Leadership

LEADERSHIP AND MANAGEMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

A Thought ,[object Object],[object Object],[object Object],[object Object],[object Object]

SOME DEFINITIONS ,[object Object],[object Object],[object Object],[object Object],[object Object]

COMMON DEFINITION ,[object Object]

LEADERSHIP IS AN ART: SOME VIEWS ,[object Object],[object Object]

SOME VIEWS ... ,[object Object],[object Object],[object Object]

LEADERSHIP... ,[object Object],[object Object]

THEORIES ,[object Object],[object Object],[object Object]

REVIEW... ,[object Object],[object Object]

THE BEHAVIOURAL APPROACH ,[object Object],[object Object],[object Object]

BRIEFLY THE FINDINGS... ,[object Object],[object Object],[object Object],[object Object]

Studies Also Found... ,[object Object],[object Object]

WHEREAS SOME... ,[object Object]

BLAKE & MOUTON CONCERN FOR PRODUCTION P E O P L E 1 9 9 H L 1,9 1,1 9,9 9,1 5,5

MANAGERIAL GRID R E L A T I O N TASK BEHAVIOUR L H H RELATED INTEGRATED SEPARATED DEDICATED

SEPARATED ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

RELATED ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

DEDICATED ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

INTEGRATED ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

CONTINGENCY APPROACHES ,[object Object],[object Object],[object Object],[object Object]

FIEDLER’S MODEL ,[object Object],[object Object],[object Object],[object Object],[object Object]

HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP MODEL LEADER BEHAVIOUR R E L A T I O N TASK BEHAVIOUR PROVIDING GUIDANCE L H H Participating HIGH (R) LOW (T) Selling HIGH (R) HIGH (T) Delegating LOW (R) LOW (T) Telling LOW (R) HIGH (T)

THE FOUR LEADERSHIP STYLES & THE DEVELOPMENTAL LEVEL OF THE TEAM REGULATING BEHAVIOUR N U R T U R I N G REGULATING BEHAVIOUR PROVIDING GUIDANCE L H H Consulting (S3) HIGH (N) LOW (R) Supportive (S2) HIGH (R) HIGH (N) Delegating (S4) LOW (R) LOW (N) Directive (S1) LOW (N) HIGH (R)

PATH-GOAL APPROACH ,[object Object],[object Object]

LEADER BEHAVIOUR ,[object Object],[object Object],[object Object],[object Object]

LEADERSHIP EFFECTIVENESS ,[object Object],[object Object],[object Object]

Leadership Effectiveness & Developmental Theory ,[object Object]

DEVELOPMENTAL LEVELS ,[object Object],[object Object],[object Object],[object Object]

STEPS FOR DELEGATION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

LEADERSHIP AND FOLLOWERSHIP ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

SOURCES OF FOLLOWER COURAGE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

FINALLY... ,[object Object],[object Object]

Leadership

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Leadership