LEADING

 Leader is someone who

can influence others and
who has managerial
authority.
  Leadership is what leaders
WHAT IS do. It’s a process of leading
a group and influencing
LEADER AND that group to achieve its
goals.
LEADERSHIP?
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LEADERSHIP
Behavioral styles of Leaders
 Leaders exhibit a high effort level.
 Leaders have a strong desire to influence and lead others.
 Leaders build trusting relationships with followers by being truthful or non deceitful and by showing high
consistency between word and deed
 Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of their
goals and decisions. 
 Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of
information, and they need to be able to create visions, solve problems, and make correct decisions.
 Leaders have a high degree of knowledge about the company, industry, and technical matters.
 Leaders are energetic, lively people.
LEADERSHIP STYLES

Autocratic style described a leader who dictated work methods, made unilateral

decisions, and limited employee participation.
Democratic style described a leader who involved employees in decision
making, delegated authority, and used feedback as an opportunity for coaching employees.
Laissez-faire style leader let the group make decisions and complete the work in whatever
way it saw fit.
 For instance, the democratic style sometimes produced higher performance levels than the
autocratic style, but at other times, it didn’t. 
Group members were more satisfied under a democratic leader than under an autocratic
one.
CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP
Transactional leaders guide or motivate followers to work toward established goals by
exchanging rewards for their productivity.
Transactional transformational shouldn’t be viewed as opposing approaches to getting
things done.
Transformational leadership develops from transactional leadership. 
Transformational leadership over overwhelmingly impressive. 
 Transformational leadership is strongly correlated with lower turnover rates and higher
levels of productivity, employee satisfaction, creativity, goal attainment, follower well-
being, and corporate entrepreneurship, especially in start-up firms.
CHARISMATIC-VISIONARY LEADERSHIP

 Jeff Bezos - founder and CEO of Amazon.com and what we call a charismatic leader.
 Amazon with serious intensity and has demonstrated an ability to inspire his employees through the ups and
downs of a rapidly growing company.
 Several authors have attempted to identify personal characteristics of the charismatic leader.
  Although one study found that charismatic CEOs had no impact on subsequent organizational
performance, charisma is still believed to be a desirable leadership quality. 
 Researchers trained the student leaders to use charismatic nonverbal behaviors, including leaning toward the
follower when communicating, maintaining direct eye contact, and having a relaxed posture and animated facial
expressions. 
 Last thing we should say about charismatic leadership is that it may not always be necessary to achieve high
levels of employee performance.
POWER, POLITICS, AND LEADERSHIP
Five sources of leader power have been identified:

Legitimate -represents the power a leader has as a result of his or her

position in the organization.
Coercive -is the power a leader has to punish or control
Reward - is the power to give positive rewards.
Expert - is power that’s based on expertise, special skills, or knowledge.
Referent- is the power that arises because of a person’s desirable resources
or personal traits.
MOTIVATION
Motivation refers to the process by which a person’s that physical needs
will continue to be met.

Safety needs- A person’s needs for security and protection from physical and emotional
harm, as well as assurance.
Social needs - A person’s needs for affection, attaining a goal.
Esteem needs: A person’s needs for internal esteem energy element is a measure of
intensity, drive, and factors such as self-respect, autonomy, and achievement vigor.
Self-actualization needs: A person’s needs for growth, effort don’t necessarily lead to
favorable job achieving one’s potential, and self-fulfillment; the drive to performance
unless the effort is channeled in a become what one is capable of becoming.
Physiological needs -A person’s needs for food, drink, shelter, sex, and other physical
requirements.
THEORIES OF MOTIVATION

Maslow’s Hierarchy of Needs Theory

The first motivation theory we’re going to look at addresses employee

needs. The best-known theory of motivation is probably Abraham Maslow’s
hierarchy of needs theory.
In addition, Maslow separated the five needs into higher and lower levels. 
Physiological and safety needs were considered lower-order needs;
social, esteem, and self-actualization needs were considered higher-order needs.

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THEORIES OF MOTIVATION
McGregor’s Theory X and Theory 

  Theory Y is a positive view that assumes employees enjoy work, seek out and accept
responsibility, and exercise self-direction.
 McGregor believed that Theory Y assumptions should guide management practice and proposed
that participation in decision making, responsible and challenging jobs, and good group
relations would maximize employee motivation.

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THEORIES OF MOTIVATION
Herzberg’s Two-Factor Theory

  Herzberg wanted to know when people felt exceptionally good or bad about their jobs.

Herzberg suggested emphasizing motivators, the intrinsic factors having to do with the

job itself.
On the other hand, when they were dissatisfied, they tended to cite extrinsic factors
arising from the job context such as company policy and
administration, supervision, relationships, and working conditions.
Herzberg’s theory enjoyed wide popularity from the mid1960s to the early
1980s, despite criticisms of his procedures and methodology.
THREE-NEEDS THEORY

 David McClelland and his associates proposed the three needs theory, which says there are three
acquired needs that are major motives in work,
 People with a high need for achievement are striving for personal achievement rather than for
the trappings and rewards of success.
 McClelland showed that employees can be trained to stimulate their achievement need by being
in situations where they have personal responsibility, feedback, and moderate risks

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COMMUNICATION
 Communication is the transfer and understanding of meaning.
 Communication involves the understanding of meaning.
  A letter written in Spanish addressed to a person who doesn’t read Spanish can’t be considered
communication until it’s translated into a language the person does read and understand.
 Another point to keep in mind is that good communication is often erroneously defined by the communicator
as agreement with the message instead of clear understanding of the message.
 
12 COMMUNICATION METHODS
1. Feedback: How quickly can the receiver respond to the message?
2. Complexity capacity: Can the method effectively process complex messages?
3. Breadth potential: How many different messages can be transmitted using this method?
4. Confidentiality: Can communicators be reasonably sure their messages are received only by those intended?
5. Encoding ease: Can sender easily and quickly use this channel?
6. Decoding ease: Can receiver easily and quickly decode messages?
7. Time-space constraint: Do senders and receivers need to communicate at the same time and in the same space?
8. Cost: How much does it cost to use this method? 9. Interpersonal warmth: How well does this method convey
interpersonal warmth?
10.Formality: Does this method have the needed amount of formality?
11.Scan ability: Does this method allow the message to be easily browsed or scanned for relevant information?
12.Time of consumption: Does the sender or receiver exercise the most control over when the message is dealt with?
FORMS OF COMMUNICATION
Some of the most meaningful communications are neither spoken
nor written.
The size of a person’s office or the clothes he or she wears also
convey messages to others.
Body language refers to gestures, facial expressions, and other
body movements that convey meaning.
Verbal intonation refers to the emphasis someone gives to words
or phrases in order to convey meaning.
 THANK
YOU!!!!

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