense motivating individuals. • Increases job satisfaction by involving employees or team members . • Slow decision making process.
- 21. Laissez Faire Managementstyle • A laissez faire manager sets the tasks and gives staff complete freedom to complete the task as they see fit. “leave it be”. • It works for teams in which the individuals are very experienced and skilled self-starters. • There is minimal involvement from the manager. • The manager coaches or supply information if required. • Benefits - staff are developed to take responsibility . • Staff feel lost and not reach the goals set within the time frame
- 22. Autocratic Laissez -Faire Leaders control Employee Control
- 23. Transactional and Transformational Leadership TransactionalLeaders Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational Leaders Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma.
- 24. Characteristics of Transactional Leaders ContingentReward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by Exception: Watches and searches for deviations from rules and standards, takes corrective action.
- 25. Characteristics of Transformational Leaders IdealizedInfluence: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.