The Role of Empowerment in Leadership: In this presentation, we will understand how important empowerment is in effective leadership.

The Role of Empowerment in Leadership: In this presentation, we will understand how important empowerment is in effective leadership.

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  Empowerment Abdul Rashed Barakzai Chapter# 7 https://www.slideshare.net/RashedBarakzai/
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  The Speech that Made Obama President
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  Parts of Organization Management (Control) • Process •Procedures • Measurements • Structures • Tools • Etc Leadership ( Non-Control) • The Idea • Fears • Excitement • Resistance • Attitudes • Etc. 1- Hard Part 2- Soft Part
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  Leadership Behavior Approach There are threecomponents of Behavior Approach leadership 1. Task orientation:  Goal setting  Standard setting  Supervision and giving direction 2. Relationship Oriented:  Goal Setting  Empathy  Trust  Supportive  Shared decision Making 3. Development Orientation:  Experimentation  Innovation  Change Management  Risk Taker
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  This theory wasdeveloped by Hersy and Banchard. They indicate that effective leader behavior depends on the situational contingents of readiness and the appropriate behavior readiness. • Followers: unable and unwilling: Leader needs to give clear and specific direction ( Motivation and Persuasion is required) • Followers: Unable but willing: Leader needs to be high task Oriented and high relationship Oriented. ( How to do things or Telling) • Followers: Able and unwilling: Leader needs to use a supportive and participative style ( Focus on Participation) • Follower: Both able and willing: Leaders should use lenient approach. ( Delegating Task) Situational Leadership Theory
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  Leadership Grid Model
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  The leadership Gridis base on two behavioral dimensions Understanding The Model 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 Production: This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
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  low task, lowRelationship: A leader who uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process. Minimum effort to get the work done. A basically lazy approach that avoids as much work as possible. Impoverished Leadership Management This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.
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  low task, highrelationship: is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control. Country Club Leadership Management
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  High Task, LowRelationship: People who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are very strong on schedules. they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it. Leaders in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees. Authoritarian Leadership Management
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  Team Leading or Leadership Management Hightask, low relationship: Tries to maximize the concern for both task and people. Such leaders create strongly structured tasks, set clear priorities and track the progress on timely basis. At the same time, they promote active participation & teamwork, creates open and comfortable environment, set guidelines for effective communication and empowers the individuals enough to keep them motivated.
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  This style seemsto be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though. When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect Middle of the Road Leadership Management
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  A. Autocratic Leadership B.Democratic Leadership C. Servant Leadership D. Charismatic Leadership E. Transformational Leadership Types of Leadership
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   One personhas control over all of the workers or followers (Centralization)  The leader is in complete control and no one is permitted to make any suggestions or offer any opinions, no matter how it may benefit the group.  The autocratic leader gives instructions and expects obedience, centralized decision making and leads by the ability to withhold or give rewards and punishment. Autocratic Leadership
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   Based onEmpowerment (Decentralization)  One where we see everyone getting and equal vote both the leader and the followers  Democratic leaders allow leaders and follower to participate in the decision making process.  The democratic leadership style consults with subordinates and encourages their participation. Democratic Leadership
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   The servantleader is servant first  It begins with the natural feeling that one wants to serve, to serve first.  The conscious choice brings one to aspire to lead.  Servant leadership focuses on other’s needs. Supportive or Servant Leadership
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   Charismatic leadershave a combination of charm and personal magnetism that contribute to a remarkable ability to get other people to endorse to their vision and promote it passionately.  Charisma has been defined various ways:  Charisma is a Greek word meaning “divinely inspired gift”.  In leadership, charisma is a special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others. Charismatic Leadership
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   The Leadershipstyle focuses on how the leader defines the future for followers and move them toward it.  Transformational leadership transforms people - both leaders and supporters-as well as organizations for breakthrough results.  Transformational leadership is defined as a leadership approach that causes change in individuals and social system.  Leaders who motivate individuals to perform beyond normal expectations by inspiring subordinates to focus on broader missions transcending their own self- interests. Transformation al Leadership
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  The Manager Vs The leader TheManager The manager administers The manager focuses on systems & structures The manager relies on control The manager has a short- range view The manager imitates The manager accepts the status quo The leader The leaders innovates The leader focuses on people The leader inspires trust The leader has a long-range view The leader originates The leader challenges it
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  Manager Vs leader Manager A manager createsfear A manager fixes blame A manager makes work boring A manager knows all A manager is interested in himself or herself leader A leader confidence A leader corrects mistakes. A leader makes it interesting. A leader asks questions. A leader is interested in the group.
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   Be strong,but not rude;  Be kind, but not weak;  Be bold, but not bully (frightened)  Be thoughtful, but not lazy;  Be humble, but not timid; (shy nervous)  Be proud, but not arrogant;  have humor, but without folly (foolishness, silliness). Jim Rohn How to be a Good Leader