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Nicmar Mba

Nicmar Mba

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Published by shashank_karaiya

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Published by: shashank_karaiya on Dec 14, 2011
Copyright:Attribution Non-commercial


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Leadership: Concepts and skills of leadership, Leadership andmanagerial roles, Leadership styles and effectiveness,Contemporary issues in leadership. Motivation: Motivation concepts, Motives, Theories of motivationand their applications for behavioural change.Team Building & Empowerment: Nature of effective groups,Team formation, making teams effective, Cross functional andself directed teams, empowerment. Conflict Resolution: Conflict definition; causes of organizational,group & role conflicts; conflict resolution and management
means: style of a leader Leader:
Individual who influences others towards a common larger goalCharacteristics:ManagerLeadeAdministersInnovatesMaintainsDevelopsFocuses on systems & structureFocuses on peopleRelies on controlInspires trustShort term perspectiveLong term perspectiveAsks how & whenAsks what & whyEyes on bottom lineEyes on horizonAccepts status quoChallenges status quoDoes things rightDoes the right thingThe historically important studies on leadership1.The Iowa leadership studies:a.The experiments were designed to examine patterns of aggressive behaviour 
Under authoritarian leadership, members were apatheticc.The laissez faire leadership, produced more aggressiveactsd.Under democratic leadershipi.Members behaviour fell between authoritarian &laissez faire leadership styles2.The Ohio State of leadership studiesa.The following two dimensions of leadership emerged:i.Consideration1.Means: mission / task or goal orientationii.Initiating structures1.Concern for the welfare of the troops /recognition of individual needs & relationshipsiii.The study shows how leaders carry out their leadership functioniv.The study points out & emphasis the importance of both task & human dimensions
3.The early Michigan leadership studiesa.If supervisors had a genuine concern for employees, theproduction was highb.If supervisors were production centered, production waslowc.Employee satisfaction was directly related to productivityTraditional theories on leadership:1.Trait leadershipa.Leaders are born & not made2.Situational approacha.Contingency theory of leadershipi.Leader viewed as a product of time & situationii.The person with a particular trait that a situationrequires will emerge as leader b.Fiedler observed under favourable situation the taskdirected leadership was most effectivec.Under unfavourable situation, authoritarian leadershipwas most effectived.When the situation was in between favourable &unfavourable, democratic leadership emerged3.Path-goal leadership theorya.It attempts to explain the impact of leader’s behaviour onsubordinates: motivation, satisfaction & performanceb.This gives rise to following leadership styles:i.Directive leadership1.leaders gives direction2.subordinates knows what has to be done3.no participation of subordinatesii.Supportive leadership1.leader approachable2.shows genuine concern for subordinatesiii.Participative leadership1.leader asks for suggestions from subordinates2.but the decision making rests with the leader iv.Achievement-oriented leadership1.leader sets challenging goals for subordinates2.shows confidence in them that they will attain& perform well

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