leadership_final_797

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Traits of a leader PSYCHOLOGICAL CHARACTERISTICS : Age, height, Weight BACKGROUND CHARACTERISTICS : Education, experience, social status. Mobility TASK RELATED CHARACTERISTICS : initiative, persistence, need for achievement, responsibility SOCIAL CHARACTERISTICS : tact, diplomacy, prestige, supervisory ability, cooperatives, popularity PERSONALITY : self confidence, enthusiasm, decisiveness, aggressiveness, authoritarianism, independence INTELIGENCE : ability, knowledge, judgment

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Styles of leadership (LIKERT’S 4 SYSTEM) EXPLOITIVE AUTHORITATIVE : authoritarian, attempts to exploit subordinates BENEVOLENT AUTHORITATIVE : authoritarian but is paternalist in nature CONSULTATIVE : received inputs but maintains the right to make the final decision PARTICIPATIVE : decisions made by consensus

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Situational Leadership Behaviours TASK BEHAVIOUR : amount of guidance and directions a leader gives RELATIONSHIP BEHAVIOUR : socio-emotional support provided by the leader MATURITY OF FOLLOWERS : reflects the readiness level executed by subordinates

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Phases Of The Life Cycle Telling Selling Participating Delegating

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Ten commandments of leadership The quality of thoroughness The visibility of fairness Initiative is the capacity for assuming responsibility Enthusiasm is an intense and eager and interest Loyalty Intelligence-good reasoning ability Emotional control Mentally matured – meta physically & emotionally matured Communication skill is sine qua non for a leader Administrative acumen

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Transformational leader Conceptualization of the direction – the vision for the farthest future and the ways and means of realizing it. Drawing out people and in creating team – to satisfy basic and often unfilled needs Operating on emotional and spiritual resources – values, commitment and aspirations Maintain better relationship with their superiors, pees, and make a lasting contribution to the organization. Have tolerance of mistakes the forward looking, strongly believe in team work and practice more equality.

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Transactional & Transformational Leader Transactional Leader exchange of rewards for effort, recognizes achievement power management by exception (active) watches and searches for deviations from rules and standards takes correction actions c. Management by exception (passive) intervenes only when standards are not met d. shirks responsibility, avoids decision making Transformational Leader provides vision, mission instills pride gain respect and trust by charismatic Gives inspiration, communications, important purposes. promotes intelligence, rationality and careful problem solving by intellectual stimulation gives individual considerations

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Behavioural angles of Transactional & Transformational Leader Transformational Leader believe that those are spread out among all levels of an organization focus on both task & employee development and they strongly believe that they reinforce each other. focus both on individual & the team Transactional Leader a. believe that hierarchy and responsibility increase with the levels held by the employees b. make a distinction between organizational task and employee development c. focus attention on individual employees

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