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8/2/2019 Leadership Ppt 2003
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KOONTZ &ODONNELL
Ability of manager to induce subordinates to workwith confidence and zeal
PETERDRUCKER
Lifting of mans vision to higher sights
Raising of mans personality
HEMPHILL.J.K
Initiation of acts resulting in insistent pattern ofgroup interaction
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Personal quality
Exists only with followers
Willingness of people to follow
A process of influence
Realization of common goals
Readiness to accept responsibilities
Stimulating followers
Leadership Styles change
Neither bossism nor management
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AUTOCRATIC
PATERNALISTIC
DEMOCRATIC
LAISSEZ-FAIRE
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Setting Goals
Organizing
Initiating action
Co-ordination
Direction andMotivation
Link betweenmanagement
and workers
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Improves motivation and morale
A motive power to group efforts
An aid to authority
Needed at all levels of management
Rectifies imperfections of formal organizationalrelationships
Basis for co-operation
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Certain traits essential to become a successful leader
Leaders are born and cannot be made
Intelligence Physiologicalfactors EmotionalStabilityMotivationalDrive
Human
RelationsAttitude
Vision and
foresight Empathy
Fairness &
Objectivity
Technical skillsOpen Mind and
adaptability
Art of
communication
Social Skills
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Not applicable to all circumstances List of traits not uniform Influence of other factors neglected Lack of comparative importance All successful leaders do not posses these traits No evidence about degree of traits
Not measurable
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Focus on actual behaviour and actions ofleaders
Interpersonal relationship between leaderand subordinate
CRITICISMS
Does not consider situational variables Neglects time factor
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Aim To identify dimensions of leadership
LEADERBEHAVIOUR
INITIATING
STRUCTURE defining andorganizing
relationship betweenleader & subordinates
CONSIDERATION-trust, respect,
openness
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Leadership styles:Production centered: emphasis on tasks
Employee centered: emphasis on humanrelationsBoss centered: high degree of controlEmployee centered: high degree of
freedom
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Leadership behaviour a cause/effect
Ignore personal characteristics
Leadership styles in extreme
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Leadership is affected by situations
Good leader moulds himself according tosituation
No best leadership style can be used for allsituations
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Task oriented leaders Relationship oriented leaders
3 situational variables
Quality ofrelationships
Leadermemberrelations Extent to
which work iswell-defined
Taskstructure
Formalauthority
Positionpower
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Favourable situation for leaders- strongsituational variables
Task-oriented high performance: extremesituations Relationship oriented: high performance
intermediate situationsCRITICISMFocus only one single dimension.
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Leaders role affects subordinates motivation
2 Roles to be performed by leaders To create a goal orientationTo set the right path to attain the goals
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Theory findings questionable
Neglecting the interaction of situationalvariables
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Relates leadership behaviour andparticipation in decision- making
3 factors involved in decision-making
Decision Quality
Decision Acceptance
Decision timing
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SITUATIONALVARIABLES
PERSONALCHARACTERISTICS
LEADERSHIPSTYLE
ORGANIZATIONALEFFECTIVENESS
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5 Decision-making styles
Leader making adecision by himself
Obtaininginformation from
subordinates
Shares problem withsubordinatesindividually
Shares problem withsubordinates as agroup
Group decision -making
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Widely accepted among researchers
Leaders have the ability to fit their styleaccording to situation
People can become better leaders
Results of empirical research - supportive
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