1 / 26

Providing Effective Leadership

Providing Effective Leadership. The ability to influence a group toward the achievement of goals. Leadership. Leaders inspire - Motivate - others to take on challenges and to achieve goals that they don’t believe they’re capable of or motivated to achieve. Leadership.

timon-fowler
Download Presentation

Providing Effective Leadership

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Providing Effective Leadership The ability to influence a group toward the achievement of goals.

  2. Leadership Leaders inspire - Motivate - others to take on challenges and to achieve goals that they don’t believe they’re capable of or motivated to achieve.

  3. Leadership Are all supervisors good leaders? Are all leaders good supervisors? Are Leaders always needed?

  4. Leadership Traits Qualities such as intelligence, charm, decisiveness, enthusiasm, strength, bravery, integrity, and self-confidence. Are they genetic or learned?

  5. Traditional Traits of Successful Leaders Self-confidence Intelligence Enthusiasm Honesty and Integrity Job-relevant Knowledge High Self-monitoring

  6. Charismatic Traits of Successful Leaders Idealized goal (A Vision) Ability to articulate the goal Strong convictions Unconventional behavior Assertive and self-confident High self-monitoring Perceived as a change agent

  7. What Skills are Required of Effective Leaders? Technical Conceptual Human relations (interpersonal) Networking (political)

  8. Leadership Behaviors and Styles Task-Centered Leaders An individual with a strong tendency to emphasize the technical or task aspects of a job.

  9. Leadership Behaviors and Styles People-Centered Leaders An individual who emphasizes interpersonal relations with those he or she leads.

  10. Leadership Behaviors and Styles Autocratic Leaders A task master who leaves not doubt as to who’s in charge, and who has the authority and power in the group

  11. People Centered Behaviors Participative: the leadership style of an individual who actively seeks input from followers for many of the activities in the organization.

  12. People Centered Behaviors Consultative:the leadership style of an individual who seeks input, hears the concerns and issues of the followers, but makes the final decision him or herself, using input as an information-seeking exercise.

  13. People Centered Behaviors Democratic:a leadership style that allows followers to have a say in what’s decided.

  14. People Centered Behaviors Free-reign:an individual who gives employees total autonomy to make decisions that will affect them.

  15. Effective Leadership Situational Leadership Theory Effective leaders change their leadership style or behavior to fit changing situations.

  16. Situational Leadership Fiedler’s Contingency Theory Proposes that effectiveness depends upon a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

  17. Fiedler’s Contingency Theory Situational Factors Respect for followers Structured jobs (task) Influence over employment process (position power)

  18. House’s Path-Goal Theory The leader’s job is to assist followers in overcoming obstacles in the way of attaining their goals by providing the proper leadership style.

  19. House’s Path-Goal Theory Path-goal theory has identified two sets of situational factors: Characteristics of the Employee Experience - Ability - Personality Characteristics of the Job Task Structure - Goal Clarity Group Cohesiveness

  20. Hersey/Blanchard Theory Similar to Fiedler’s theory with a couple of differences: First, more attention is placed on the concept of employee readiness or the ability and willingness of an employee to complete a task.

  21. Hersey/Blanchard Theory Second, the H/B model focuses on what one does as a leader. Given where the employee is in terms of readiness level, the leader will exhibit a certain behavior.

  22. Hersey/Blanchard Theory H/B identified four specific leadership styles based on the maturity of the follower: Telling Selling Participating Delegating

  23. Do Credibility and Trust Matter? Credibility Supervisory qualities of honest, competence, and the ability to inspire. Trust The belief in the integrity, character, and ability of a leader.

  24. How Do You Build Trust? Demonstrate that you are working for others’ interests as well as your own. Practice openness Speak you feelings / Tell the truth Let employees know what is happening Be consistent in your values Maintain confidences

  25. Do Men and Women Lead Differently? Yes Women tend to adopt a more democratic leadership style. They encourage participation, share power and information, and attempt to enhance followers’ self-worth.

  26. Do Leaders Always Make a Difference? No In most cases the answer is yes but not always

More Related