leadership in organization
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Leadership in organization: Leadership, leadership styles and theoriesTRANSCRIPT
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LEADERSHIP IN ORGANIZATION
Ronaele ReyesJose Reyes III
USEP
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LEADERSHIP
-Process
-Property
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As a PROCESS,Leadership is the use
of non-coercive influence to shape the
group’s or organization’s goals, to motivate behavior
toward the achievement of those
goals, and to help define group or
organizational culture.
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As a PROPERTY,Leadership is
the set of characteristics attributed to
individuals who are perceived to
be leaders
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GOODLEADERS
HIP
PURPOSIVE
Strive for goals
EFFECTIVE
Perform now and build for future
SATISFYING
Make yourself and others feel
good
ETHICALDo the right things in the
right way
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LEADERSHIP
Changing Views of
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As a leader, you need to interact with your followers, peers, seniors,
and others; whose support you need in order to accomplish your goals. To gain their support, you must be able to understand and
motivate them. To understand and motivate people, you must know
human nature. Human nature is the common qualities of all human
beings. People behave according to certain principles of human nature.
Theory of Human Behavior
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SELF-TRANSCENDENCEA higher level or state of development that emphasizes visionary
quick thinking, altruism, and unity
consciousnessSimply, going
BEYOND your EGO
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Scientific Management(Frederick W.
Taylor)The Scientific Management paradigm
says that managers should concentrate on improving the
techniques and methods of the workers. Workers need to adapt
themselves to the ideas of management, and managers. Taylor said, scientific manager should not be concerned with workers' human
affairs or emotions. The main focus of a scientific manager is to
meet the needs of the organization, not the needs of
the individual.
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HAWTHORNE EFFECT
People work better together when
they are allowed to socially interact with one another
and are given supportive attention.
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McGregor's Theory X and Theory Y
Theory X and Theory Y — two opposing perceptions
about how people view human behavior at work and organizational life. McGregor felt that organizations and
their managers followed one or the other approach.
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THEORY X1. People have an inherent dislike for work and will avoid it whenever possible.2. People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives.3. People prefer to be directed, do not want responsibility, and have little or no ambition.
4. People seek security above all else.
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In an organization with Theory X assumptions,
management's role is to coerce and
control employees.
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THEORY Y1. Work is as natural as play and rest.2. People will exercise self-direction if they are committed to the objectives (they are NOT lazy).3. Commitment to objectives is a function of the rewards associated with their achievement.
5. People learn to accept and seek responsibility.
4. Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem.
6. People have potential.
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In an organization with Theory Y assumptions,
management's role is to develop the
potential in employees and help them to release that
potential towards common goals.
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LEADERSHIP
Approaches to the study of
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Trait Approach
Leaders are born with traits that cause them to be effective and that those who do not possess these traits are incapable of becoming a leader.
Leaders are BORN, not MADE.
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Behavioral Approach
People can learn to become leaders through teaching and observing. We can train people to become leaders. Leader
s can be MADE.
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Situational Approach
Leaders choose the best course of action based upon the situational variables Different
situations demand Different kinds of leadership
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Supporting Coaching
Delegating Directing
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LEADERSHIPTheories of
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CONTINGENCY THEORY(FIELDER)
Effective leadership is
dependent on both the
characteristics of the leader and the situation.
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Leader Style: The enduring characteristics approach to
leadership is a manager that is: *Relationship-Oriented: concerned with developing good relations with workers
*Task-oriented: concerned that workers perform so the job gets done.
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CONTINGENCY THEORY(FIELDER)
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PATH-GOAL THEORY
The Path-Goal Theory of Leadership was developed to
describe the way that leaders encourage and
support their followers in achieving the goals they
have been set by making the path that they should take
clear and easy.
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In particular, leaders:
1. Clarify the path so subordinates know which way to go.
2. Remove roadblocks that are stopping them going there.
3. Increasing the rewards along the route.
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Leadership is all about making decisions, conceiving vision, setting goals, and making all
efforts with followers in achieving it. Effective
Leadership requires taking situation based decisions.
Normative Decision THEORY
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LEADERSHIPSTYLES
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HEADSHIPVs.
LEADERSHIP
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Personal and Situation Variables
HEADSHIP(Nominal Leadership)Leaders are imposed
on the group by external sources.
LEADERSHIP(Effective Leadership)The members of the group select those whom they wish to
lead them
Power exercised by Appointed by Elected or chosen leader
Source of authority Delegated from above Accorded from below
Basis of authority Legal or official Personal Competence
Authority vested by Values institutionalized in
formal contact
Recognition of contribution to group
goals
Differences Between Headship and
Leadership
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Differences Between Headship and
LeadershipPersonal and
Situation VariablesHEADSHIP
(Nominal Leadership)Leaders are imposed
on the group by external sources.
LEADERSHIP(Effective Leadership)The members of the group select those whom they wish to
lead them
Relationship of superior to subordinate
Domination Personal Influence
Responsible to Superiors Superior and Subordinates
Social gap with followers
Wide Narrow
Behavior pattern Authoritarian Democratic
Cont.
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AuthoritarianVs.
Democratic
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Authoritarian
Democratic
Directive Leadership Participative Leadership
Task-oriented Relations-oriented
Initiating structure(The degree to which a
leader is oriented towards goal)
Consideration Structure(The degree to which
leaders shows concern and respect for
followers)
THEORY X THEORY Y
JOB-CENTERED EMPLOYEE CENTERED
Differences Between Authoritarian and
Democratic
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Differences Between Authoritarian and
DemocraticAuthoritari
anDemocratic
Concern for production Concern for people
Directive Supportive
Achievement-oriented Participative
Transactional Leadership
Transformational leadership
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LEADERSHIPThe Role of Power
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The influence of a leader over
his followers is often referred to as POWER
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POWER Description
Reward power Leaders will reward them
Coercive power Leaders will punish them
Legitimate power Leaders have the right to instruct them.
Referent power Leaders have desirable qualities
Expert power Leaders are experts and knowledgeable
Kinds of Power in
Leadership
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Functions of
LEADERSHIP
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*Initiating structure(The degree to which a leader is
oriented towards goal)
2 Dimensions of leadership function
*Consideration Structure(The degree to which leaders shows concern and respect
for followers)
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4 Elements of consideration for
Effective managers
1. Creating a feeling of approval
2. Developing personal relations
3. Providing fair treatment
4. Equitable rule enforcement
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How do managers balance the two often conflicting
sets of demands?1. Managers must determine realistic objectives
2. Managers must provide the necessary resources
3. Managers must take their expectations known
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How do managers balance the two often conflicting
sets of demands?4. Managers must provide an adequate reward structure.
5. Managers must delegate authority and invite participation.6. Managers must remove barriers to effective perfromance
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How do managers balance the two often conflicting
sets of demands?7. Managers must periodically appraise their subordinates’ performance.
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Characteristics of
LEADERS
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LEADERS as…
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Supervisor…1. Person-centered
2. Supportive
3. Loyal to both company and employess4. Democratic
5. Flexible
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Executives…1.Conceptual skills
2. Human Skill
3.Technical skills
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3 Personality Dimensions1.Thinking
2. Feeling
3. Interrelationship and outward behavior
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WOMEN IN
MANAGEMENT
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WOMEN= MEN
WOMEN≠ MEN
LEADERSHIP
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THANK YOU