LeadershipParticipation adn Empowerment

Category: Entertainment

Presentation Description

Human Resources Management Subject


Presentation Transcript

Leadership Participation and Empowerment:

FLORIAN LOQUINTE-GLORIA 1 Leadership Participation and Empowerment

What is Leadership?:

2 What is Leadership? Is the process of inspiring, influencing and guiding employees to participate in a common effort. Is communicating people’s worth and potential so clearly that they can see it in themselves only.

Five Practices of Exemplary Leadership:

3 Five Practices of Exemplary Leadership Model the Way Inspire a Share Vision Challenge the Process Enable others to Act Encourage the Heart

Empowering people will help to make them leaders in the future.:

4 Empowering people will help to make them leaders in the future. Leadership and Empowerment Empowerment when employees feel powerful they are more willing to make decisions and take action process through which mangers enable and help others to gain power and achieve influence within the organization. And therefore willing work towards the organization’s goals

How Leaders can Empower Others:

5 How Leaders can Empower Others Involve others in selecting their work assignments and tasks Create an environment of cooperation, information sharing, discussions, and shared ownership of goals. Encourage others to take initiative, make decisions, and use their knowledge. Find out what others think and let them help design solutions. Give others the freedom to put their ideas and solutions into practice. Recognize successes and encourage high performance.

Leadership Models and Theories:

6 Leadership Models and Theories 1st model -- Leadership Traits – Managers wanted to find leadership traits and once they did, they could check potential managers for these traits and hire those who had traits. desire to lead motivation honesty and integrity self-confidence intelligence and knowledge flexibility

A 2nd approach to leadership has to do with how people act. Do they focus more on the task or more on concern for workers.:

7 A 2 nd approach to leadership has to do with how people act. Do they focus more on the task or more on concern for workers. Job-centered (task) type of leader. plans and defines work to be done assigns task responsibilities sets clear work standards urges task completion monitors results

Focus on Leadership Behaviors :

8 Focus on Leadership Behaviors People Concerns Focus acts warm and supportive develops social rapport with workers respects their feelings sensitive to their needs shows trust in them

Leadership Models and Theories:

9 Leadership Models and Theories 3 rd Leadership theory is Fiedler’s Contingency Model good leadership depends on a match between leadership and situational demands least-preferred coworker scale (LPC)

Leadership Models and Theories:

10 Leadership Models and Theories Fiedler’s Contingency Model Diagnosing situational control leader-member relations (good or poor) degree of task structure (high or low) amount of position (strong or weak)

Leadership Models and Theories:

11 Leadership Models and Theories Fiedler’s Contingency Model Matching leadership style and situation task oriented leader is most successful very favorable (high control) very unfavorable (low control) relationship oriented leader is most successful moderate control situation

Leadership Models and Theories:

12 Leadership Models and Theories Hersey-Blanchard Situational Model Leaders adjust their styles depending on the readiness of their followers readiness how able, willing and confident followers are to perform tasks

Leadership Models and Theories:

13 Leadership Models and Theories Hersey-Blanchard Leadership Styles Delegating Participating Selling Telling

Leadership Models and Theories:

14 Leadership Models and Theories Matching Hersey-Blanchard Leadership Styles to Follower Readiness Delegating = high readiness Participating = moderate to high readiness Selling = low to moderate readiness Telling = low readiness

Leadership Models and Theories:

15 Leadership Models and Theories House’s Path-Goal Leadership Theory directive supportive achievement-oriented participative

Leadership Models and Theories:

16 Leadership Models and Theories Substitutes for Leadership Aspects of the work setting and the people involved that can reduce the need for a leader’s personal involvement Possible leadership substitutes: Subordinate characteristics Task characteristics Organizational characteristics

Leadership Models and Theories:

17 Leadership Models and Theories Vroom-Jago leader-participation theory Helps leaders choose the method of decision making that best fits the nature of the problem situation. Alternative decision-making methods: Authority decision Consultative decision Group decision

Leadership Models and Theories:

18 Leadership Models and Theories Vroom-Jago leader-participation theory Use group-oriented and participative decision-making methods when: The leader lacks sufficient information to solve a problem by himself/herself. The problem is unclear and help is needed to clarify the situation. Acceptance of the decision by others is important. Adequate time is available for true participation.

Leadership Models and Theories:

19 Leadership Models and Theories Vroom-Jago leader-participation theory Use authority-oriented decision-making methods when: The leader has greater expertise to solve a problem. The leader is confident and capable of acting alone. Others are likely to accept the decision. Little or no time is available for discussion.

Directions in Leadership Development:

20 Directions in Leadership Development What is Transformational Leadership? Use of charisma and related qualities to raise aspirations and shift people and organizational systems into new high-performance patterns

Directions in Leadership Development:

21 Directions in Leadership Development Transactional Leadership Use of tasks, rewards and structures to help followers meet their needs while working to accomplish organizational objectives

Directions in Leadership Development:

22 Directions in Leadership Development Look at the qualities of transformational leaders and decide if these qualities are distributed widely throughout the population. Qualities of Transformational Leaders vision charisma symbolism empowerment intellectual stimulation integrity

Directions in Leadership Development:

23 Directions in Leadership Development Emotional Intelligence (EI) ability to understand and deal well with emotions at work threshold capabilities are technical or knowledge-based skills excellence in leadership depends on EI can be learned

Trends in Leadership Development:

24 Trends in Leadership Development Gender and Leadership Women may be more prone to democratic and participative behaviors Men may be more transactional

Leadership Anchors in Dynamic Times:

25 Leadership Anchors in Dynamic Times “Good Old-Fashioned” Leadership define and establish a sense of mission accept leadership as responsibility rather than rank earn and keep trust of others

PowerPoint Presentation:

Leadership is a journey, not a destination It is a marathon, not a sprint It is a process, not an outcome 26

authorStream Live Help