This document discusses different leadership styles including autocratic, bureaucratic, democratic, coercive, transactional, transformational, and laissez-faire. It provides descriptions of each style, when each style may be most effective to use, and examples of leaders who embody each style. Additionally, it briefly references other leadership theories including Theory X and Y as well as Hersey-Blanchard's Situational Leadership theory. The overall document aims to define and compare different leadership approaches.
The document discusses several leadership styles: autocratic, bureaucratic, democratic, coercive, transactional, transformational, and laissez-faire. It provides descriptions of each style's key characteristics such as how they motivate followers, make decisions, and interact with employees. It also discusses when each style may be most effective to use depending on the situation and follower abilities. Other leadership theories like Theory X/Y and Hersey-Blanchard's situational leadership are also briefly referenced.
Leadership and Leadership StylesDefining a Leader….docxsmile790243
Leadership and Leadership Styles
Defining a Leader…Think of a leader that you worked for or observed…
What does this person do and what qualities does this person have that make you admire him or her as a leader?
*
This is basically a brainstorming question to allow the group to think about what makes good leaders. This allows the group to start thinking about leadership styles.
Leadership - what is it?
“influencing people so that they will strive willingly towards the achievement of group goals” 1
1 Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of Managerial Functions”. McGraw-Hill, New York, 1976.
TransactionalMotivate followers by appealing to their own self-interest
Motivate by the exchange process. EX: business owners exchange status and wages for the work effort of the employee.
Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.
Encourage leader to adapt their style and behavior to meet expectations of followers
*
Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior.
1. Contingent Reward – To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.
2. Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards.
3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards.
4. Laissez-Faire Leadership – The leader is indifferent and has a “hands-off” approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.
Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, “if the only tool in your workbox is a hammer…you will perceive every problem as a nail”. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the “bottom line” and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the worker’s need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment perm ...
Leadership refers to the ability of an individual to influence others towards achieving a common goal. Effective leadership involves both managing tasks and developing relationships. There are various leadership styles such as authoritarian, democratic, and laissez-faire that differ in how decisions are made and involvement of group members. A leader's effectiveness also depends on contingencies like the situation and maturity of followers.
Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.
Leadership stems from social influence, not authority or power.
No mention of personality traits, attributes, or even a title; there are many styles, many paths, to effective leadership
It includes a goal, not influence with no intended outcome
This presentation is about leadership.These slides are an easiest way to learn and present the Leadership process , qualities and types. I wish this may help you all to increase your skills
This presentation is the easiest way to learn and explain leadership,with the help of these slides you may also covers all necessary aspects of leadership like leadership qualities, types etc.I wish it is useful for all.
Leadership Characteristics and Styles.pptRahulPowle2
This document discusses leadership styles and characteristics of effective leaders. It describes several common leadership styles including autocratic, democratic, bureaucratic, and laissez-faire. Autocratic leaders make decisions without input while democratic leaders encourage participation. Bureaucratic leaders strictly follow rules and procedures. Laissez-faire leaders provide little direction. Effective leaders communicate well, are approachable, take risks, and learn from mistakes. The best leadership style depends on the situation and individuals being led.
The document discusses leadership styles and situational leadership. It describes three main leadership styles: authoritarian, participative, and delegative. An effective leader adapts their style to the situation based on forces within themselves, the followers, and the context. There is no single best style - the appropriate style depends on the qualities of the leader and followers, as well as characteristics of the specific situation. Situational leadership requires flexibility and communication to align styles of leading and following.
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This document discusses various aspects of leadership, including:
1. It defines leadership as the ability to inspire others to perform well and achieve goals through effective decision making and communication.
2. It outlines several leadership skills like setting goals, monitoring progress, rewarding good behavior, and reprimanding negative actions.
3. It describes different leadership styles such as engagement, autocratic, participative, bureaucratic, charismatic, servant, and those focused on tasks versus relationships.
4. It lists qualities of great leaders such as honesty, the ability to delegate, and treating people with respect.
Leadership and social responsibility hardcopyAizell Bernal
This document discusses leadership and social responsibility. It defines leadership and outlines characteristics of quality leaders. It also describes various leadership styles like telling, selling, participating, and delegating. The contingency approach and path-goal approach to leadership are explained. The document also defines social responsibility and discusses arguments for and against businesses' social involvement. It outlines theories of ethical business management and how businesses can institutionalize ethics.
The document discusses various leadership styles and components of effective leadership. It describes three main leadership styles - authoritarian, participative, and delegative - and explains that good leaders use all three styles depending on the situation and forces involved. It also discusses factors like follower characteristics, communication, motivation, and trusting relationships as keys to effective leadership.
This document discusses different leadership styles including autocratic, democratic, laissez-faire, bureaucratic, and transactional/transformational. It defines a leader as someone who guides others toward a common goal by example. Characteristics of a good leader are listed as respectful, flexible, good communicator, well-educated, organized, consistent, and takes initiative. For an organization with a narrow span of control, an autocratic leader may be most appropriate as decisions can be made quickly and efficiently, though staff may resent this style. The best leadership style depends on factors like commitment, competence, cooperation and the leader themselves.
The document discusses various leadership styles and qualities. It describes autocratic, bureaucratic, democratic, and laissez-faire leadership styles. It also lists 12 key leadership qualities like humility, integrity, decisiveness, emotional resonance, and conviction. The document emphasizes that effective leadership requires adapting one's style to fit the situation and people being led, as no single style is best in all cases.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
Misha Sulpovar- Awesome Things You Can Learn From Leadership ADP
Misha Sulpovar- several types of leadership styles that exist in work circumstances and advantages and disadvantages exist in each leadership style. Its only the traditions and goals of an organization that determines which type of leadership suits to the firm.
In this presentation you can find information on information on Parts of Organization, Leadership Behavior Approach, Leadership Grid Model, Impoverished Leadership Management, Country ClubLeadershipManagement, AuthoritarianLeadershipManagement, Team Leading or LeadershipManagement, Middle of the Road LeadershipManagement, Types of Leadership, The Manager Vs The leader,
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
This document discusses human resource development (HRD). It defines HRD as activities designed by an organization to provide members with skills to meet current and future job demands. HRD emerged as employee needs extended beyond training to include coaching, group work, and problem solving. HRD is one function within human resource management (HRM) which encompasses functions like planning, staffing, compensation, and employee relations. Key HRD functions include training and development, organizational development, and career development. The document outlines frameworks for strategic HRD and the HRD process.
This document provides guidance on planning effective training programs. It discusses assessing needs, designing objectives and outcomes, developing content and activities, implementing engagement strategies, and evaluating impact. Key points include:
- Training objectives should be specific, measurable, achievable, realistic and time-bound (SMART) to clearly define expected outcomes.
- Needs assessment identifies gaps in knowledge and skills to address. Pre- and post-training evaluations measure effectiveness.
- Lesson plans map the design, including introduction, activities, and assessment of learning objectives.
- Engaging learners through interaction, examples, and questioning helps apply material in a job context. Feedback further improves training quality.
The document provides guidelines for conducting negotiations. It discusses preparation, such as assessing the negotiation situation and styles, identifying interests, and determining targets and alternatives. When negotiating, establish confidence, recognize tactics, and be willing to take risks. Various tactics are described for opening, making concessions, building agreement, and closing a deal. Getting commitment through rituals and accountability is important after reaching an agreement.
Management theories have evolved over time from classical, human relations, and quantitative approaches to modern approaches. The classical approach focused on developing universal principles, scientific management, and bureaucratic organizations. The human relations approach established that human/social factors are important based on the Hawthorne Studies. Modern approaches recognize that no single theory applies to all situations and emphasize contingency thinking based on analyzing each unique situation.
The document discusses different organizational structures and their effects on employee behavior. It describes a functional structure as having a top-down hierarchy with standardized jobs and rules that promote efficiency but inhibit creativity. A team structure decentralizes authority and promotes initiative, creativity, and job satisfaction. A divisional structure segments the company into independent business units, while a matrix structure combines functional and divisional approaches. Conflicts can arise from insular behavior between departments with different interests.
The document discusses various aspects of workplace conflict such as definitions, causes, types, and models for managing conflict. It describes different types of conflict including intra-individual, interpersonal, inter-group, and organizational. Several conflict management styles are presented including avoiding, accommodating, compromising, and collaborating. Transactional analysis concepts like ego states, life positions, and stroking are introduced for understanding interpersonal dynamics. Assertiveness is discussed as an important skill for effective conflict resolution.
Human Resource Management involves functions like recruitment, selection, training and development that deal with an organization's human resources or people dimension. The scope of HRM spans from the entry to exit of employees.
Some key functions and objectives of HRM include supplying competent and willing employees to the organization, being socially responsible and compliant with legal regulations, ensuring organizational effectiveness through strategic planning and employee development, and supporting employees' careers and training. Many companies now outsource various HR activities like recruitment and training.
The context of HRM includes external factors like political, legal and economic conditions, as well as internal factors within the organization like its culture, unions and professional bodies. Analyzing these contexts helps HR adopt a proactive approach
This document discusses organizational change and development. It begins by defining organizational change as a modification to an organization's structure, processes, or products that significantly impacts work and staff. Changes can include alterations to structure, operations, roles, or working conditions/environment. Forces driving change include both external factors like technology and internal factors like managerial changes. The document then examines the process of change management and types of changes. It also discusses sources of individual and organizational resistance to change and tactics for managing resistance like communication, participation, and negotiation. Finally, it provides an overview of organizational development as a planned educational strategy for change using sensitivity training and collaboration between internal/external change agents.
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.
CAPACITY BUILDING:HOW TO GROW YOUR INFLUENCE, INCOME & IMPACTTochi22
Don't wish for less problems but for more capacity.
In this slideshare, you will discover the importance of capacity and different critical areas you must build to achieve your dream life.
To get the recording of this seminar, join our community on Clubhouse @ High Impact Makers
Unlocking The Human Element in IT And Service ManagementDario Diament
The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives.
The Importance of the Human Element in IT
The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture.
Key Themes and Insights
People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders.
Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning.
Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams.
Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement.
Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions.
Practical Applications and Case Studies
Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments.
Conclusion
"Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change.
People mentioned:
- Matt Beran
- Deborah Monroe
- NJ Robinson
- Megan Engels
- Gregg Gregory
- Rocky McGuire
Learn more at invgate.com
2. Defining a Leader…
Think of a leader that you
worked for or observed…
What does this person do
and what qualities does this
person have that make you
admire him or her as a
leader?
4. Autocratic (Authoritarian)
Manager retains power (classical
approach)
Manager is decision-making authority
Manager does not consult employees for
input
Subordinates expected to obey orders
without explanations
Motivation provided through structured
rewards and punishments
5. When to use Autocratic
New, untrained employees
Employees are motivated
Employees do not respond to any
other leadership style
High-volume production needs
Limited time for decision making
Manager’s power is challenged by an
employee
7. Bureaucratic
Manager manages “by the book¨
Everything must be done according
to procedure or policy
If it isn’t covered by the book, the
manager refers to the next level
above him or her
Police officer more than leader
8. When to use
Bureaucratic
Performing routine tasks
Need for standards/procedures
Use of dangerous or delicate
equipment
Safety or security training being
conducted
Tasks that require handling cash
10. Democratic
Often referred to as participative style
Keeps employees informed
Shares decision making and problem
solving responsibilities
“Coach” who has the final say, but…
Gathers information from staff
members before making decisions
11. Democratic Continued
Help employees evaluate their own
performance
Allows employees to establish goals
Encourages employees to grow on the
job and be promoted
Recognizes and encourages
achievement
Can produce high quality and high
quantity work for long periods of time
12. When to use
Democratic
To keep employees informed
To encourage employees to share in
decision-making and problem-solving
To provide opportunities for employees to
develop a high sense of personal growth
and job satisfaction
Complex problems that require a lots of
input
To encourage team building and
participation.
14. The ear of the
leader must
ring with the
voices of the
people. Woodrow Wilson
15. Coercive
Power from a person’s authority to punish
Most obvious types of power a leader has.
Good leaders use coercive power only as
a last resort:
In today’s sophisticated and complex
workplace, excessive use of coercive power
unleashes unpredictable and destabilizing
forces which can ultimately undermine the
leader using it.
16. When to use Coercive
To meet very short term goals
When left with no other choice
In times of crisis
18. Transactional
Motivate followers by appealing to their
own self-interest
Motivate by the exchange process.
EX: business owners exchange status and wages
for the work effort of the employee.
Focuses on the accomplishment of tasks &
good worker relationships in exchange for
desirable rewards.
Encourage leader to adapt their style and
behavior to meet expectations of followers
19. When to use
Transactional
Leader wants to be in control
When there are approaching
deadlines that must be met
Relationship is short term
20. A Result of the Leadership
We Knew...
“We made workers into
robots; we made them into
machines…
21. ...Now, we want them to
become a different kind of
person: to come up with
new ideas.”
Jack Smith, CEO, General
Motors
22. Transformational
Charismatic and visionary
Inspire followers to transcend their self-
interest for the organization
Appeal to followers' ideals and values
Inspire followers to think about problems
in new or different ways
Common strategies used to influence
followers include vision and framing
Research indicates that transformational leadership is more
strongly correlated with lower turnover rates, higher productivity,
and higher employee satisfaction.
23. Transformational cont.
Instils feelings of confidence,
admiration and commitment
Stimulates followers intellectually,
arousing them to develop new ways
to think about problems.
Uses contingent rewards to positively
reinforce desirable performances
Flexible and innovative.
24. When leaders want members to be
an active part of the organization and
have ownership to it
When leaders are building a sense of
purpose
When the organization has a long
term plan
When people need to be motivated
When to use
Transformational
26. Laissez-Faire
Also known as the “hands-off¨ style
Little or no direction
Gives followers as much freedom as
possible
All authority or power is given to the
followers
Followers must determine goals, make
decisions, and resolve problems on
their own.
27. When to use
Laissez-Faire
Employees are highly skilled,
experienced, and educated
Employees have pride in their work and
the drive to do it successfully on their
own
Outside experts, such as staff
specialists or consultants are being
used
Employees are trustworthy and
experienced
28. Other Referenced Theories
Theory X and Theory Y
Theory X and Theory Y each represent
different ways in which leaders view
employees.
Theory X is the traditional view of
direction and control by managers.
Theory Y is the view that individual and
organizational goals can be integrated.
31. Other Referenced Theories
Hersey-Blanchard
Situational Leadership
Based on the amount of direction
(task-behavior) and amount of socio-
emotional support (relationship-
behavior) a leader must provide given
the situation and the "level of
maturity" of the followers.
33. Selecting a Style
Some people are motivated by
reward
Some people are motivated by
punishment
Social systems work best with a
chain of command
When people have agreed to do a
job, a part of the deal is that they
cede authority to their leader