LEADERSHIP

Kind of activity when somebody

influences the other persons to obey his
order
A process of social influence in which one
person can enlist the aid and support of
others in the accomplishment of a
common task.
The act of directing the activities of those
organized to achieved a given goal.
LEADERSHIP
Factors:
 Influence/ Support
 Voluntary effort
 Goal achievement
Classifications:
 Manner of operations
 Functions
 Source of authority
 Philosophy of organization
EDUCATIONAL
LEADERSHIP
Defines as occurring when
someone takes the initiative to
facilitate the following
conditions for implementing
change in teaching and
learning.
EDUCATIONAL
LEADERSHIP
Must be making opportunities
to allow participants to
develop personal
understandings and to form
social groups to allow for
mutual support during the
change process.
EDUCATIONAL
LEADERSHIP
 Directing the actions of
individuals occupied in the
preparation of minds in the
direction of attainment of certain
desired objectives laid down by
those individuals, prepared
themselves for the same.
QUALITIES OF A SUCCESSFUL
EDUCATIONAL LEADER
Sensitive to the feeling of others and should be thoughtful,
helpful, easily approachable, responsible and friendly.
Dedicated to his principles and views and respectful for the
values, rights and dignity of others.
Reliable, generous, liberal, sincere, modest and impartial in
dealing with others.
QUALITIES OF A SUCCESSFUL
EDUCATIONAL LEADER
Should have self- confidence and the capability to identify
easily with colleagues.
Should be concerned and take interest in convalescing with the
group, at the same time also having the ability to get the work
done efficiently, rapidly and cost- effectively.
QUALITIES OF A SUCCESSFUL
EDUCATIONAL LEADER
Must understand the need to avoid greed, envy, jealousy, and is
ready to take blames for his mistakes.
Should be firmed but not arrogant or stubborn in making
judgments and decisions.
THEORIES IN LEADERSHIP
Great Man Theory
 Based on two assumptions:
 Leaders are bot and not made
 When there is great need great leaders
arise
 Frequently represents great leaders as
heroic, mythic, and intended to rise
leadership when required.
THEORIES IN LEADERSHIP
Great Man Theory
 This theory believes that leaders in
power deserve to be there because of
their special endowment
 Contributed to the notion that leadership
has something to do with breeding.
THEORIES IN LEADERSHIP
Trait Theory
 Based on the assumption that some
people inherit some qualities and traits
that make them better suited to
leadership.
 Good leaders have the correct and
balanced combination of traits.
THEORIES IN LEADERSHIP
Situational Leadership Theory
 Assumes that the superlative action of
the leader varies with situational factors
 Good leaders can change styles of
leadership according to changes in
situations
 Effective leadership requires flexibility
THEORIES IN LEADERSHIP
Situational Leadership Theory
 Kinds:
 Directing leaders
 Coaching leaders
 Supporting leaders
 Delegating leaders
THEORIES IN LEADERSHIP
Behavioral Theory
 Assumes that leaders can be made rather
than are born.
 Rooted in behaviorism and focuses on
the actions of leaders not on qualities or
traits.
 One can learn to be a leader through
teaching and observation.
THEORIES IN LEADERSHIP
Managerial Grid Theory
 Leaders must have concern for their
people as well as for the work to be
done.
 Question: How much attention do they
pay to one or the other?
 Leadership grid (range from 1-9):
 People (y- axis)/ production (x- axis)
THEORIES IN LEADERSHIP
Managerial Grid Theory
 Impoverished management
 Country club
 Authority- compliance or Task
Management
 Middle-of-the-Road
 Team/Earn Management
THEORIES IN LEADERSHIP
Participative Theory
 Based on assumption that taking part in
decision- making improves the
understanding of the issues involved by
those who must carry out decisions.
 Believes that when people are involved
in the relevant decision-making then they
become more committed to actions and
less competitive.
THEORIES IN LEADERSHIP
Contingency Theory
 Leaders’ ability to lead is dependent
upon various situational factors, which
include the preferred style of leaders, the
abilities and performance of subordinates
and also various other situational factors
THEORIES IN LEADERSHIP
Contingency Theory
 Leadership styles may be effective in one
situation or may not be successful in
others.
 Focuses on a particular variable related
to the environment that might determine
which particular style of leadership is
best suited for the situation.
THEORIES IN LEADERSHIP
Management Theory
 Transactional theory
 Emphasized on the role of supervision,
organization, and group performance
 Takes leadership as a system of reward
and punishment
 Assumes that employees have to obey the
orders of the superior and could be
motivated by reward and punishment.
THEORIES IN LEADERSHIP
Relationship or Transformational
Theory
 Assumes that people generally follow a
person who inspires them
 Emphasizes upon the associations
formed between leaders and followers.
 Such leaders are visionary, inspiring,
risk-takers and thoughtful thinkers.
THEORIES IN LEADERSHIP
Relationship or Transformational
Theory
 Four qualities:
 Inspirational motivation
 Intellectual stimulation
 Idealized influence
 Individualized consideration
THEORIES IN LEADERSHIP
 Path Goal Theory
 Based on the premise that an employee’s
perception of expectancies between his
effort and performance is greatly affected
by a leader’s behavior
 Leaders encourage and support their
followers in achieving the goals and
attaining rewards by clarifying the path to
goals and removing obstacle to
performance
THEORIES IN LEADERSHIP
Path Goal Theory
 Assumes that followers are totally
rational, and the appropriate methods can
be deterministically selected depending
on the situation.
 Promote servant leadership
 Facilitators and mentors
THEORIES IN LEADERSHIP
Path Goal Theory
 Leadership styles:
 Supportive leadership
 Directive leadership
 Participative leadership
 Achievement leadership
THEORIES IN LEADERSHIP
Path Goal Theory
 Will work efficiently in some particular
situation only
 Dependent on the following variables:
 Employee characteristics
 Work environment characteristics
STYLES OF LEADERSHIP
Authoritarian or Autocratic
Leadership
 Leaders take decisions without taking
suggestion from anyone else
 Followers have very high degree of
dependency on the leaders
 Creates demotivation and alienation of
staff
STYLES OF LEADERSHIP
Authoritarian or Autocratic
Leadership
 Leaders rely on threats and punishments to
influence employees
 Do not trust their employees
 Do not allow employees to give any input
STYLES OF LEADERSHIP
Participative or Democratic Leadership
 Consultative before taking decisions
 Persuasive as leaders take decisions and
seeks to convince others that the decision
is correct and to be followed
 It may help in creation, innovation,
motivation and involvement.
STYLES OF LEADERSHIP
Participative or Democratic Leadership
 Workers has the feeling of belongingness
for the organization and its vision
 It helps in developing plans for employees
to evaluate their performance.
 Encourages employees to develop on the
job and be promoted thus increasing job
satisfaction.
STYLES OF LEADERSHIP
Laissez-Faire or Delegative Leadership
 “Let it be”- leadership are shared by all
 This style can be more effective in
situations where creative ideas are more
important
 Can be extremely motivational
 Relies on good team work and good
interpersonal relations.
STYLES OF LEADERSHIP
 Bureaucratic Leadership
 Works “by the book”
 Everything must be done according to
compliance and policies are being followed
 More suitable when safe work conditions and
serious safety risk are involved
 Discourages creativity and does not provide
group members a feeling of self- satisfaction.
STYLES OF LEADERSHIP
Transformational Leadership
 Encourages teammates with collective
vision of the future.
 Such leaders are greatly and easily
noticeable and spend a lot of time in
communicating with others
 Generates and sustains an environment that
enhances human efforts, organizational
abilities support core values.
STYLES OF LEADERSHIP
Charismatic Leadership
 Leaders have the tendency to believe more
in himself than in his teammates.
 Success is attached up with the existence
of the leader
 Carries immense responsibility and needs
long-term commitment from the leaders
STYLES OF LEADERSHIP
People-Oriented/ Relationship-
oriented Leadership
 Totally focused on to manage, facilitate
and develop the individuals of the team
 Focus on interaction within the group,
believe that group members are
trustworthy and show confidence and
appreciation for their performance.
STYLES OF LEADERSHIP
People-Oriented/ Relationship-
oriented Leadership
 Emphasize on developing the team and
interrelationships in it
STYLES OF LEADERSHIP
Corrective Leadership
 It gives power to staff to assist in
collaborations and synergism and focuses
working through other people instead of
accepting the dominance of
authoritarianism
STYLES OF LEADERSHIP
Pedagogical Leadership
 It involves a paradigm shift from leader-
centered to an interactive, dynamic
connective system using democratic style
for the process of learning and
communication.
FACTORS INFLUENCING
LEADERSHIP
Leaders’ personal background
Employees being supervised
Work involved
Environment of the organization
Traditions, values and philosophy and
concerns of institution
FACTORS INFLUENCING
LEADERSHIP
Time
Relationship of leaders to teammates
Information regarding the work
Capabilities of employees and leaders
Internal conflicts
PRINCIPLES OF
LEADERSHIP
Know yourself and seek self-
improvement
Be technically proficient
Seek responsibility and take
responsibility for action
PRINCIPLES OF
LEADERSHIP
Make sound and timely decisions
Set examples
Know your people and look out for their
well-being
Keep your workers informed
PRINCIPLES OF
LEADERSHIP
Develop a sense of responsibility in your
workers
Ensure that tasks are understood,
supervised, and accomplished
Train a team
Use the full capabilities of organization