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Leadership according to organizational behavior

leadership

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Leadership according to organizational behavior

  1. 1. By : “ANUOSHAH MUGHAL” AND “SYED ATHAR ABBAS”
  2. 2. Leadership? “Leadership is the ability to influence a group toward the achievement of a vision or set of goals”
  3. 3. "Triat theories" Traittheories assumes that people inherit certain qualities and traits that make them better suited to leadership, Traits like extraversion, self-confident and courage are all traits that could potentially be linked to great leader’s. For Example : Nooyi (CEO of Pepsi Co). She is fun loving, Sociable, Agreeable, Emotionally stable and open to experience.
  4. 4. “Behavioral theories” Theories proposing that specific behavior differentiate leader’s from non-leader. The 2 dimensions that substantially accounted for most of the leadership behavior describe by the employee are Initiating structure and Consideration.
  5. 5. "ContingenCY THEORIES" Contingency theories of leadership focus on particular variable related to the environment that might determine which particular style of leadership is best suited/effected for the situation.
  6. 6.  Leaders develop relationships with each member of work group.  High quality relationship: Member is a part of “in-group” , more responsibility ,less turnover and higher job satisfaction.  Low quality relationship: Member is a part of “out-group” , less responsibility and lower job satisfaction.
  7. 7. Charismatic leadership  The charismatic leader gather followers through mark of personality and charm, rather than any form of external power or authority. Some prominent qualities of a charismatic leader are  Vision  Speech  High principles.  The transformational leadership refers to the process ,whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the followers. Followings are the component of it  Idealize influence  Inspirational motivation  Intellectual stimulation  Individualized consideration. Transformational leadership
  8. 8. AUTHENTIC LEADERSHIP Authentic leader bring people together around to share purposes and empower them to step up and lead authority in order to create value.
  9. 9. SERVANT LEADERSHIP  A form of leadership replace self interest with service to others to create a better world.  Its about influence rather then control.  Its about focusing strength rather then weaknesses.  Its about listening rather then giving orders.  Its about long range benefit rather then short term profit.
  10. 10. SPRITUAL LEADERSHIP  Leaders who move people from where they are to where God wants them to be.  they can influence all people not just God people.  they work from Gods agenda.
  11. 11. ETHICAL LEADERSHIP An Ethical leader is characterized by caring, honesty, principles, fair and balanced choices by individuals who act ethically, set clear ethical standards, communicate about ethics with followers and reward as well as punish others based on ethical or unethical conduct.
  12. 12. SELECTING LEADER’s  Knowledge, skill, ability and Attitude.  High emotional intelligence.  Review specific requirements for the job.  Conduct tests that identify personal traits associated with leadership, measure self- monitoring and asses emotional intelligence.  Conduct personal interview to determine whether the candidate fit with the job.  Teach skills that are necessary for employees to become effective leaders.  Recognize that all people are not equally trainable.  Provide behavioral training to increase the development potential of employee. TRAINING LEADER’s
  13. 13. Shared leadership is a dynamic, interactive influence process among individuals in group for which the objective is to led one another to the achievement of group and organizational goals.
  14. 14. In Strategic leadership a leader have to a thorough and complete understanding of the organization .It includes the leadership of both the CEO and the top management team. In today’s complex environment the strategic leadership needs to come from the middle of the organization and should vary by the nature of the context facing the leader
  15. 15. Cross-cultural leadership is more than just being tolerant of different appearances and traditions. Managers will need to develop new competencies to successfully integrate and lead employees from different cultures. following are steps towards cross-cultural leadership. I. Learn how cultural affects beliefs, perceptions and ultimately behavior. II. Develop awareness of your own cultural conditioning. III. Communicate expectations clearly and repeatedly. IV. Implement tools and processes V. Be patient.
  16. 16. Change leadership helps deal with the idea of an organization that masters the challenges of both radical and incremental change while still creating a satisfying, healthy, and effective workplace.

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