leadership ppt 2003

8/2/2019 Leadership Ppt 2003

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KOONTZ &ODONNELL

Ability of manager to induce subordinates to workwith confidence and zeal

PETERDRUCKER

Lifting of mans vision to higher sights

Raising of mans personality

HEMPHILL.J.K

Initiation of acts resulting in insistent pattern ofgroup interaction


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Personal quality

Exists only with followers

Willingness of people to follow

A process of influence

Realization of common goals

Readiness to accept responsibilities

Stimulating followers

Leadership Styles change

Neither bossism nor management


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AUTOCRATIC

PATERNALISTIC

DEMOCRATIC

LAISSEZ-FAIRE


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Setting Goals

Organizing

Initiating action

Co-ordination

Direction andMotivation

Link betweenmanagement

and workers


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Improves motivation and morale

A motive power to group efforts

An aid to authority

Needed at all levels of management

Rectifies imperfections of formal organizationalrelationships

Basis for co-operation


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Certain traits essential to become a successful leader

Leaders are born and cannot be made

Intelligence Physiologicalfactors EmotionalStabilityMotivationalDrive

Human

RelationsAttitude

Vision and

foresight Empathy

Fairness &

Objectivity

Technical skillsOpen Mind and

adaptability

Art of

communication

Social Skills


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Not applicable to all circumstances List of traits not uniform Influence of other factors neglected Lack of comparative importance All successful leaders do not posses these traits No evidence about degree of traits

Not measurable


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Focus on actual behaviour and actions ofleaders

Interpersonal relationship between leaderand subordinate

CRITICISMS

Does not consider situational variables Neglects time factor


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Aim To identify dimensions of leadership

LEADERBEHAVIOUR

INITIATING

STRUCTURE defining andorganizing

relationship betweenleader & subordinates

CONSIDERATION-trust, respect,

openness


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Leadership styles:Production centered: emphasis on tasks

Employee centered: emphasis on humanrelationsBoss centered: high degree of controlEmployee centered: high degree of

freedom


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Leadership behaviour a cause/effect

Ignore personal characteristics

Leadership styles in extreme


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Leadership is affected by situations

Good leader moulds himself according tosituation

No best leadership style can be used for allsituations


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Task oriented leaders Relationship oriented leaders

3 situational variables

Quality ofrelationships

Leadermemberrelations Extent to

which work iswell-defined

Taskstructure

Formalauthority

Positionpower


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Favourable situation for leaders- strongsituational variables

Task-oriented high performance: extremesituations Relationship oriented: high performance

intermediate situationsCRITICISMFocus only one single dimension.


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Leaders role affects subordinates motivation

2 Roles to be performed by leaders To create a goal orientationTo set the right path to attain the goals


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Theory findings questionable

Neglecting the interaction of situationalvariables


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Relates leadership behaviour andparticipation in decision- making

3 factors involved in decision-making

Decision Quality

Decision Acceptance

Decision timing


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SITUATIONALVARIABLES

PERSONALCHARACTERISTICS

LEADERSHIPSTYLE

ORGANIZATIONALEFFECTIVENESS


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5 Decision-making styles

Leader making adecision by himself

Obtaininginformation from

subordinates

Shares problem withsubordinatesindividually

Shares problem withsubordinates as agroup

Group decision -making


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Widely accepted among researchers

Leaders have the ability to fit their styleaccording to situation

People can become better leaders

Results of empirical research - supportive


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leadership ppt 2003

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