Leadership

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Babasab Patil

Leadership

Negócios Educação

Finbarr’s Wisdom ,[object Object],[object Object],[object Object],[object Object],[object Object]

David Irvine ,[object Object],[object Object],[object Object]

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Leading/Managing ,[object Object],[object Object],[object Object]

Why Leadership Matters Fortune – March 1998 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Types of Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Traits Approach Functional Approach Behavioural Approach Styles Approach Contingency Approach

Traits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

F unctions (KRECH ’62) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

F unctions - Continued … ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

ACTION – CENTRED LEADERSHIP Adair ’80’s ,[object Object],[object Object],[object Object],[object Object]

A ction – C entred L eadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Behavioural Approaches ,[object Object],[object Object]

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R esistance to autocracy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

From behaviour to contingency ,[object Object],Use of Authority by Manager Boss-centered leadership Manager makes decision and announces it Manager permits subordinates to function within limits defined by superior Manager defines limits, asks group to make decision Manager presents problem, gets suggestions, makes decision Manager presents tentative decision subject to change Manager presents ideas and invites questions Manager “sells” decision Area of Freedom for Subordinates Subordinate-centered leadership

Fiedler’s LPC Theory ,[object Object],[object Object],[object Object]

LPC Theory ,[object Object],[object Object],[object Object],[object Object]

LPC Theory ,[object Object],[object Object]

Path Goal Theory to Leadership Subordinates ’ personal characteristics • Perceived ability • Locus of control Leader behaviors • Directive • Supportive • Participative • Achievement- oriented Environmental characteristics • Task structure • Work group Subordinates ’ motivation to perform

Path-Goal Theory Work Situation Follower lacks self-confidence Supportive Achievement- oriented Participative Directive Leadership Style Impact on Followers Expected Results Lack of job challenge Improper procedures and poor decisions Ambiguous job Increases self- confidence to complete task Encourages setting high but attainable goals Clarifies follower need for making suggestions and involvement Clarifies path to get rewards Increased effort. job satisfaction, and performance; fewer grievances Improved performance and greater job satisfaction Improved performance and greater satisfaction; less turnover Improved performance and job satisfaction

Path Goal Theory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

E ffective leadership depends on .. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Alternative views ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

So what is your point?? ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Leadership

8. Leadership Versus Management

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11. Traits Approach Functional Approach Behavioural Approach Styles Approach Contingency Approach

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26. Path Goal Theory to Leadership Subordinates ’ personal characteristics • Perceived ability • Locus of control Leader behaviors • Directive • Supportive • Participative • Achievement- oriented Environmental characteristics • Task structure • Work group Subordinates ’ motivation to perform

27. Path-Goal Theory Work Situation Follower lacks self-confidence Supportive Achievement- oriented Participative Directive Leadership Style Impact on Followers Expected Results Lack of job challenge Improper procedures and poor decisions Ambiguous job Increases self- confidence to complete task Encourages setting high but attainable goals Clarifies follower need for making suggestions and involvement Clarifies path to get rewards Increased effort. job satisfaction, and performance; fewer grievances Improved performance and greater job satisfaction Improved performance and greater satisfaction; less turnover Improved performance and job satisfaction

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Leadership

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