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Educ. 4215 leadership.doc

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ailyn becios Becios

The document discusses leadership and defines it as inspiring people to commit to organizational goals. It identifies characteristics of good leaders such as balancing people and work, setting a positive example, strong communication skills, influence, persuasiveness, and coaching ability. The document also discusses different leadership styles like autocratic, democratic, participative, and situational leadership. It argues that while some leaders are born, others can develop skills through training and effort to become good leaders who motivate followers and build trust within an organization.

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Leadership by: Ailyn M. Becios
Leadership • define as the ability to inspire people to make a total and willing commitment to accomplishing organizational goals. • Leadership is sometimes referred to as an art times as a science. In reality, it is both.Well-lead organizations, whether they are large companies, departments within a company, or small work teams, have several easily identifiable characteristics include high levels of productivity; a positive, can-do attitude; a commitment to accomplishing organizational goals; effective, efficient use of resources; high levels of quality; and a mutually supportive, teamwork approach to getting work done.
Characteristics of good leaders • Show a balanced commitment to people and work.  　 Good leaders are committed to both the job to be done and the people who do the job, and they are able to strike an appropriate balance between the two. • Set a positive example.  　 Good leaders set a positive example to inspire workers to follow them, supervisors must willing to do what they expect of workers, and do it better. To be a good leader, the supervisor must set an example of all the characteristics that are important on the job. Example: Supervisors who adopt a “Do as I say, not as I do” attitude will not be effective leaders. A good leader must be a good follower.
• Use good communication skills.  　 Good leaders are strong communicators. They are willing, patient, skilled listeners, and they are also able to communicate their ideas clearly, succinctly, and in a nonthreatening manner. They use they communication skills to establish and nurture rapport with workers. • Have influence.  　 Good leaders have influence with the employees they supervise. Influence is the art of getting people to do what you want them to do. Derives from the authority that goes with their jobs and the credibility that comes from having the advance knowledge and skills necessary to be a supervisor.
• Are persuasive.  　 Good leaders are persuasive. Those who are able to use their communications and interpersonal skills to persuade workers to accept their point of view and able to help workers develop ownership in that point of view will be much more effective. • Exhibit coaching skills.  　 Good leader have coaching skills. This means they are able to convert a group of individuals into a team, build the team so its performance is optimized, and motivate individual team members to continually improve the team’s overall performance.
Are Leaders Born or Made? 　 Leaders are much like athletes. Some are born with geat deal of potential. Whereas others develop their ability through strong determination and hard work. Inborn ability, or the lack of it, represents only the starting point. Success from that point forward depends on the individual’s willingness and determination to develop and improve. Supervisors who want to be a good leaders have more natural leadership ability than others. All supervisors can become good leaders through education, training, practice, determination, and effort.
Leadership and Motivation Motivation  is the act of influencing people in a positive direction. One characteristic good leaders share is the ability to inspire and motivate others to make a commitment. The key to motivating people lies in the ability to relate their personal needs to the organization’s goals.
Maslow’s Heirarchy of Human Needs Basis survival: Air, food, water, clothing, and shelter Safety/Security: Money, laws, law enforcement Social: Family, friends, colleagues, organizations Esteem: Respect of others, dignity, worth Self-Actualization: Fulfillment
Theories X Theories Y Theories XY Theories of Leadership
Theories of Leadership Theories X Human must be directed, coerced, controlled and manipulated. Theories Y Under the right conditions, humans will not just accept responsibility; they will seek it. Theories XY Theory Y works most of the time, but not always. Supervisors must be flexible enough to apply appropriate strategies based on existing circumstances.
Leadership Styles • Autocratic Leadership • Democratic Leadership • Participative Leadership • Goal-Oriented Leadership • Situational Leadership
Autocratic Leadership Is also called directive or dictatorial leadership. Leaders who take this approach make decisions without consulting the employees who will have to implement these decision. In the long run it can lead to morale problems, half- hearted “malicious” compliance, and labor/management disputes. Subscribe to the assumptions encompassed in Theory X.
Democratic Leadership Also called consultive or consensus leadership, involve the employees who will have to implement the decision in making them. The leader makes the final decision, but only after receiving the input and recommendations of all team members. The selection of the most popular decision as opposed to the most appropriate decision, and the most popular decision is not necessary the best one. It can be also lead to ineffective compromises. Based in Theory Y assumptions.
Participative Leadership  　 Also called open or nondirective leadership, Leaders provide information about the problem and ask team members to recommend solutions. Assumption of this style is that workers will more readily accept responsibility for the solutions, goals, and strategies they help and develop. But this approach breaks down fast if team members are not mature, responsible, and committed to the best interests of the organization. Based on the Theory XY philosophy.
　 Goal-Oriented Leadership 　 Also called results-oriented leadership. Only strategies that make a definite and measurable contribution to accomplishing organizational goals are discussed. The influenced of personalities and other factors unrelated to the specific goals of the organization are minimized.Grows out of Theory X assumptions.
　 Situational Leadership  　 Also called contingency leadership. Leaders select a style appropriate to the circumstances and the individual involved. Leaders consider the following factors: 1.　 Relationship of the supervisor and the team members 2.　 How precisely actions taken must comply with the specific guidelines 3.　 Amount of authority the leader actually has team members Depending on what is learned when these factors are consider, the supervisor decides whether to take the autocratic, democratic, participative, or goal oriented approach. Situational leadership is based
Theories X Autocratic Leadership Goal-Oriented Leadership Theories Y Democratic Leadership Theories XY  Situational Leadership Participative Leadership Leadership Styles Based on Theories
Winning and Maintaining Followership Leadership Characteristics that Win and Maintain Followership  　 A sense of purpose  　 Self-discipline  　 Honesty  　 Credibility  　 Common sense  　 Stamina  　 Commitment  　 Steadfastness  　 Fairness  　 Impartiality
Mistakes that can cause a supervisor to fail 　 Trying to be a buddy to those you supervise. 　 Having an intimate relationship with an employee you supervise. Failing to recognize that the relationship changes immediately when you supervise former peers
•Trust Building and Leadership Taking the blame, but sharing the credit. Supervisors who point the finger of blame at their employees,even when the employees are at fault, will not built trust. Leaders must be welling to accept responsibility for the performance of people they hope to lead. Correspondingly, when credit due, leaders must prepared to spread it around appropriately. Such unselfishness on the part of the supervisors will build trust among employees
Pithing in and helping. A willingness to get their hands dirty when circumstances warranty will help supervisors built trust among employees. Being consistent. It lets them know what to expect. Even when employees disagree with supervisors, they appreciate consistent behavior. Being equitable. Fair and equitable treatment of all employees will build trust.
Schematic Diagram 　　 　　 　　 　　 　　 　　 Leader Good Characteristics Motivation Maintain followership Building Trust and Leadership Pros and cons on Leadership style Promote Teamwork
That's all about Leadership Thank you so much for watching...

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Educ. 4215 leadership.doc

  • 2. Leadership • define as the ability to inspire people to make a total and willing commitment to accomplishing organizational goals. • Leadership is sometimes referred to as an art times as a science. In reality, it is both.Well-lead organizations, whether they are large companies, departments within a company, or small work teams, have several easily identifiable characteristics include high levels of productivity; a positive, can-do attitude; a commitment to accomplishing organizational goals; effective, efficient use of resources; high levels of quality; and a mutually supportive, teamwork approach to getting work done.
  • 3. Characteristics of good leaders • Show a balanced commitment to people and work.  　 Good leaders are committed to both the job to be done and the people who do the job, and they are able to strike an appropriate balance between the two. • Set a positive example.  　 Good leaders set a positive example to inspire workers to follow them, supervisors must willing to do what they expect of workers, and do it better. To be a good leader, the supervisor must set an example of all the characteristics that are important on the job. Example: Supervisors who adopt a “Do as I say, not as I do” attitude will not be effective leaders. A good leader must be a good follower.
  • 4. • Use good communication skills.  　 Good leaders are strong communicators. They are willing, patient, skilled listeners, and they are also able to communicate their ideas clearly, succinctly, and in a nonthreatening manner. They use they communication skills to establish and nurture rapport with workers. • Have influence.  　 Good leaders have influence with the employees they supervise. Influence is the art of getting people to do what you want them to do. Derives from the authority that goes with their jobs and the credibility that comes from having the advance knowledge and skills necessary to be a supervisor.
  • 5. • Are persuasive.  　 Good leaders are persuasive. Those who are able to use their communications and interpersonal skills to persuade workers to accept their point of view and able to help workers develop ownership in that point of view will be much more effective. • Exhibit coaching skills.  　 Good leader have coaching skills. This means they are able to convert a group of individuals into a team, build the team so its performance is optimized, and motivate individual team members to continually improve the team’s overall performance.
  • 6. Are Leaders Born or Made? 　 Leaders are much like athletes. Some are born with geat deal of potential. Whereas others develop their ability through strong determination and hard work. Inborn ability, or the lack of it, represents only the starting point. Success from that point forward depends on the individual’s willingness and determination to develop and improve. Supervisors who want to be a good leaders have more natural leadership ability than others. All supervisors can become good leaders through education, training, practice, determination, and effort.
  • 7. Leadership and Motivation Motivation  is the act of influencing people in a positive direction. One characteristic good leaders share is the ability to inspire and motivate others to make a commitment. The key to motivating people lies in the ability to relate their personal needs to the organization’s goals.
  • 8. Maslow’s Heirarchy of Human Needs Basis survival: Air, food, water, clothing, and shelter Safety/Security: Money, laws, law enforcement Social: Family, friends, colleagues, organizations Esteem: Respect of others, dignity, worth Self-Actualization: Fulfillment
  • 9. Theories X Theories Y Theories XY Theories of Leadership
  • 10. Theories of Leadership Theories X Human must be directed, coerced, controlled and manipulated. Theories Y Under the right conditions, humans will not just accept responsibility; they will seek it. Theories XY Theory Y works most of the time, but not always. Supervisors must be flexible enough to apply appropriate strategies based on existing circumstances.
  • 11. Leadership Styles • Autocratic Leadership • Democratic Leadership • Participative Leadership • Goal-Oriented Leadership • Situational Leadership
  • 12. Autocratic Leadership Is also called directive or dictatorial leadership. Leaders who take this approach make decisions without consulting the employees who will have to implement these decision. In the long run it can lead to morale problems, half- hearted “malicious” compliance, and labor/management disputes. Subscribe to the assumptions encompassed in Theory X.
  • 13. Democratic Leadership Also called consultive or consensus leadership, involve the employees who will have to implement the decision in making them. The leader makes the final decision, but only after receiving the input and recommendations of all team members. The selection of the most popular decision as opposed to the most appropriate decision, and the most popular decision is not necessary the best one. It can be also lead to ineffective compromises. Based in Theory Y assumptions.
  • 14. Participative Leadership  　 Also called open or nondirective leadership, Leaders provide information about the problem and ask team members to recommend solutions. Assumption of this style is that workers will more readily accept responsibility for the solutions, goals, and strategies they help and develop. But this approach breaks down fast if team members are not mature, responsible, and committed to the best interests of the organization. Based on the Theory XY philosophy.
  • 15. 　 Goal-Oriented Leadership 　 Also called results-oriented leadership. Only strategies that make a definite and measurable contribution to accomplishing organizational goals are discussed. The influenced of personalities and other factors unrelated to the specific goals of the organization are minimized.Grows out of Theory X assumptions.
  • 16. 　 Situational Leadership  　 Also called contingency leadership. Leaders select a style appropriate to the circumstances and the individual involved. Leaders consider the following factors: 1.　 Relationship of the supervisor and the team members 2.　 How precisely actions taken must comply with the specific guidelines 3.　 Amount of authority the leader actually has team members Depending on what is learned when these factors are consider, the supervisor decides whether to take the autocratic, democratic, participative, or goal oriented approach. Situational leadership is based
  • 17. Theories X Autocratic Leadership Goal-Oriented Leadership Theories Y Democratic Leadership Theories XY  Situational Leadership Participative Leadership Leadership Styles Based on Theories
  • 18. Winning and Maintaining Followership Leadership Characteristics that Win and Maintain Followership  　 A sense of purpose  　 Self-discipline  　 Honesty  　 Credibility  　 Common sense  　 Stamina  　 Commitment  　 Steadfastness  　 Fairness  　 Impartiality
  • 19. Mistakes that can cause a supervisor to fail 　 Trying to be a buddy to those you supervise. 　 Having an intimate relationship with an employee you supervise. Failing to recognize that the relationship changes immediately when you supervise former peers
  • 20. •Trust Building and Leadership Taking the blame, but sharing the credit. Supervisors who point the finger of blame at their employees,even when the employees are at fault, will not built trust. Leaders must be welling to accept responsibility for the performance of people they hope to lead. Correspondingly, when credit due, leaders must prepared to spread it around appropriately. Such unselfishness on the part of the supervisors will build trust among employees
  • 21. Pithing in and helping. A willingness to get their hands dirty when circumstances warranty will help supervisors built trust among employees. Being consistent. It lets them know what to expect. Even when employees disagree with supervisors, they appreciate consistent behavior. Being equitable. Fair and equitable treatment of all employees will build trust.
  • 23. That's all about Leadership Thank you so much for watching...