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Chapter IV – Leading Objectives: What is Leadership?

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Presentation on theme: "Chapter IV – Leading Objectives: What is Leadership?"— Presentation transcript:

1 Chapter IV – Leading Objectives: What is Leadership?
What is Leadership concerned with? Basic function of Leadership Guideline to effective leadership Step to practice Leadership Types of Power Leadership rrrtsss

2 Leadership? Leadership is the process of influencing others to work hard to accomplish important tasks. The capacity of individual for leadership is revealed by the amount of influence he/she has over the behavior or performance of other individual. If the influence is significant, he can be an effective leader; but if the influence is slight, he/she his little or no leadership ability. Leadership should be a combination of persuasion, compulsion and example- all three elements are essential.

3 Leadership is concerned with:
A- the tasks to be done defining the objective planning how to proceed allocating work and using resources controlling performance B- The work group setting standards building a team spirit coaching when needed keeping them informed on what is happening or is going to happen encouraging self-discipline within the group C- the individuals who make up the work group recognizing and developing individual abilities individual training delegation.

give service. serve the interests both the organization and its employees. use aggressive decision-making take risks make things happen inspire, delegate and trust people express their views use strategic planning negotiate and do deals with people trust their judgment accept responsibility achieve results.

5 Guidelines to Effective Leadership
Maintain respect Be responsive to the needs of others Work effectively with people Have high motivation Be knowledgeable Use every available resource Capitalize on the leadership given to you

6 Steps How to Practice Leadership
Identify the goal Make sure that goal is understood Make a plan to get the goal Get the activity started Keep the activity pointed toward the goal Provide the inspiration and enthusiasm to keep the pace moving Evaluate the results Reward those who help you reach the goal

7 Types of power Legitimate power: Influence based on the leader’s formal position in the organization’s hierarchy. EX: “Because I am the boss, you must do as I ask.” Reward power: is the power stemming from a leader’s ability to reward follower. Ex: “If you do what I ask, I will give you a reward.” Coercive power: The ability of a leader to punish their follower. Ex: “ If you do not do what I ask you, I will punish you.” Expert power: the power based on a leader’s specialized knowledge. Ex: As a source of special knowledge and information. Referent power: Power based on the follower's the desire to identify with or imitate the leader.

8 Leadership Styles Leadership style is the approach a manager uses to influence subordinates. This influence may take the form of. Autocratic style A type of leadership whereby the manager centralizes authority and does not involve others in decision making. Autocratic Strength The preference for making decision without consulting others is highly effective when quick decision are critical. Autocratic Weakness The manager could be more objective or motivate workers better if he or she were more open to input from others.

9 Leadership Styles Democratic style
In this type, the manager delegates authority and involves employees in decision making. Democratic Strength It encourages employee participation and free flow of communication. Democratic Weakness Employees may be slow to arrive at decisions, and the leader may end up having less control over workers.

10 Leadership Styles Laissez-Faire Style
A type of leadership whereby the manager takes the role of consultant, leaving the actual decision making up to the employees. Laissez-Faire Strength It provides encouragement for employee’ ideas, and allows them the opportunity to express themselves creatively. Laissez-Faire Weakness The employees may pursue goals that do not match those of the organization.

11 THE EFFECTIVE MANAGER How to make goal-setting work for you
Set specific goals- They lead to higher performance than more generally stated ones, such as “Do your best. Set challenging goals- As long as they are viewed as realistic and attainable, more difficult goals lead to higher performance than do easy goal. Clarify goal priority- Make sure that expectations are clear as to which goals should be accomplished first, and why. Reward goal accomplishment- don’t let positive accomplishments pass unnoticed; reward people for doing what they set out to do.

12 Guidelines for Positive Reinforcement and Punishment:
Clearly identify desired work behaviors. Maintain a diverse inventory of rewards. Inform everyone of what must be done to get rewards. Recognize individual differences in allocating rewards. Follow the laws of immediate reinforcement and contingent reinforcement.

13 Guidelines for Positive Reinforcement and Punishment:
For Punishment: Tell the person what is being done wrong. Tell the person what is being done right. Make the punishment match the behavior. Administer the punishment in private. Follow the laws of immediate reinforcement.

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