leadership
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LEADERSHIP
GROUP MEMBERS MATRIX NO.
SITI NURAINI BINTI AHMAD 13072518
NOOR SHAFINAS BINTI ROS RAZI 13072476
NOR SAYYIDAH BINTI SHAHRIM 13072550
NURUL HASHIMAH BINTI HASNAN 13072726
NUR SYARFARISA BINTI JAMIL 13072644
NUR SYAIDATUL SAFIYYAH BINTI YUSUF 13072498
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Leadership is the ability to influence a group toward the achievement of a
vision or set of goals.
Organizations need strong leadership and strong management for optimal
effectiveness.
Leaders needed to challenge the status, create visions, and inspire
organizational members achieve the visions.
Managers formulate detailed plans, create efficient organizational structures, and
oversee day-to-day operations.
LEADERSHIP
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MANAGEMENT VS LEADER
MANAGEMENT LEADER
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A GOOD LEADER:
Motive their
follower
Exploits opportunitie
s Anticipate change
Correct poor performanc
e
Lead the organization towards its objectives
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TRAITS THEORIE
S
Theories that consider personality, social, physical
or intellectual traits to differentiate leaders from
non leaders.
Traits do predicting the emergence of leaders and the appearance of
leadership that in actually distinguishing between effective and
ineffective leaders.
Leaders are born not made
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Assume that traits play a key role of :-
Differentiating between leadership and non leader.
Predicting leader or organizational outcomes.
Provides a basic for selecting the right people for leadership.
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Independent dimensions of leader
behavior..
Where the leader are likely define and
structure his or her role and those of
subordinates in the search for goal
attainment
INITIATING STRUCTURE Where the leader are
likely have a job relations characterized
by mutual trust, respect for
subordinate ideas, and regard for their
feelings.
CONSIDERATION
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THE MICHIGAN GROUP
A LEADER WHO Emphasizes interpersonal
relations Takes personal interest in the
need of employess Accept individual differences
among members.
Emphasize the technical or the task aspect of the job
Focused on accomplishing the group task
PRODUCTION ORIENTED LEADER
EMPLOYEE ORIENTED LEADER
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CONTINGENCY APPROACHES
A model of leadership that describes the
relationship between leadership styles and specific organizational
situations
Proposed that the most appropriate leadership style is depend on the
situations
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THE FIEDLER MODEL
Effective group performance depends on the proper match between leader’s style and situation leader’s control
Least Preferred Co-worker (LPC) Questionnaire
Measure a person is task or relationship orientedExample:-• efficient-inefficient,• pleasant-unpleasant,• open-guarded• supportive-hostile
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Defining the situation:
LEADER-MEMBER RELATIONThe degree of confidence, trust and
respect members have in their leader
TASK STRUCTUREThe degree to which the job
assignments are procedurized
POSITION POWERThe degree of influence a leader has over power
variables such as hiring, firing, discipline, promotions and salary increases
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OTHER CONTINGENCY THEORIES
LEADER-PARTICIPATION
MODEL
SITUATIONAL THEORY
PATH-GOAL THEORY
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SITUATIONAL THEORY
Link the leader’s behavioral style with the
task readiness of subordinates
Example style:• Directive style• Participating style• Delegating style
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PATH-GOAL THEORYLeader’s have to provide
follower’s with information support and resources
Effective leader will clear the roadblocks to easier
employee way
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Leader’s should be directive or supportive depends on situation:-
Directive leadership yield greater satisfaction
when they task are ambiguous
or stressful than when they
are highly structured and
well laid out
Supportive leadership
results in high performance
and satisfaction
when employees are
performing structured
tasks
Directive leadership is
likely to be perceived as redundant
among employees with high ability or
considerable experience
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LEADER PARTICIPATION MODEL
By Vroom and Yetton
Provides a set of rules to determine the amount of participative decision making in different
situations
Stressed that leader behavior must be adjusted to reflect the task structure
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The quality of the working relationship
between leaders and
followers
The importance of
the relationship
between supervisors and each of
their subordinates
The leader implicitly
categorizes the follower as an “in”
or an “out” and that relationship is
relatively stable over time
LEADER – MEMBER
EXCHANGE (LMX) THEORY
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LEADER – MEMBER EXCHANGE (LMX) THEORY
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CHARISMATIC
LEADERSHIP
- Leader who has the ability to motivate
subordinates to transcend their
expected performance
Charismatic leaders are self-confident
have a firm conviction in their belief and ideals
and possess a strong need to
influence people.
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CHARISMATICLEADERSHIP THEORY
Followers attribute
heroic or
extraordinary
leadership abilities
when observe
certain behaviour's
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Vision And Articulation- Has a vision-expressed as an idealized goal- That proposes a future better than the status quo.- Is able to clarify the importance of the vision in terms that are
understandable to others.
PERSONAL RISK- Willing to take on high personal risk, incur high cost and engage in self
sacrifice to achieve the vision
SENSITIVITY TO FOLLOWER NEEDS- Perceptive of others abilities and responsive to their needs and feelings.
UNCONVENTIONAL BEHAVIOR- Engages in behaviours that are perceived as novel and counter to norms.
KEY CHARACTERISTICS OF A CHARISMATIC LEADER
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leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
TRANSACTIONAL LEADERS
TRANFORMATIONAL LEADERS
Leaders who inspire followers to transcend their own self-interest and who are capable of having a profound and extraordinary effect of followers
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Idealized influence
Inspirational motivation
Intellectual Stimulation
Individualized consideration
Contingent Reward
Management by exception (active)
Management by exception (passive)
Laissez-Faire
CHARACTERISTICS OF TRANSACTIONAL AND TRANSFORMATIONAL LEADERS
TRANSACTIONAL LEADERS
TRANSFORMATIONAL LEADERS
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THAT’S ALL,
THANK YOU
ANY
QUESTION ??????