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Leadership
Leadership
org
Seminar
On
Leadership
Leading People
Influencing People
Commanding People
Guiding People
CHARACTERISTICS OF
LEADERSHIP
1. Leader must have followers
2. It is working relationship between leader and
followers
3. Purpose is to achieve some common goal or goals
4. A leader influences his followers willingly not by
force
5. Leadership is exercised in a given situation
6. Leadership is a power relationship
7. It is a continuous process
A QUESTION…
Managerial Leadership
SIGNIFICANCE
1. Setting Goals
2. Motivating Employees
3. Building morale
4. Creating Confidence
5. Discipline
6. Developing Team-work
7. Facilitates Change
8. Representing the group
LEADERSHIP STYLES
• Leader by the position achieved
• Intellectual leader
Physical Ambitious
Originality
Doesn’t seem to be correlated
Sociability
Adaptability
LEADERSHIP STYLES
Autocratic:
o Leader makes decisions without reference to anyone
else
o High degree of dependency on the leader
o Can create de-motivation and alienation
of staff
o May be valuable in some types of business where
decisions need to be made quickly and decisively
Democratic:
Encourages decision making from different
perspectives – leadership may be emphasised
throughout the organisation
Managerial Grid
LEADERSHIP THEORIES
Managerial Grid
Developed by Drs. Robert R. Blake and Jane S. Mouton
Believed managers have different leadership styles which led to
two different dimensions of leadership:
Concern for Production: manager who is task-oriented
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LEADERSHIP THEORIES
Participative Theories
Assumes the following
Involvement in decision-making improves the understanding
of the issues involved and the commitment of those who must
carry out the decisions.
People are less competitive and more collaborative when they
are working on joint goals.
Several people deciding together make better decisions than
one person alone.
Effect:
Leaders who are successful in one situation may become
unsuccessful if the factors around them change
LEADERSHIP THEORIES
Contingency Theory: Fiedler’s Least Preferred Co-Worker (LPC)
Theory
Assumptions:
Leaders prioritize between task-focus and people-focus
Leaders don’t readily change their style
Key situational factor in matching leader to situation:
Relationships
Power
Task structure
LPC Questionnaire
Determines leadership style by measuring responses to 18 pairs of contrasting adjectives.
High score: a relationship-oriented leadership style
Low score: a task-oriented leadership style
Tries to identify the underlying beliefs about people, in particular whether the leader sees
others as positive (high LPC) or negative (low LPC).
Leadership Theories
FINDINGS OF THE FIEDLER MODEL
Exhibit 17.4
LEADERSHIP THEORIES
Situational Leadership
Situational factors (motivation, capability of followers,
relationship between followers and leader) determine
the best action of leader
Leader must be flexible to diagnosis leadership style
appropriate for situation and be able to apply style
No one best leadership style for all situations
LEADERSHIP THEORIES
Hersey & Blanchard’s Situational Leadership (1977)
Identified 4 different leadership styles based on readiness of followers
R1. Telling (high task/low relationship behavior)
• Giving considerable attention to defining roles and goals
• Recommended for new staff, repetitive work, work needed in a short time span
• Used when people are unable and unwilling
R2. Selling (high task/high relationship behavior)
• Most direction given by leader encouraging people to ‘buy into’ task
• Used when people are willing but unable
R3. Participating (high relationship/low task behavior)
• Decision making shared between leaders and followers, role of leader to facilitate
and communicate
• Used when people are able but unwilling
R4. Delegating (low relationship/low task behavior)
• Leader identifies problem but followers are responsible for carrying out response
• Used if people are able and willing
LEADERSHIP THEORIES
Hersey & Blanchard’s Model
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