logging in or signing up leadership babita456 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 517 Category: Education License: All Rights Reserved Like it (5) Dislike it (0) Added: March 12, 2011 This Presentation is Public Favorites: 4 Presentation Description leadership definition, differences of leadership and management, qualities of a leader, leadership theories, leadership style. Comments Posting comment... By: Shilwal (14 month(s) ago) great Saving..... Post Reply Close Saving..... Edit Comment Close By: agamarek (14 month(s) ago) How to become a good leader? Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript BY : MRS. BABITA SINGH VP NMCNC: BY : MRS. BABITA SINGH VP NMCNC: LEADERSHIP LEADERSHIP (FOLLOWERSHIP): LEADERSHIP (FOLLOWERSHIP) “You cannot be a leader and ask other people to follow you unless you know how to follow too!” - SAM RAYBURN 3/12/2011 CLABS 3CONCEPT : CONCEPT DEFINITIONS : DEFINITIONS Barnard - “Leadership refers to the quality of behavior of individuals, whereby they guide people in the activities in organized efforts.” Heresy and Blanchard “The process of influencing the activities of an individual or a group in efforts towards goal achievement in a given situationCONTINUED: CONTINUED ‘ ‘Activity of persuading people to cooperate in the achievement of a common objective.’ – Allen ‘The activity of influencing people to strive willingly for mutual objectives, it affects the behavior of followers in a situation.’ – Terry ‘CONCEPT OF MANAGEMENT : CONCEPT OF MANAGEMENT “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker ) The roles of manager and leader are often considered interchangeable, but they are actually quite different. The manager may also be a leader, but the manager is not required to have leadership skills within the context of moving a group of people toward a vision.LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT Management covers f orecasting, p lanning, o rganising, d irecting, c oordinating and c ontrolling both men and material to accomplish a mission. Leadership stresses on influencing and directing of men.Slide 10: Managers supervise people. Subordinates comply with the supervisor’s authority out of fear. Subordinates respond to leadership not out of fear but because of a changed behaviour . LEADERSHIP AND MANAGEMENT LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT Managers need formal authority. A leader does not need formal authority.LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT Managers use analytical tools and skills to establish and achieve org goals. Leaders are people with vision who alter the mood of their followers and raise their hopes and expectations by showing them a path.LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT Both managers & leaders achieve goals: Managers achieve them impersonally. Leaders achieve them with personal involvement with their followers .Slide 14: MANAGEMENT IS OF THE MIND; MORE A MATTER OF ACCURATE CALCULATION OF STATISTICS, OF METHODS, TIMETABLES AND ROUTINES - ITS PRACTICE IS A SCIENCE LEADERSHIP IS OF THE SPIRIT COMPOUNDED OF PERSONALITY AND VISION - ITS PRACTICE IS AN ARTSlide 15: LEADERSHIP AND MANAGEMENT MANAGEMENT IS DOING THE THINGS RIGHT LEADERSHIP IS DOING THE RIGHT THINGFUNCTIONS OF LEADERSHIP: FUNCTIONS OF LEADERSHIP EXECUTIVE PLANNER POLICY MAKER EXPERT EXTERNAL GROUP REPRESENTATIVE CONTROLLER OF INTERNAL RELATIONS PROVIDER OF REWARDS AND PUNISHMENT ARBITRATOR AND MEDIATOR EXEMPLAR FATHER FIGURE SCAPE GOATFunctions contd….: Functions contd …. Acts as a catalysts or motivator. Provide a sense of security to the followers by dealing with the problems with positive aspects. Set and plan goals realistically in participatory approach. Demonstrates flexibility in implementing plan. Appreciates ideas given by the followers. Gives fair t/t Provides technical guidance. Inspires the workers. Promotes good IPR. Be open to change Represents the organization as a symbol.Characteristics of a leader: Intelligence Knowledgeable Good judgement Decisiveness Vision Personality Abilities Characteristics of a leaderSlide 19: personality JUSTICE LOYALTY AND COMMITMENT SENSE OF HUMOUR TRUTHFULNESS ESPIRIT-DE-CORPS TACTFUL SELF CONFIDENCE MATURITY KIND AND EMPATHETIC TOLERANCE COOPERATIVE AND SUPPORTING HONESTY CREATIVITY INDEPENDANCE COURAGE ENTHUSIASM INITIATIVE INTEGRITY JUDGEMENT CONFIDENCE alertness Adaptability Well groomed.abilities: abilitiesSlide 24: This theory argues that : It is not who the leader is, but how the leader behaves. Two basic leadership behaviours : Employee centered leadership : effective leadership with focus on the human needs of subordinates. Job centered : focus on the schedule, costs and efficiency resulting in a lack of attention to developing work groups and high performance goals .Slide 25: This theory believes that: The effectiveness of a leader depends not only on traits he/she possesses or on the particular leadership style he/she follows, but also on the situation or circumstances in which he/she exercises leadership. To achieve the success, leader has to change his leadership behavior/style as demanded by the situation that he/she is in.Slide 27: TYPES OF LEADERSHIP AND DETERMINING APPROPRIATE LEADERSHIP STYLE .AUTOCRATIC LEADERSHIP STYLE (high task, low relationship) : AUTOCRATIC LEADERSHIP STYLE (high task, low relationship)Contd…: Contd …Slide 31: Sometimes the most effective style to use When: New, untrained staffs are there in group. Effective supervision can be provided only through detailed orders and instructions Staff do not respond to any other leadership style Limited time in which to make a decision A manager’s power challenged by staffSlide 33: Should not be used When: Staff become tense, fearful, or resentful Staff expect their opinions heard Low staff morale, high turnover and absenteeismmerits: merits Can increase organizational efficiency by saving time and quick results. It helps subordinates when there are new to job and feel unsecured. The chain of command and division of work is fully understood by people.DEMOCRATIC LEADERSHIP STYLE: DEMOCRATIC LEADERSHIP STYLESlide 38: Most Effective When : Wants to provide opportunities for staff to develop a high sense of personal growth and job satisfaction. A large or complex problem that requires lots of input to solve Changes must be made or problems solved that affect staff Want to encourage team building and participation should not be used When. : should not be used When.merits: merits LAISSEZ-FAIRE LEADERSHIP STYLE : This French phrase means “leave it be” Also known as the “hands-off¨ style. LAISSEZ-FAIRE LEADERSHIP STYLESlide 45: Should not be use when: Staff feel insecure at the unavailability of a manager The manager cannot provide regular feedback to staff on how well they are doing The manager doesn’t understand his or her responsibilities and hoping the staff cover for him or her. Changing the scenario slightly, : Changing the scenario slightly , USING THE RIGHT STYLE – SITUATIONAL LEADERSHIP : USING THE RIGHT STYLE – SITUATIONAL LEADERSHIPSlide 53: THANK Y OU You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
leadership babita456 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 517 Category: Education License: All Rights Reserved Like it (5) Dislike it (0) Added: March 12, 2011 This Presentation is Public Favorites: 4 Presentation Description leadership definition, differences of leadership and management, qualities of a leader, leadership theories, leadership style. Comments Posting comment... By: Shilwal (14 month(s) ago) great Saving..... Post Reply Close Saving..... Edit Comment Close By: agamarek (14 month(s) ago) How to become a good leader? Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript BY : MRS. BABITA SINGH VP NMCNC: BY : MRS. BABITA SINGH VP NMCNC: LEADERSHIP LEADERSHIP (FOLLOWERSHIP): LEADERSHIP (FOLLOWERSHIP) “You cannot be a leader and ask other people to follow you unless you know how to follow too!” - SAM RAYBURN 3/12/2011 CLABS 3CONCEPT : CONCEPT DEFINITIONS : DEFINITIONS Barnard - “Leadership refers to the quality of behavior of individuals, whereby they guide people in the activities in organized efforts.” Heresy and Blanchard “The process of influencing the activities of an individual or a group in efforts towards goal achievement in a given situationCONTINUED: CONTINUED ‘ ‘Activity of persuading people to cooperate in the achievement of a common objective.’ – Allen ‘The activity of influencing people to strive willingly for mutual objectives, it affects the behavior of followers in a situation.’ – Terry ‘CONCEPT OF MANAGEMENT : CONCEPT OF MANAGEMENT “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker ) The roles of manager and leader are often considered interchangeable, but they are actually quite different. The manager may also be a leader, but the manager is not required to have leadership skills within the context of moving a group of people toward a vision.LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT Management covers f orecasting, p lanning, o rganising, d irecting, c oordinating and c ontrolling both men and material to accomplish a mission. Leadership stresses on influencing and directing of men.Slide 10: Managers supervise people. Subordinates comply with the supervisor’s authority out of fear. Subordinates respond to leadership not out of fear but because of a changed behaviour . LEADERSHIP AND MANAGEMENT LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT Managers need formal authority. A leader does not need formal authority.LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT Managers use analytical tools and skills to establish and achieve org goals. Leaders are people with vision who alter the mood of their followers and raise their hopes and expectations by showing them a path.LEADERSHIP AND MANAGEMENT: LEADERSHIP AND MANAGEMENT Both managers & leaders achieve goals: Managers achieve them impersonally. Leaders achieve them with personal involvement with their followers .Slide 14: MANAGEMENT IS OF THE MIND; MORE A MATTER OF ACCURATE CALCULATION OF STATISTICS, OF METHODS, TIMETABLES AND ROUTINES - ITS PRACTICE IS A SCIENCE LEADERSHIP IS OF THE SPIRIT COMPOUNDED OF PERSONALITY AND VISION - ITS PRACTICE IS AN ARTSlide 15: LEADERSHIP AND MANAGEMENT MANAGEMENT IS DOING THE THINGS RIGHT LEADERSHIP IS DOING THE RIGHT THINGFUNCTIONS OF LEADERSHIP: FUNCTIONS OF LEADERSHIP EXECUTIVE PLANNER POLICY MAKER EXPERT EXTERNAL GROUP REPRESENTATIVE CONTROLLER OF INTERNAL RELATIONS PROVIDER OF REWARDS AND PUNISHMENT ARBITRATOR AND MEDIATOR EXEMPLAR FATHER FIGURE SCAPE GOATFunctions contd….: Functions contd …. Acts as a catalysts or motivator. Provide a sense of security to the followers by dealing with the problems with positive aspects. Set and plan goals realistically in participatory approach. Demonstrates flexibility in implementing plan. Appreciates ideas given by the followers. Gives fair t/t Provides technical guidance. Inspires the workers. Promotes good IPR. Be open to change Represents the organization as a symbol.Characteristics of a leader: Intelligence Knowledgeable Good judgement Decisiveness Vision Personality Abilities Characteristics of a leaderSlide 19: personality JUSTICE LOYALTY AND COMMITMENT SENSE OF HUMOUR TRUTHFULNESS ESPIRIT-DE-CORPS TACTFUL SELF CONFIDENCE MATURITY KIND AND EMPATHETIC TOLERANCE COOPERATIVE AND SUPPORTING HONESTY CREATIVITY INDEPENDANCE COURAGE ENTHUSIASM INITIATIVE INTEGRITY JUDGEMENT CONFIDENCE alertness Adaptability Well groomed.abilities: abilitiesSlide 24: This theory argues that : It is not who the leader is, but how the leader behaves. Two basic leadership behaviours : Employee centered leadership : effective leadership with focus on the human needs of subordinates. Job centered : focus on the schedule, costs and efficiency resulting in a lack of attention to developing work groups and high performance goals .Slide 25: This theory believes that: The effectiveness of a leader depends not only on traits he/she possesses or on the particular leadership style he/she follows, but also on the situation or circumstances in which he/she exercises leadership. To achieve the success, leader has to change his leadership behavior/style as demanded by the situation that he/she is in.Slide 27: TYPES OF LEADERSHIP AND DETERMINING APPROPRIATE LEADERSHIP STYLE .AUTOCRATIC LEADERSHIP STYLE (high task, low relationship) : AUTOCRATIC LEADERSHIP STYLE (high task, low relationship)Contd…: Contd …Slide 31: Sometimes the most effective style to use When: New, untrained staffs are there in group. Effective supervision can be provided only through detailed orders and instructions Staff do not respond to any other leadership style Limited time in which to make a decision A manager’s power challenged by staffSlide 33: Should not be used When: Staff become tense, fearful, or resentful Staff expect their opinions heard Low staff morale, high turnover and absenteeismmerits: merits Can increase organizational efficiency by saving time and quick results. It helps subordinates when there are new to job and feel unsecured. The chain of command and division of work is fully understood by people.DEMOCRATIC LEADERSHIP STYLE: DEMOCRATIC LEADERSHIP STYLESlide 38: Most Effective When : Wants to provide opportunities for staff to develop a high sense of personal growth and job satisfaction. A large or complex problem that requires lots of input to solve Changes must be made or problems solved that affect staff Want to encourage team building and participation should not be used When. : should not be used When.merits: merits LAISSEZ-FAIRE LEADERSHIP STYLE : This French phrase means “leave it be” Also known as the “hands-off¨ style. LAISSEZ-FAIRE LEADERSHIP STYLESlide 45: Should not be use when: Staff feel insecure at the unavailability of a manager The manager cannot provide regular feedback to staff on how well they are doing The manager doesn’t understand his or her responsibilities and hoping the staff cover for him or her. Changing the scenario slightly, : Changing the scenario slightly , USING THE RIGHT STYLE – SITUATIONAL LEADERSHIP : USING THE RIGHT STYLE – SITUATIONAL LEADERSHIPSlide 53: THANK Y OU