8618 unit 3jdjfhfjfjdjjdjdjjdndghndj.pptx

This is the destiny to struggle

1. Unit#3 Leadership Theories Course Code:8618 Presented by: Nomana tariq

2. BEHAVIOURAL THEORIES Behavioural Theories (skills approach) emphasizes on the leader’s capabilities. It focuses exclusively on what leaders do and how they act

3. Leadership is of two kinds Task Behaviour It deals with goal completion Relationship Behaviour It focuses on feel comfort with ach other Behavioural Approach is the combination of above two

4. The University of Michigan Studies The program of research at Michigan identified two types of leadership behaviours: Employee orientation Production orientation .

5. Blake and Mouton’s Managerial (Leadership) Grid The Managerial Grid, which first appeared in the early 1960s and has been refined and revised several times (Blake & McCanse , 1991; Blake & Mouton, 1964, 1978, 1985).

6. Role Theory Leader Member Exchange (LMX) Theory focuses on the degree of emotional support and exchange of valued resources between the leader and the members. Leaders should interrelate with and have the same association with every member of their group.

7. TWO DISTINCT TYPES OF RELATIONSHIPS INGROUP Special relationship ion which more privileges, preference and access to resources are given in exchange for going “above and beyond” routine duties OUT GROUP Typically only do the minimum amount of work and in exchange are given low levels of access to resources and decision making

8. Contingency Theories of Leadership

9. CONTINGENCY THEORIES OF LEADERSHIP Fiedler’s Contingency Theory Path Goal Theory Cognitive Resource Theory Strategic Contingencies theory Situational Leadership Theory

10. Strategic Contingencies theory This theory says that the effectiveness of a leader depends upon his problem-solving skills and ability to handle critical situations and make decisions wisely. A person with better problem-solving skills can secure his position and cannot be easily replaced.

11. Power and Influence Theory This theory was the work of J. French Bertram Raven (1960) to determine the sources of leaders’ power use to influence others. Power and influence are the abilities that should be aware of all leaders and managers to make things happen, overcoming potential resistance in order to achieve desired results. Power is considered as a natural talent in the fabric of organizational life. Sometimes negative behaviour shows biasness may cause conflict, while positive behaviour overcome conflict and even avert it

12. Sources of Power There are Five Sources of Power within an Organization Positional Power Sources Legitimate Power Reward Power Coercive Power Personal Power Sources Expert Power Referent Power