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Information about leadership

Published on June 20, 2009

Author: kamalika.n

Source: authorstream.com

kamalika & riddhi: LEADERSHIP kamalika & riddhi PowerPoint Presentation: “The art of getting people to do what they really don’t want to do and don’t feel equipped to do against a timeline they don’t believe in, with risks that scare them, to achieve an objective they believe at the beginning to be impossible.” — Eric Gregory LEADERSHIP TRUTH: LEADERSHIP TRUTH PowerPoint Presentation: The Function of Leaders Principles … want to be a leader?: Principles … want to be a leader? The Meaning of Leadership: The Meaning of Leadership Leaders vs. Managers: Leaders vs. Managers Leaders Managers Vision Direction Goals Objectives Effectiveness Purpose Innovate Focus on people Inspire trust Efficiency Day to day & Short run Administer Focus on systems & structure Rely on control Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s Job Manager’s Job TOPICS OF INTEREST: TOPICS OF INTEREST Leadership Attributes : Leadership Attributes Trust Confidence Respect Commitment Character Courage Passion Communicator General Knowledge Technical Skills Example Risk Taker Honesty Integrity Equitable Moral Emotional Rational Ethical LEADERSHIP STYLES….: LEADERSHIP STYLES…. LEADERSHIP STYLES: LEADERSHIP STYLES Autocratic. Determines all policies. Assigns work to group members. Uses people to reach goals. Democratic. Encourages group to discuss policies. Allows members to work with whom they choose. Objective and fair in praise & criticism LEADERSHIP STYLES: LEADERSHIP STYLES Laissez-Faire. Passive attitude. Offers help only when asked. No pressure toward achievement. Charismatic. Natural born leaders. Arouse emotions within group. High energy, physical appearance, independence, verbal LEADERSHIP STYLE GRID: LEADERSHIP STYLE GRID EFFECTIVINESS Leadership Styles: Leadership Styles 17 More Successful Proposal Authoritarian Team Authoritarian Country Club Impoverished Less Successful Proposal Team Country Club Impoverished Task oriented Strong on schedules Expects directions to be followed Intolerant of dissent Task oriented Positive examples Fosters environment for people to reach their highest potential Works to strengthen bonds among team members Uses rewards almost exclusively Generally incapable of coercive, punitive, or disciplined action Fears conflict Delegates and disappears Detaches from team Lets team work out power struggles Low commitment to task accomplishment “Blake & Mouton Managerial Guide,” & Don Clark Authoritarian Team Country Club Task oriented Strong on schedules Expects directions to be followed Intolerant of dissent Task oriented Positive examples Fosters environment for people to reach their highest potential Works to strengthen bonds among team members Uses rewards almost exclusively Generally incapable of coercive, punitive, or disciplined action Fears conflict LEADERSHIP THEORIES: LEADERSHIP THEORIES Traditional Leadership Theories: Traditional Leadership Theories The Evolution of Leadership Theory: The Evolution of Leadership Theory TRAIT THEORY: TRAIT THEORY Distinguishes leaders from non-leaders on the basis of certain personality traits. Often times “it’s in the blood,” like royal families, even the Kennedy family. A Modern Trait Prof ile: Leaders with Emotional Intelligence Emotional Intelligence (EI): the ability to monitor and control one’s emotions and behavior in complex social settings. Behavioral Approach to Leadership : Behavioral Approach to Leadership Theory X and Theory Y is a set of assumptions made about people in general. Theory X (Authoritarian) Most employees dislike work and will avoid it whenever possible. Because most people dislike work, they have to be pushed, closely supervised, and threatened with punishment to get them to help achieve the objectives of the organization. PowerPoint Presentation: THEORY Y ( DEMOCRATIC) Most people find work as natural as play or rest, and their attitude toward work is related to their experiences with it. People don’t have to be threatened with punishment to be motivated to assist an organization to accomplish its goal. Michigan & Ohio Studies : Michigan & Ohio Studies MICHIGAN STUDIES OHIO STUDIES HIGH CONSIDERATION EMPLOYEE CENTERED JOB CENTRED INITIATING STRUCTURE Managerial Grid : This is a model defined by Blake and Mouton in the early 1960s. Concern for People High Country Club management   Team management Medium   Middle of the road management   Low Impoverished management Low   Authority-compliance   Medium High Concern for Production (Task) Managerial Grid Situational leadership: Situational leadership FIEDLER’S CONTINGENCY THEORY: FIEDLER’S CONTINGENCY THEORY HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY : HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY Telling Selling Relationship Behavior High High Low High Task Behavior Delegating Follower Readiness Able and unwilling Able and willing Unable and willing Unable and unwilling Participating ‘New’ Leadership Theories: ‘New’ Leadership Theories Leaders = ‘Managers of Meaning’ Transactional Leadership Transformational Leadership Charismatic Leadership Transformational Leadership: Transformational Leadership Transformational leaders Are capable of charting new courses for their organization. Are visionaries who challenge people to do exceptional things, above and beyond the plan. Serves to change the status quo. Transactional Leader: Transactional Leader Gives rewards in exchange for performance Manages by looking for deviations from rules Intervenes only if standards aren’t met Abdicates responsibilities Monitor people to see that they do the expected, according to plan in order to maintain the status quo. 4 Strategies to Develop Charismatic Qualities: 4 Strategies to Develop Charismatic Qualities Develop visionary skills Take Dramatic Action – Walk the walk Focus on Your Followers Develop an enthusiastic, confident personality. Leadership models in practice….: Leadership models in practice…. AstraZeneca Leadership Capabilities There are seven key capabilities, each with associated indicators/behaviours: • Provides clarity about strategic direction • Ensures commitment • Focuses on delivery • Builds relationships • Develops people • Demonstrates personal conviction • Builds self-awareness http://www.astrazeneca.co.uk/careers/developingyourself/leadership.asp Quote : Quote It is possible to fool yourself. It is possible to fool the people you work for. It is more difficult to fool the people you work with. But it is almost impossible to fool the people who work under you! Thank You!

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