Professional Documents
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Leadership - 17.3.2019
Leadership - 17.3.2019
Leadership - 17.3.2019
• The leader is at the service of the team, and not the other way around.
• Group members must have and feel the support of their leader,
the tools needed to do their jobs properly must be available to them,
they must have recognition for their efforts and know
that there is a person paying attention in order to correct bad habits.
• That is all part of a leadership which serves the team, and not the opposite.
LEADERSHIP (Art of Leading)
4. EMPATHY
5. CREATIVITY
• Good leaders are able to create an environment that will encourage all
the members of their team to develop their skills and imagination, so that
they can contribute to the common project and vision of the company.
• If anyone wants to lead successfully, respect the creativity of others and
learn from the people around you;
their ideas will surely prove to be positive for you.
LEADERSHIP (Art of Leading)
6. THOROGHNESS
• A good leader sets the bar high for their people, because they
want to reach the goals and make the best of their teams.
• Only a demanding leader will achieve great results.
• In addition to this thoroughness;
o the leader must know how to listen,
o in order to know the needs of the people, and then
o provide the necessary time and resources for them to do
their job properly, and therefore
o meet what is demanded of them.
LEADERSHIP (Art of Leading)
7. MANAGING
• The leader must be at the forefront to lead and guide their team
throughout the whole process until the goal is reached.
• But besides being that “torchbearer”, leaders also know when to
step back and make their team take the initiative.
• In this way, the team gets the chance to develop, both personally
and professionally.
• Pure management focuses on the tasks, real leadership focuses
on the people.
LEADERSHIP (Art of Leading)
8. TEAM BUILDING
9. TAKING RISKS
• The leader is the one responsible for taking the risks that others
are not willing to take.
• He is confident enough to make a decision, and if they make a
mistake, the leader must have the courage to rectify, assume
their guilt and take the right path, without blaming it on the team.
• Good leaders know how to get ahead of their time, they
see opportunities where others can’t and know how to spread
the enthusiasm for their vision to try to make it real.
LEADERSHIP (Art of Leading)
10. IMPROVING
1. Be humble
2. Communicate
3. Listen
4. Ask for feedback
5. Think strategically
6. Turn the singular in plural
OVERVIEW OF THEORIES
EARLY LEADERSHIP THEORIES
• TRAIT THEORY
• BEHAVIOURAL THEORY
CONTIGENCY THEORIES
• FIEDLER MODEL
• HERSEY AND BLANCHARD'S SITUATIONAL THEORY
• LEADER PARTICIPATION MODEL
• PATH GOAL MODEL
CONTEMPORARY VIEWS ON LEADERSHIP
• TRANSFORMATIONAL-TRANSACTIONAL LEADERSHIP
• CHARISMATIC –VISIONARY LEADERSHIP
• TEAM LEADERSHIP
EARLY LEADERSHIP THEORIES
TRAIT THEORY
• “Leaders are born, not made.”
ASSUMPTIONS
• The trait approach to leadership was one of the • People are born with inherited
earliest theories of leadership. traits.
• Some traits are particularly
• This approach focuses on the personal attributes suited to leadership.
(or traits) of leaders, such as physical and • People who make good leaders
personality characteristics, competencies, and have the right (or sufficient)
values. combination of traits.
Description
• Behavioural theories do not seek inborn traits – they look at what
leaders actually do.
A leader who was high in both initiating structure and considerations achieved high group task
performance and high satisfaction more frequently than who rated low on either dimension or both.
UNIVERSITY OF MICHIGAN STUDIES
EMPLOYEE ORIENTED
• Leaders who were employee oriented were described as emphasizing
interpersonal relationships.
• They took a personal interest in the needs of their followers and accepted the
individual differences among group members.
PRODUCTION ORIENTED
• They tended to emphasize the technical or task aspects of the job were
concerned mainly with accomplishing their group’s task and regarded group
members as a means to the end.
Conclusion of MSU researchers strongly favoured leaders who were employee oriented as they were
associated with high group productivity and high job satisfaction.
MANAGERIAL GRID
• COUNTRY CLUB MANAGEMENT- (1,9)-
Thoughtful attention to needs of people for satisfying relationship
leads to comfortable, friendly organization, atmosphere and work
tempo.
• TEAM MANAGEMENT –(9,9)-
Work accomplishment is from committed people; interdependence
through a “common stake” in organization purpose leads to
relationships of trust and respect.
• MIDDLE OF MANAGEMWENT –(5,5)
Adequate organization performance is possible through balancing
the necessity to get out work with maintaining morale of people at a
satisfactory level.
• IMPOVERISHED MANAGEMENT-(1,1)
Exertion of minimum effort to get required work done is appropriate
to sustain organization membership.
• TASK MANAGEMENT –(9,1)
Efficiency in operations results from arranging conditions of work in
such a way that human elements interfere to a minimum degree.
CONTINGENCY THEORIES OF
LEADERSHIP
• Leadership as being more flexible .
• Different leadership styles being used at different times
depending upon the circumstances.
• The model was based on the premise that a certain a certain leadership style would be most
effective in different types of leadership.
• To measure a leader’s style Fiedler developed LPC (least preferred co worker)
questionnaire.
• LPC measured whether leader was task oriented or relationship oriented. Based on this Fiedler
gave three contingency dimensions:
1. Leader-member relations
• The degree of confidence, trust, and respect subordinates have in their leader.
2. Task structure
• The degree to which the job assignments are procedurized.
3. Position power
• Influence derived from one’s formal structural position in the organization; includes power to
hire, fire, discipline, promote, and give salary increases
FIEDLER’S CONTINGENCY MODEL
LPC questionnaire
HERSEY AND BLANCHARD’S SITUATIONAL
LEADERSHIP THEORY
1. Directive Leadership
2. Supportive Leadership
3. Participative Leadership
4. Achievement-oriented Leadership
House assumed that the leaders are flexible and same leader can display
any of all these leadership styles depending upon the situation.
CONTEMPORARY VIEWS ON
LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
• Leaders who stimulates and inspire(transforms) followers to achieve extraordinary outcomes.
TRANSACTIONAL LEADERSHIP
• Leaders who guide or motivate followers to work towards established goals by exchanging
rewards for their productivity.
A charismatic leader is an enthusiastic, self confident leader whose personality and actions influence
people to behave in a certain ways.
VISIONARY LEADERSHIP
The ability to create and articulate a realistic, credible and attractive
vision of the future that improves upon the current situation