Scribd
Upload
5 views18 pages

6 Leadership

Uploaded by

Earl Gerald Tarlac
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
5 views18 pages

6 Leadership

Uploaded by

Earl Gerald Tarlac
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 18

LEADERSHI

P
Dianne A. Torio-Timbol, RPm,
CHRA
LEADERSHIP
influencing, motivating and enabling
others to contribute toward
effectiveness and success in
organization.

Shared leadership- the view that


leadership is broadly distributed rather
than assigned to one person.
PERSONAL
CHARACTERISTICS
ASSOCIATED WITH Leader
LEADERSHIP Performance
involves the idea that leaders
who perform well possess certain
Leader Emergence characteristics that poorly performing
Traits
part of trait theory that leaders do not.
postulates that certain types of
people will become leaders and high self-monitors tend to be better
certain types will not. We inherit leaders than do low self-monitors (Day &
certain traits and abilities that
might influence our decision to Schleicher, 2006; Day et al., 2002)
seek leadership.
High in openness,
conscientiousness, and
extraversion, and low in
neuroticism are more likely to
emerge as leaders (Judge, Bono,
PERSONAL
CHARACTERISTIC
S ASSOCIATED
WITH
LEADERSHIP
Gender
Cognitive Ability Though men and women appear to be
equally effective leaders, a meta-analysis
cognitive ability is most important when
the leader is not distracted by stressful of leadership styles indicated that women
situations and when the leader uses a were more likely than men to engage in
more directive leadership style. behaviors associated with high-quality
leadership (Eagly, Johannesen-Schmidt, &
van Engen, 2003).
Needs
need for power, need for
achievement, and need
for affiliation
THEORETICAL APPROACHES
TO LEADERSHIP
Behavioral
Approach
Trait Approach leadership is best understood in
terms of action taken by an individual
leadership is best understood in the conduct of leading a group.
in terms of traits and
dispositions held by an Power and
individual that are
accountable for the observed Influence
leadership.
Approach
leadership is best understood by
the use of power & influence
exercised by a person with a group.
TYPES OF
POWER

Reward Power
capacity to offer incentives for desirable
behavior.

Coercive Power
to punish an employee for undesirable
behavior.
TYPES OF
POWER

Legitimate Referent Power


Power abstract type of power, someone that
employees refer to as having the
referred to as authority. personal qualities of a leader.
Expert Power
expertise in given
areas
OTHER
LEADERSHIP
THEORIES

Leader-Member Exchange Theory


Graen & associates-leadership based on mutual influence
they have on employees. Thus, those with competence and
skill are called members of in-group, while members without
the attributes are called out-group.
LEADERSHI
P
PERSPECTIV
E
LEADERSHIP
PERSPECTIVES

Competency
Perspective
leaders possesses competencies

• Emotional intelligence
• Integrity
• Drive
• Leadership motivation
• Self-confident
• Intelligence
• Knowledge of the business
LEADERSHIP
PERSPECTIVES

Behavioral Perspective
task oriented vs people oriented
leadership

Contigency Perspective
Most appropriate leadership style
depends on the situation.
PATH GOAL
THEORY OF
LEADERSHI
P

Based on expectancy theory of


motivation that relates several
leadership styles to specific
employee and situational
contingencies.

Advocates servant leadership.


PATH GOAL
LEADERSHIP
STYLE
Leader Behaviors
Directive, supportive, Leader Effectiveness
participative, achievement Employee motivation, employee
oriented satisfaction, leader acceptance
Employee
Contingencies
Skills & experience, locus of control

Environmental
Contingencies
Task structure, team dynamics
PATHGOAL THEORY
'S DIFFERENT
STYLES:

Instrumental Achievement Oriented


Style Style
organizes the activities for challeging goal and rewards
The leader plans and Leader set
employees. achievement.

Supportive Style
Leaders show concern
for employees.

Participative
Style
Leaders allow
OTHER
CONTINGENCY
THEORIES

Situational Leadership Leadership substitute


Theory (Hershey & Identifies conditions that either limit a
leader’s ability to influence
Blanchard) subordinates or make that particular
leadership style unnecessary.
Suggests that effective leaders vary
their styles with readiness of
followers. Transformational
Fiedler's Contingency Leadership
Model (Fred Fiedler) Process of inspiring a group to
pursue goals and attain results.
Leader effectivenss depends on
whether the person’s natural
leadership style is appropriately
OTHER
CONTINGENCY
THEORIES

Charismatic Leadership
I s the product of charisma, a trait that inspires
confidence in others to support the ideas and beliefs of
an individual who possesses the trait.

Implicit Leadership theory


Leadership is a perceived phenomenon as
attributed to an individual by others.

Authentic Leadership
Leaders should be honest and open and lead
out of a desire to serve others rather than a
desire for self-gain
THEORY Y
LEADERS VS.
THEORY X
LEADERS

Theory Y or Person-Oriented Leaders


Acts in a warm and supportive manner and show concern for
subordinates. Believes that employees are intrinsically
motivated, seek responsibility and self-controlled.

Theory X or Task-Oriented Leaders


Are high in initiating structure, define their roles and the roles
of his subordinates. Believes that employees are lazy,
extrinsically motivated, undisciplined.
THAN
K
YOU!

You might also like