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Leadership- Organizational Behavior

The presentation is regarding all concepts and principles related to leadership with examples.

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Leadership- Organizational Behavior

  1. 1. TOPICS TO BE COVERED Trait Theory of Behavior Theory of Contingencies Theory of Leadership Leadership Leadership 1. Katz Framework 1. Michigan & Ohio 1. Fledlers Theory 2. Stogdills Framework 2. Blake Monton Managerial Grid 2. Harsey & Blanchards 3. McCains Framework 3. Different Behavior of Leadership 3. Path-Goal Theory 4. Vroom & Yetton Theory
  2. 2. What’s Leadership ? According To Peter Drucker: “The only definition of a leader is someone who has followers.” Bill Gates: “As we look ahead into the next century, leaders will be those who empower others.” Definition: “Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.”
  3. 3. TRAIT THEORY OF LEADERSHIP • Successor of “Great Man” Theory of Leadership • Big Assumption: “ Leaders such as Abraham Lincoln or Mark Zuckerberg were born with inborn ability to lead.” What’s Trait Theory ? • Leadership Traits are innate.(Big 5 Model Traits) • Developed through Experience and Learning • Focuses on Personal Qualities and Characteristics. • Critics: “Too simplistic & futile.”
  4. 4. DIFFERENT FRAMEWORKS OF TRAIT THEORYKatzFramework • Developing your Best Self. • Managing People & Processes. • Cultivating Professional Networks. • Learning Through Experience. • Applying Technical Competence. Stogdill’sFramework • Capacity, Achievement, Responsibility, Participation, & Status. • Emotional Stability, Capacity to Inspire, Admitting error & Cohesion. McCainsFramework(3F’s) • Freedom • Focused • Foresight 1 2 3
  5. 5. Indra Nooyi – CEO PepsiCo. • Traits that make her a Great Leader: • Sociable • Agreeable • Emotionally Stable • Open to Experiences • Conscientious • Results of Such Personality Traits: • Excellence in Job Performance • Successful Career • One of the most Powerful Women in Business
  6. 6. Behavioral Theories Theories that attempt to isolate behaviors that differentiate effective leaders form ineffective leaders
  7. 7. Ohio State Studies Research began at Ohio state university in late 1940’s To identify independent dimensions of leader behavior Resulted in two dimensions: • Initiating structure • Consideration
  8. 8. Conclusions of Ohio State Studies • Higher on one dimension does not mean low on another • Followers of leaders high in consideration were more satisfied, motivated and had respect for their leaders • Leaders high in initiating structure increased organization’s productivity and performance
  9. 9. Michigan Studies Objective To locate behavioral characteristics of leaders that appeared to be related to measure of performance effectiveness Came up with two-dimensions of leadership behavior • Employee-oriented • Production-oriented
  10. 10. Conclusions of Michigan Studies • Employees favored leaders who were employee oriented in behavior • Recommended only one dimension important for manager to be successful i.e. employee oriented leaders
  11. 11. The Managerial Grid • Developed by Blake and Mouton • Based on “ concern for people “ and “ concern for production “ • Does not specify why a manger falls into one part or another grid
  12. 12. Different Leadership Behaviors
  13. 13. 1. Autocratic Leadership • Classical Leadership Style • Managers retains as much power and decision making authority as possible • No involvement of Staff Eg:- Adolf Hitler 2. Democratic Leadership • Also known as Participative style • Sharing of Decision-making abilities and Ideas • Encourages staff to be a part of the decision making Eg:- Carlos Ghosn- Currently the Chairman and CEO of Paris-based Renault, Chairman and CEO of Japan-based Nissan, and Chairman of Russian automobile manufacturer AvtoVAZ
  14. 14. 3. Supportive Leadership • Path-goal theory • Cohesion among members • Attempts to reduce employee stress and frustration in the workplace Eg:- Steve Jobs 4. Achievement Leadership • A management strategy that puts high goals and training to get the needed improvement in performance levels. • high performance is expected • a high level of confidence in the employee's ability to achieve the goals. Eg:- Abdul Kalam
  15. 15. 5. Laissez-Faire Leadership • Known as “Hands-off” style • The manager provide little or no direction and gives staff freedom as much as possible • Highly experienced and trained employees requiring little supervision fall under the laissez-faire leadership style. Eg:- Warren Buffet
  16. 16. Contingency Theory
  17. 17. Fiedler’s Model • Fixed Style of Leadership • Result of Two Factor • Leadership Style • Evaluation Tool : Least Preferred Co-worker (LPC) • Situational Control • Leader Member Relation • Task Structure • Leader’s Position Power
  18. 18. Least Preferred Co-worker (LPC) Respondent Describe: Least Preferred Co - Worker
  19. 19. Least Preferred Co-worker (LPC) • Analysis: • Score: 57 or below, Leadership Style: Task Oriented • Score: 58 – 63, Leadership Style: Middle LPC • Score: 64 or 64 +, Leadership Style: Relationship Oriented • Application: • Identify Leadership Style • Identify Situation • Determine most effective Leadership Style
  20. 20. Breakdown of Most Effective Leadership Style
  21. 21. Path Goal Theory of Leadership
  22. 22. Hersey – Blanchard Leadership Theory • Change Leadership Styles: • Based on Maturity of People they are leading • Details of Task • Model Maps Leadership Styles to Maturity Level
  23. 23. Leadership in Organizations • Transactional Leaders Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. • Transformational Leaders Inspire followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followers.
  24. 24. Vroom–Yetton Contingency Model Situational leadership theory of industrial and organizational psychology. This model suggests the selection a leadership style for group decision making
  25. 25. Online Leadership • Lack of face-to-face contact. • The structure and tone of message • Writing skills become an extension of interpersonal skills. • Building trust and understanding is greatest challenge.
  26. 26. LEADERS
  27. 27. Finding & Creating Effective Leaders • Selection Process -Extraversion, conscientiousness and openness to experience • Training - Developing situational-analysis - Executive Leadership programs
  28. 28. THANK YOU