LEADERSHIP-STYLES-AND-THEORIES of assessment

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1. LEADERSHIP STYLES AND THEORIES

2. LEADERSHIP STYLES AND THEORIES

3. Ideally, leadership should result in the willingness of individuals to work with zest, ardor, and self-reliance. The leader guides them and facilitates their progress toward the attainment of organizational vision, mission, goals, and objectives. Leadership theories emerged in order to respond to the need by explaining certain aspects of leadership, and to better understand what drives success in this area.

4. Ideally, should result in the willingness of individuals to work with zest, ardor, and self-reliance. The leader guides them and facilitates their progress toward the attainment of organizational vision, mission, goals, and objectives. Leadership theories emerged in order to respond to the need by explaining certain aspects of leadership, and to better understand what drives success in this area. leadership

5. leadership the process of inspiring and influencing a group of people to achieve a common goal. ____________

6. The following are the early leadership theories given by Kreitner and Kinicki (2013). __________________________

7. The following are the early leadership theories given by Kreitner and Kinicki (2013). __________________________ a theory based on leader traits or personal characteristics that differentiate leaders from followers. The Trait Theory of Leadership evolved from the earlier Great Man Theory, which was based on the assumption that leaders were born with some innate ability to lead. TRAIT THEORY a theory that focuses on the behavior, action, conduct, demeanor, or deportment of a leader instead of his or her personality traits BEHAVIORAL THEORY

8. The following are the early leadership theories given by Kreitner and Kinicki (2013). __________________________ a theory based on leader traits or personal characteristics that differentiate leaders from followers. The Trait Theory of Leadership evolved from the earlier Great Man Theory, which was based on the assumption that leaders were born with some innate ability to lead. TRAIT THEORY a theory that focuses on the behavior, action, conduct, demeanor, or deportment of a leader instead of his or her personality traits. BEHAVIORAL THEORY

9. Employee-centered leadership Manager-centered leadership Use of authority by managers Area of freedom for employees High Democratic High Autocratic (Democratic Style) (Autocratic Style) Manager/Employee Leadership Manager makes decision and implements it Manager decides Manager presents ideas and invite questions from employees Manager presents tentative decision subject to change by employees Manager presents problems, get suggestions, makes decision based on feedback Manager defines limits, asks employees to make decision Manager permits employees to function within limits defined him/herself

10. CONTEMPORARY THEORIES OF LEADERSHIP

11. CONTEMPORARY THEORIES OF LEADERSHIP it is a situational leadership theory proposed by Fred Fiedler, an organizational behavior scholar. This theory is based on the assumption that a leader's effectiveness is contingent or dependent on the extent to which a leader's style is fitted to actual situations in the organization's internal and external environment. FIEDLER MODEL another situational leadership theory proposed by Paul Hersey and Ken Blanchard. The theory focused on subordinates' readiness or extent to which the said subordinates have the ability and willingness to accomplish a specific work assignment. HERSEY-BLANCHARD MODEL

12. CONTEMPORARY THEORIES OF LEADERSHIP it is a situational leadership theory proposed by Fred Fiedler, an organizational behavior scholar This theory is based on the assumption that a leader's effectiveness is contingent or dependent on the extent to which a leader's style is fitted to actual situations in the organization's internal and external environment. FIEDLER MODEL another situational leadership theory proposed by Paul Hersey and Ken Blanchard. The theory focused on subordinates' readiness or extent to which the said subordinates have the ability and willingness to accomplish a specific work assignment. HERSEY-BLANCHARD MODEL FOUR STAGES OF SUBORDINATE READINESS:

13. CONTEMPORARY THEORIES OF LEADERSHIP it is a situational leadership theory proposed by Fred Fiedler, an organizational behavior scholar This theory is based on the assumption that a leader's effectiveness is contingent or dependent on the extent to which a leader's style is fitted to actual situations in the organization's internal and external environment. FIEDLER MODEL another situational leadership theory proposed by Paul Hersey and Ken Blanchard. The theory focused on subordinates' readiness or extent to which the said subordinates have the ability and willingness to accomplish a specific work assignment. HERSEY-BLANCHARD MODEL FOUR STAGES OF SUBORDINATE READINESS: R1 R2 R3 R4 Where the subordinates are both unable and unwilling to accomplish the task. Where the subordinates are unable but willing to do the task. Where the subordinates are able but unwilling to do their assigned tasks. Where the subordinates are both able and willing to do what the leader wants to complete the task.

14. CONTEMPORARY THEORIES OF LEADERSHIP it is a situational leadership theory proposed by Fred Fiedler, an organizational behavior scholar This theory is based on the assumption that a leader's effectiveness is contingent or dependent on the extent to which a leader's style is fitted to actual situations in the organization's internal and external environment. FIEDLER MODEL another situational leadership theory proposed by Paul Hersey and Ken Blanchard. The theory focused on subordinates' readiness or extent to which the said subordinates have the ability and willingness to accomplish a specific work assignment. HERSEY-BLANCHARD MODEL FOUR STAGES OF SUBORDINATE READINESS: R1 R2 R3 R4 Where the subordinates are both unable and unwilling to accomplish the task. Where the subordinates are unable but willing to do the task. Where the subordinates are able but unwilling to do their assigned tasks. Where the subordinates are both able and willing to do what the leader wants to complete the task.

15. CONTEMPORARY THEORIES OF LEADERSHIP it is a situational leadership theory proposed by Fred Fiedler, an organizational behavior scholar This theory is based on the assumption that a leader's effectiveness is contingent or dependent on the extent to which a leader's style is fitted to actual situations in the organization's internal and external environment. FIEDLER MODEL another situational leadership theory proposed by Paul Hersey and Ken Blanchard. The theory focused on subordinates' readiness or extent to which the said subordinates have the ability and willingness to accomplish a specific work assignment. HERSEY-BLANCHARD MODEL FOUR STAGES OF SUBORDINATE READINESS: R1 R2 R3 R4 Where the subordinates are both unable and unwilling to accomplish the task. Where the subordinates are unable but willing to do the task. Where the subordinates are able but unwilling to do their assigned tasks. Where the subordinates are both able and willing to do what the leader wants to complete the task.

16. CONTEMPORARY THEORIES OF LEADERSHIP it is a situational leadership theory proposed by Fred Fiedler, an organizational behavior scholar This theory is based on the assumption that a leader's effectiveness is contingent or dependent on the extent to which a leader's style is fitted to actual situations in the organization's internal and external environment. FIEDLER MODEL another situational leadership theory proposed by Paul Hersey and Ken Blanchard. The theory focused on subordinates' readiness or extent to which the said subordinates have the ability and willingness to accomplish a specific work assignment. HERSEY-BLANCHARD MODEL FOUR STAGES OF SUBORDINATE READINESS: R1 R2 R3 R4 Where the subordinates are both unable and unwilling to accomplish the task. Where the subordinates are unable but willing to do the task. Where the subordinates are able but unwilling to do their assigned tasks. Where the subordinates are both able and willing to do what the leader wants to complete the task.

17. CONTEMPORARY THEORIES OF LEADERSHIP it is a situational leadership theory proposed by Fred Fiedler, an organizational behavior scholar This theory is based on the assumption that a leader's effectiveness is contingent or dependent on the extent to which a leader's style is fitted to actual situations in the organization's internal and external environment. FIEDLER MODEL another situational leadership theory proposed by Paul Hersey and Ken Blanchard. The theory focused on subordinates' readiness or extent to which the said subordinates have the ability and willingness to accomplish a specific work assignment. HERSEY-BLANCHARD MODEL FOUR STAGES OF SUBORDINATE READINESS: R1 R2 R3 R4 Where the subordinates are both unable and unwilling to accomplish the task. Where the subordinates are unable but willing to do the task. Where the subordinates are able but unwilling to do their assigned tasks. Where the subordinates are both able and willing to do what the leader wants to complete the task. PATH-GOAL THEORY a theory developed by Robert House which states that the leader's task is to lead his other followers or subordinates in achieving their goals by providing them direction needed in order to ensure compatibility of these said goals with the organization's goal Effective leaders show their subordinates the path they must take to help them achieve their work goals.

18. CONTEMPORARY THEORIES OF LEADERSHIP it is a situational leadership theory proposed by Fred Fiedler, an organizational behavior scholar This theory is based on the assumption that a leader's effectiveness is contingent or dependent on the extent to which a leader's style is fitted to actual situations in the organization's internal and external environment. FIEDLER MODEL another situational leadership theory proposed by Paul Hersey and Ken Blanchard. The theory focused on subordinates' readiness or extent to which the said subordinates have the ability and willingness to accomplish a specific work assignment. HERSEY-BLANCHARD MODEL FOUR STAGES OF SUBORDINATE READINESS: R1 R2 R3 R4 Where the subordinates are both unable and unwilling to accomplish the task. Where the subordinates are unable but willing to do the task. Where the subordinates are able but unwilling to do their assigned tasks. Where the subordinates are both able and willing to do what the leader wants to complete the task. PATH-GOAL THEORY a theory developed by Robert House which states that the leader's task is to lead his other followers or subordinates in achieving their goals by providing them direction needed in order to ensure compatibility of these said goals with the organization's goal. Effective leaders show their subordinates the path they must take to help them achieve their work goals.

19. THANK YOU!