ob leadership
DESCRIPTION
ORGANISATIONAL BEHAVIOUR - LEADERSHIPTRANSCRIPT
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LEADERSHIP
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SR NO. NAME ROLL NO.1. ABHISHEK ANAOKAR 622. HITAKSHI GATTY 723. DISHA KAPADI 824. JYOTI PANDEY 925. JAIDHEER REDDY 1026. KOMAL SURADKAR 112
1. ABHISHEK ANAOKAR 622. HITAKSHI GATTY 723. DISHA KAPADI 824. JYOTI PANDEY 925. JAIDHEER REDDY 1026. KOMAL SURADKAR 112
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What Is Leadership?Leadership
The ability to influence a group toward the achievement of goals.Management
Use of authority inherent in designated formal rank to obtain compliance from organizational members.
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What is leadership?an effective leader is a person who does the following:
• Creates an inspiring vision of the future.• Motivates and inspires people to engage with
that vision.• Manages delivery of the vision.• Coaches and builds a team, so that it is more
effective at achieving the vision.• Leadership brings together the skills needed to
do these things.
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Leadership vs managementLEADERSHIPMANAGEMENT
JOB LEADERSHIP MANAGEMENT1. JOB INNOVATE ADMINISTRATE2. FOCUS ON PEOPLE ON SYSTEMS &
STRUCTURES3. POWER INSPIRE TRUST RELY ON CONTROL
AND DESIGNATION4. VIEW LONG TERM VIEW SHORT TERM VIEW5. QUESTION ASK WHAT AND WHY ASK WHEN AND HOW6. STATUS QUO CHALLENGE IT ACCEPT IT7. MENTALITY DO THE RIGHT THING DO THE THINGS
RIGHTFOCUS ON PEOPLE ON SYSTEMS & STRUCTURES
8. POWER INSPIRE TRUST RELY ON CONTROL AND DESIGNATION9. VIEW LONG TERM VIEW SHORT TERM VIEW10. QUESTION ASK WHAT AND WHY ASK WHEN AND HOW
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EXAMPLE OF LEADERSHIP
CAPTAIN OF SANTA FE• INTENT• SHIFT OF AUTHORITY• TRUST• PRO ACTIVE• EFFICIENCY INCREASE• ZERO LAG• FOLLOW WITHOUT QUESTION WILLINGLY
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LEADERSHIP FUNCTIONS...
• Defining the task,• Planning,• Briefing,• Controlling,• Evaluating,• Motivating,• Organising,• Providing an example.
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LEADERSHIP THEORIES
• TRAIT THEORY
• BEHAVIOURAL THEORIES
• CONTINGENCY THEORIES
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1, Trait Theories
Leadership Traits:• Ambition and energy• The desire to lead• Honest and integrity• Self-confidence• Intelligence• High self-monitoring• Job-relevant knowledge
Traits Theories of Leadership
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.
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2. Behavioral Theories
• Trait theory:Leaders are born, not made.
• Behavioral theory:Leadership traits can be taught.
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from nonleaders.
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3. Contingency Theories
Focuses on variable related to environment.
No leadership style is best in all situation.
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a. Ohio State StudiesInitiating Structure
The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.
Consideration
The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.
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b. University of Michigan StudiesEmployee-Oriented Leader
Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.Production-Oriented Leader
One who emphasizes technical or task aspects of the job.
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c. The Managerial Grid
(Blake and Mouton)
E X H I B I T 11–1
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a. Fiedler’s Model: Defining the SituationLeader-Member Relations
The degree of confidence, trust, and respect subordinates have in their leader.
Position Power
Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
Task Structure
The degree to which the job assignments are procedurized.
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Findings from Fiedler Model
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b. Hersey and Blanchard’s Situational Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’ readiness.
Leader: decreasing need for support and supervision
Follower readiness: ability and willingness
Unable andUnwilling
Unable butWilling
Able andWilling
Directive High Task and Relationship Orientations
Supportive Participative
Able andUnwilling
Monitoring
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Leadership Styles and Follower Readiness(Hersey and Blanchard)
WillingUnwilling
Able
Unable DirectiveHigh Task
and Relationship Orientations
Supportive Participative Monitoring
Follower Readiness
LeadershipStyles
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c.Leader–Member Exchange TheoryLeader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.
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Leader-Member Exchange Theory
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d. The Path-Goal Theory
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Leadership styles• Autocratic Management Style• Democratic Management Style• Laissez Faire Management style
Transactional LeadershipTransformational Leadership
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Autocratic Management Style• an autocratic manager dictates orders to their
staff and makes decisions without any consultation.
• The leader likes to control the situation they are in.
• Decision are quick .• This type of management style can decrease
motivation and increase staff turnover
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Democratic or participative style
• A democratic manager delegates authority to the staff, giving them responsibility to complete the task.
• Staff will complete the tasks using their own work methods on time.
• Employees are involved in decision making giving them a sense motivating individuals.
• Increases job satisfaction by involving employees or team members .
• Slow decision making process.
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Laissez Faire Management style
• A laissez faire manager sets the tasks and gives staff complete freedom to complete the task as they see fit. “leave it be”.
• It works for teams in which the individuals are very experienced and skilled self-starters.
• There is minimal involvement from the manager. • The manager coaches or supply information if
required. • Benefits - staff are developed to take responsibility .• Staff feel lost and not reach the goals set within the
time frame
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Autocratic Laissez - Faire
Leaders controlEmployee Control
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Transactional and Transformational Leadership
Transactional Leaders
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Transformational Leaders
Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma.
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Characteristics of Transactional Leaders
Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.
Management by Exception: Watches and searches for deviations from rules and standards, takes corrective action.
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Characteristics of Transformational Leaders
Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.
Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.
Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.