Leadership

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Leadership

• .

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Leadership is the influencing process of leaders
and followers to achieve organizational
objectives through change.
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Key Elements of Leadership
Influence
Leadership
Organizational Objectives
Leaders-Followers
People
Change
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Managerial Roles
Interpersonal
1. Figurehead 2.Leader 3. Liaison
Informational
4. Monitor 5. Disseminator 6. Spokesperson
Decisional
7. Entrepreneur 8. Disturbance handler 9.
Resource-allocator 10. Negotiator
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3 Levels of Leadership Analysis
Group
Organizational
Individual
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The 4 Leadership Theory Classifications Include
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Leadership Trait Theory

• attempts to explain distinctive characteristics
  accounting for leadership effectiveness to
  identify a set of traits that all successful
  leaders possess.

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Behavioral Leadership Theories

• attempt to explain distinctive styles used by
  effective leaders or the nature of their work.

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Contingency Leadership Theories

• attempt to explain the appropriate leadership
  style
• based on the leader,
• followers,
• and situation

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Integrative Leadership Theories

• attempt to combine the train, behavioral, and
  contingency theories to explain successful
  influencing leader follower relationships.

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Great Man (Person) Approach

• Sought to identify
• the traits effective
• leaders possessed.

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Big Five Model of Personality
Surgency
Adjustment
Agreeableness
Open to experience
Conscientiousness
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6 Major Reasons for Executive Derailment
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Locus of Control
Integrity
High energy
Flexibility
9 Traits of Effective Leaders
Dominance
Sensitivity to others
Self-confident
Intelligence
Stability
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Achievement MotivationTheory

• attempts to explain and predict behavior and
  performance based on ones need for achievement,
  power, and affiliation.

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Theory X.................Theory Y(Autocratic)
(Participative)
Support
Control
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Pygmalion Effect

• Managers attitudes, expectations, and treatment
  of employees explain and predict behavior and
  performance behavior and performance of employees

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If you think you canyou can,if you think you
cant,you cant.
Motivation
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Leadership Styles Based on Attitudes
Theory Y Attitudes
Theory X Attitudes
Positive Self-Concept
Gives and accepts positive feedback Expects
others to succeed Lets others do the job their
way
Bossy Pushy Impatient Critical Autocratic
Negative Self-Concept
Pessimistic Promotes hopelessness
Afraid to make decisions Unassertive Self-bla
ming
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Golden Rule

• Do unto others as you want them to do unto you.
• or
• Dont do anything to anyone that you would not
  want them to do to you.

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Stakeholders Approach to Ethics

• creates a win-win situation for relevant parties
  affected by the decision.

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Leadership Styles

• Autocratic...........................Democratic

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One-Dimensional Two Leadership Styles Model

• Job Centered........Employee Centered

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Two-Dimensional Leadership Styles
C O N S I D E R A T I O N
High Low Structure High Structure and and H
igh Consideration High Consideration
Low Structure High Structure and and Low
Consideration Low Consideration Low Initi
ating Structure Low High
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Although there is no one best leadership style in
all situations, employees are more satisfied
with a leader who is high in consideration
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Leadership Grid
High
1,9 Country Club
9,9
Team Leader
CONCERN - P E O P L E
5,5
Middle of the Road
Impoverished
Authority-Compliance
9,1
1,1
Low
1 CONCERN for PRODUCTION 9 Low
High
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3 Content Motivation Theories
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The Motivation Process

Need Motive Behavior
Consequence Satisfaction or
Dissatisfaction
Feedback
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Major Motivation Theories
Specific Motivation Theory a. Hierarchy of
needs theory b. Two-factor theory c. Acquired
needs theory a. Equity theory b.
Goal-setting theory c. Expectancy theory Type
of Reinforcement a. Positive b. Avoidance c.
Extinction d. Punishment
Classification of Motivation Theories 1. Content
Motivation theories 2. Process Motivation
Theories 3. Reinforcement Theory
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Hierarchy of Needs Theory
Self- Actualization
Esteem
Social
Safety
Physiological
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Acquired Needs Theory(employees are motivated by
their need for)
Power
Affiliation
Achievement
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Equity Theory
(proposed that employees are motivated when their
perceived inputs equal outputs.)
Others input (contributions) Others outcomes
(rewards)
Our inputs (contributions)

Our outcomes (rewards)

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Expectancy Theory

• Proposes that employees are motivated when they
  believe they can accomplish the task and the
  rewards for doing so are worth the effort.

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