GROUP 4_ ORGANIZATIONAL LEADERSHIP .pptx

ORGANIZATIONAL LEADERSHIP

1. O r g a n i zational L e a d ership

2. 01 D e f i n i tion o f o r g a nizational leadership 02 L e a d e ship v s . m a n a g e ment 03 D i f f e rent l e a d e r s hip s t yles 04 S u s t a ining change i n o r g a n ization T O P I C S

3. A t the end o f t h e l e s s o n , y o u should b e a b l e t o ; e x p l a i n o r g a n zation a l l e a d e ship ; D i s t i n g ish b e t w e e n l e a d e r s h i p and m a n a g e ment ; D e s c r i be t h e differen t o r g a n i z a t ion a l l e a d e r ship s t y l e s ; a n d D i s c uss h o w to s u s t a i n c h a l l e n g e s i n o r g a n i zation L e a r n ing o u t c o m e s

4. O R G A N I ZATIONAL LEADERSHIP

5. L e a d e r ' s help s e t s t r a t e g i c g o a l s f o r organization w h i l e motivating i n d i v i d ual s w i t h i n t h e o r g a n zation t o s u c c e s s f u lly Car r y o u t a s s i g n m e nts i n o r d e r t o r e a l i z e t h o s e g o a l s . I n t h e s c h o o l s e t t i n g , t h e s c h o o l l e a d e r s h e l p s e t t h e g o a l s / t a r g e t s f o r t h e s c h o o l and motivate t e a c h e r s , p a r e n t s , l e a r n e r s , n o n - t e a c h i n g personnel and other m e m b e r s o f c o m u n i t y t o d o t h e i r t a s k a n d r e a l i z e t h e s c h o o l g o a l s . T o p i c 1 : Organizational Leadership

6. L E A D E R S H IP V S . M MANAGEMENT

7. S c h o o l h e a d m u s t b e b o t h a l e a d e r a n d m a n a g e r . T o p i c 2 : L E A D E R S HIP V S . M A N A G E MENT

8. T y p e s o f s k i l l s d e m a n d e d o f l e a d e r s - l e a d e r s u s e 3 b r o a d t y p e s o f skills : 1 . T e c h n cal 2 . H u m a n 3 . C o n c e p t u a l

9. L E A D E R S H IP S T Y L E S

10. 1 . A u t o c r a tic l e a d e r s - d o d e c i s i o n m a k i n g b y t h e m s e l ves . 2 . C o n s u l a t i v e l e a d e r s - a l l o w p a r t i c i p a t i o n o f t h e m e m b e r s o f o r g a n ization b y c o n s u l t i n g t h e m b u t m a k e d i c i s i o n b y t h e m s lves . 3 . D e m o c r a t i c l e a d e r s - a l l o w t h e m e m b e r s o f o r g a n i zation t o f u l l y p a r t i c ipate i n d e c i s i o n m a k i n g . 4 . I n L a i s s e z faire o r f r e e - r e i n leadership s t y l e , l e a d e r s a v o i d r e s p o n s bility a n d l e a v e t h e m e m b e r s o f o r g a n zation t o e tablish t h e i r o w n w o r k . T o p i c 3 : L E A D E R SHIP S T Y L E S

11. S e r v a n t leadership - Robert k . G r e e n l e a f ( 1 9 7 7 ) c o i n e d t h e p a r a d o x i cal t e r m s e r v a n t - l e a d e r s h i p . - s e r v a n t l eadership s e e k s t o i n v o l v e o t h e r s i n d e c i sion making , i s s t r o n g l y b a s e i n e t h i al a n d c a r i n g b e h a ior , a n d e n h a n c e s t h e g owth o f w o r k e r s w h i l e i m p r o v i n g t h e c a r i n g a n d q u a ity o f o r g a n ization a l l i f e . T r a n s f o r m a t i o n a l leadership R o b e r t Kennedy o n c e s a i d ; s o m e m e n s e e things a s t h e y are , a n d a s k w h y , I dream o f things t h a t n e v e r w e r e , a n d a s k " w h y n o t " n o t t r a n s f o r m a t i o n a l l e a d e r s T h e t r a n s f o rmation a l leadership c o m b i n e s c h a r i s m a , i n s p i ation a l l e a d e r s ip a n d i n t e l l e tual s i t u a ion t o i n t r duce i n n o v tion f o r t h e t r a n s f o r m a t i o n o f o r g a ization .

12. S U S T A I N I N G C H A N G E I N ORGANIZATION

13. 1 . S e e k t h e s u p p o r t o f t h e s t a k e h o l ders - t h e l e a d e r s m u s t b u i l d a s t r o n g c o a l i t i o n o f a l l i e s in o r d e r t o p u s h f o r a n y m e a n i n g f u l c h a n g e that would y e l d s r e s u l t s . 2 . G e t p e o p l e i n v o l ved e a r l y a n d o f t e n - i t i s best t o s e t u p n e t w o r k s t o r e a c h o u t t o a s m a n y p e o p l e a s p o s sible . 3 . P l a n a c o m m u n ication s c a m p a i gn t o s e l l t h e innovation m o r a t o ( 2 1 1 ) a s s e r t s - t h e c h a n g e e n v i s i o n m u s t c a s c a d e d o w n w a r d s t o t h e l a s t l e s s o n p l a n a n d r i p p l e s i d e w a r d t o w i n t h e s u p p o r t o f m a j o r s t a k e h o l ders .

14. 4 . E n s u r e that t h e e n o v a t i o n i s u n d e r s t o o d b y a l l - t h e b e n e f i t s a n d c o s t m u s t b e a p preciated a n d w e i g h e d c a r e f u lly . 5 . C o nsider t i m i n g a n d ph a s i n g - t h e s e a r e h i g h l y c r i t i c a l m i s s t e p s m i g h t b a c k f i r e a n d l a c k o f s e n s tivity t o stakeholders m i g h t l e a d t o r e s i tance .

15. THANKS

16. M E M B E R S : 1 . Legpitan , R e z a l y n 2 . D e b e l y n , M o l i n a 3 . D a l i c a n , C h a r l y n U . 4 . P a r a l e s , J a y