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Submitted to- prof.Dheeraj tiwari Submitted by – priyanka snehi.

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Presentation on theme: "Submitted to- prof.Dheeraj tiwari Submitted by – priyanka snehi."— Presentation transcript:

1 Submitted to- prof.Dheeraj tiwari Submitted by – priyanka snehi

2 Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.

3  And shouts down to the assembled group….. “Wrong Way!”  “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker)

4  The power of to accomplish certain tasks and objectives in the organization makes you the boss.  influencing people to do great things. Leadership



7 There are three basic ways to explain how people become leaders…..  Some personality traits may lead people naturally into leadership roles.  A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person.  People can choose to become leaders. People can learn leadership skills.

8 factors in leadership (U.S. Army, 1983):

9  Know yourself and seek self-improvement - understand your be, know, and do, attributes. continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.  Be technically proficient - your job your employees' tasks.  Seek responsibility and take responsibility for your actions -  Make sound and timely decisions - tools.  Set the example - We must become the change we want to see - Mahatma Gandhi

10 Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers.  Keep your workers informed – communicate.  Develop a sense of responsibility in your workers-  Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.  Train as a team-  Use the full capabilities of your organization - team spirit,

11  Autocratic:  Leader makes decisions without reference to anyone else  High degree of dependency on the leader  Can create de-motivation and alienation of staff  May be valuable in some types of business where decisions need to be made quickly and decisively

12  Democratic:  Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation  Consultative: process of consultation before decisions are taken  Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

13 . Democratic:  May help motivation and involvement  Workers feel ownership of the firm and its ideas  Improves the sharing of ideas and experiences within the business  Can delay decision making

14  Laissez-Faire:  ‘Let it be’ – the leadership responsibilities are shared by all  Can be very useful in businesses where creative ideas are important  Can be highly motivational, as people have control over their working life  Can make coordination and decision making time-consuming and lacking in overall direction  Relies on good team work  Relies on good interpersonal relations


16  Trait theories:  Behavioural:  Contingency Theories:  Transformational:  Invitational Leadership:  Transactional Theories:

17  Trait theories:  Is there a set of characteristics that determine a good leader?  Personality?  Dominance and personal presence?  Charisma?  Self confidence?  Achievement?  Ability to formulate a clear vision?

18  Trait theories:  Are such characteristics inherently gender biased?  Do such characteristics produce good leaders?  Is leadership more than just bringing about change?  Does this imply that leaders are born not bred?

19  Behavioural:  Imply that leaders can be trained – focus on the way of doing things  Structure based behavioural theories – focus on the leader instituting structures – task orientated  Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated

20  Contingency Theories:  Leadership as being more flexible – different leadership styles used at different times depending on the circumstance.  Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts

21  May depend on:  Type of staff  History of the business  Culture of the business  Quality of the relationships  Nature of the changes needed  Accepted norms within the institution

22  Transformational:  Widespread changes to a business or organisation  Requires:  Long term strategic planning  Clear objectives  Clear vision  Leading by example – walk the walk  Efficiency of systems and processes

23  Invitational Leadership:  Improving the atmosphere and message sent out by the organisation  Focus on reducing negative messages sent out through the everyday actions of the business both externally and, crucially, internally  Review internal processes to reduce these  Build relationships and sense of belonging and identity with the organisation – that gets communicated to customers, etc.

24  Transactional Theories:  Focus on the management of the organisation  Focus on procedures and efficiency  Focus on working to rules and contracts  Managing current issues and problems


26  Leadership style may be dependent on various factors:  Risk - decision making and change initiatives based on degree of risk involved  Type of business – creative business or supply driven?  How important change is – change for change’s sake?  Organisational culture – may be long embedded and difficult to change  Nature of the task – needing cooperation? Direction? Structure?

27  The basis of good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being.


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