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 LeadershipGuideline to effective leadershipStep to practice LeadershipTypes of PowerLeadershiprrrtsss
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 donedefining the objectiveplanning how to proceedallocating work and using resourcescontrolling performanceB- The work groupsetting standardsbuilding a team spiritcoaching when neededkeeping them informed on what is happening or is going to happenencouraging self-discipline within the groupC- the individuals who make up the work grouprecognizing and developing individual abilitiesindividual trainingdelegation.
4 BASIC FUNCTIONS OF LEADERSHIP give service.serve the interests both the organization and its employees.use aggressive decision-makingtake risksmake things happeninspire, delegate and trust peopleexpress their viewsuse strategic planningnegotiate and do deals with peopletrust their judgmentaccept responsibilityachieve results.
5 Guidelines to Effective Leadership Maintain respectBe responsive to the needs of othersWork effectively with peopleHave high motivationBe knowledgeableUse every available resourceCapitalize on the leadership given to you
6 Steps How to Practice Leadership Identify the goalMake sure that goal is understoodMake a plan to get the goalGet the activity startedKeep the activity pointed toward the goalProvide the inspiration and enthusiasm to keep the pace movingEvaluate the resultsReward those who help you reach the goal
7 Types of powerLegitimate 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 StylesLeadership style is the approach a manager uses to influence subordinates. This influence may take the form of.Autocratic styleA type of leadership whereby the manager centralizes authority and does not involve others in decision making.Autocratic StrengthThe preference for making decision without consulting others is highly effective when quick decision are critical.Autocratic WeaknessThe 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 StrengthIt encourages employee participation and free flow of communication.Democratic WeaknessEmployees 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 StrengthIt provides encouragement for employee’ ideas, and allows them the opportunity to express themselves creatively.Laissez-Faire WeaknessThe 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.