Effective Leadership - Types & Pross.ppt

Effective Leadership

1. 1
Providing Effective Leadership
The ability to influence a
group toward the
achievement of goals.

2. 2
Leadership
Leaders inspire - Motivate -
others to take on challenges
and to achieve goals that
they don’t believe they’re
capable of or motivated to
achieve.

3. 3
Leadership
Are all supervisors good
leaders?
Are all leaders good
supervisors?
Are Leaders always needed?

4. 4
Leadership Traits
Qualities such as intelligence,
charm, decisiveness,
enthusiasm, strength, bravery,
integrity, and self-confidence.
Are they genetic or learned?

5. 5
Traditional Traits of Successful
Leaders

Self-confidence

Intelligence

Enthusiasm

Honesty and Integrity

Job-relevant Knowledge

High Self-monitoring

6. 6
Charismatic Traits of Successful
Leaders

Idealized goal (A Vision)

Ability to articulate the goal

Strong convictions

Unconventional behavior

Assertive and self-confident

High self-monitoring

Perceived as a change agent

7. 7
What Skills are Required of
Effective Leaders?

Technical

Conceptual

Human relations (interpersonal)

Networking (political)

8. 8
Leadership Behaviors and Styles
Task-Centered Leaders
An individual with a strong
tendency to emphasize the
technical or task aspects of a job.

9. 9
Leadership Behaviors and Styles
People-Centered Leaders
An individual who emphasizes
interpersonal relations with those
he or she leads.

10. 10
Leadership Behaviors and Styles
Autocratic Leaders
A task master who leaves not
doubt as to who’s in charge, and
who has the authority and power
in the group

11. 11
People Centered Behaviors
Participative: the leadership
style of an individual who actively
seeks input from followers for
many of the activities in the
organization.

12. 12
People Centered Behaviors
Consultative: the leadership
style of an individual who seeks
input, hears the concerns and
issues of the followers, but
makes the final decision him or
herself, using input as an
information-seeking exercise.

13. 13
People Centered Behaviors
Democratic: a leadership style
that allows followers to have a
say in what’s decided.

14. 14
People Centered Behaviors
Free-reign: an individual who
gives employees total autonomy
to make decisions that will affect
them.

15. 15
Effective Leadership
Situational Leadership Theory
Effective leaders change their
leadership style or behavior to fit
changing situations.

16. 16
Situational Leadership
Fiedler’s Contingency Theory
Proposes that effectiveness
depends upon a proper match
between a leader’s style of
interacting with subordinates and
the degree to which the situation
gives control and influence to the
leader.

17. 17
Fiedler’s Contingency Theory
Situational Factors

Respect for followers

Structured jobs (task)

Influence over employment
process (position power)

18. 18
House’s Path-Goal Theory
The leader’s job is to assist
followers in overcoming obstacles
in the way of attaining their goals
by providing the proper leadership
style.

19. 19
House’s Path-Goal Theory
Path-goal theory has identified
two sets of situational factors:

Characteristics of the Employee
Experience - Ability - Personality

Characteristics of the Job
Task Structure - Goal Clarity
Group Cohesiveness

20. 20
Hersey/Blanchard Theory
Similar to Fiedler’s theory with a
couple of differences:
First, more attention is placed on
the concept of employee
readiness or the ability and
willingness of an employee to
complete a task.

21. 21
Hersey/Blanchard Theory
Second, the H/B model focuses on
what one does as a leader.
Given where the employee is in
terms of readiness level, the
leader will exhibit a certain
behavior.

22. 22
Hersey/Blanchard Theory
H/B identified four specific
leadership styles based on the
maturity of the follower:

Telling

Selling

Participating

Delegating

23. 23
Do Credibility and Trust Matter?
Credibility
Supervisory qualities of honest,
competence, and the ability to inspire.
Trust
The belief in the integrity, character, and
ability of a leader.

24. 24
How Do You Build Trust?

Demonstrate that you are working for
others’ interests as well as your own.

Practice openness

Speak you feelings / Tell the truth

Let employees know what is
happening

Be consistent in your values

Maintain confidences

25. 25
Do Men and Women Lead
Differently?
Yes
Women tend to adopt a more
democratic leadership style.
They encourage participation,
share power and information, and
attempt to enhance followers’
self-worth.

26. 26
Do Leaders Always Make a
Difference?
No
In most cases the answer is yes
but not always