Chapter 15 (Lecture Outline and Line Art Presentation) Influence Processes and Leadership.
Leadership Outline For Presentation
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Transcript of Leadership Outline For Presentation
Lessons in Leadership
Presented by:
Teach you about the various types of leadership
The Servant Leader – Malvi Bhagat The Situational Leader – Abhishek Atree The Charismatic Leader – Gregory Barone The Transformational Leader – Benjamin
Berghaendler The Transactional Leader – Renu Chauhan The Quiet Leader - Levi Bronchtain The Participative Leader – Ramdev Gowda
Goals for our Presentation
The Servant Leader
“Servant Leadership” was coined by Robert L Greenleaf in his essay written in 1970.
A Servant leader is on who puts others before themselves.
As the word servant might imply, it is a leader that acts like a servant to his followers.
They naturally want to help others by bringing the best out in them.
The main difference between a leader and a servant leader, is that a servant leader genuinely cares for other people. Their main goal is to make sure that other people are satisfied with their tasks, that they are being pushed to their full capability, and their highest priorities are being served.
Having a Calling – natural desire to help others Listening – desire to listen and value what’s heard Empathy – ability to “walk in other’s shoes” Healing – others want to approach you for help Awareness – keen sense of what is going on Persuasion – seek to convince others to do things Conceptualization – encourage others to dream Foresight – ability to anticipate future events Stewardship – prepare others to contribute to society Growth – strong commitment to growth of people Building community – strong sense of community
spirit
Characteristics of a Servant Leader
Arthashastra Tao Te Ching Jesus
Examples of Servant Leaders
Situational Leadership
Situational leadership is a theory, developed by Paul Hersey and Ken Blanchard.
Situational Leadership is not something you do “to” people but something you do “with” people.
Directive/Task Behavior Involves(X-Axis):◦ Clearly Telling People◦ What to Do, How to Do It, Where to Do It, When to
Do It◦ And Then Closely Supervising Their Performance
Supportive/Rel. Behavior Involves(Y-Axis):◦ Listening to People◦ Providing Support and Encouraging Their Efforts◦ Facilitating Their Involvement in ◦ Problem Solving and Decision Making
S3: Supporting/Participating
•High Supportive, Low Directive•Focus of Control Shifts to Follower•Leader Actively Listens•Follower Has Ability and Knowledge to Do the Task
S2: Coaching/Selling
•High Directive, High Supportive•Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions•Two-way Communication•Control Over Decision Making Remains With the Leader
S4: Delegating
•Low Supportive, Low Directive•Leader Discusses Problems With Followers•Seeks Joint Agreement on Problem DefinitionsDecision Making Is Handled
by the Subordinate
S1: Directing/Telling
•High Directive, Low Supportive•Leader Defines Roles of Followers•Problem Solving and Decision Making Initiated by the Leader•One-way Communication
Low Directive Behavior
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No one of the styles is considered optimal in all Solutions. If leaders are to be effective they need to be flexible and adapt themselves to each situation.
It all depends upon the follower’s readiness.
Participative Leadership
Participative leadership is the opposite of Autocratic leadership.
‘’Experience alone does not create knowledge’’
Kurt Lewin
Also known as Democratic leadership, empowerment and power sharing.
Participative Leadership
Let’s work together to solve this…
Helps create a sense of responsibility among the team members or employees.
Motivates the team members or employees.
Helps reduce the employee turnover.
Helps the leader or manager to take better decisions.
Advantages of Participative Leadership
Degree of Participativeness
Autocratic leader and democratic leader.
< Not participative Highly participative >
Autocratic decision by
leader
Leader proposes decision, listens
to feedback, then decides
Team proposes decision, leader
has final decision
J oint decision with team as
equals
Full delegation of decision to team
Participative leadership is helpful if useful decisions are made,
But can leas to a feeling of betrayal if the leader ignores the suggestions and takes the opposite decision.
Disavantages.
Transformational Leader
Intellectual stimulation Individualized consideration Inspirational motivation Idealized influence
Transformational leadership occurs when leaders and followers engage in such a way that they raise one another to higher levels of motivation and morality whereby everyone gets raised to a higher level of performance.
Four interrelated components of transformational leadership:
Transformational Leadership
Concentration on values like integrity and fairness Building of trust between leader and follower Increased awareness to elevate followers’ needs
for achievement and self-actualization Move followers beyond self-interest for the good of
the group, organization, or society Existence of sound vision, strong interpersonal and
organizational skills, and the desire and willingness to lead
Attributes of Transformational Leadership
Inspires people and promotes visions Fosters the acceptance of group goals Challenges people intellectually to achieve
higher outcomes
The goal of transformational leaders is to inspire followers to share the leader’s values and connect with the leader’s vision
Benefits/ Limitations and Goals of Transformational
Leadership
Transactional Leader
The transactional leadership style was first described by Max Weber in 1947 and again by Bernard M. Bass in 1981.
Assumptions: This leadership style developed by Bass is based on the hypothesis that followers are motivated through a system of rewards and punishment. The transactional leader's view of the leader / follower relationship is one of quid pro quo - or this for that. If the follower does something good, they will be rewarded. If the follower does something wrong, they will be punished.
Transactional Leadership Agreements: At the extreme, the only relationship that develops between the transactional leader and the follower is based on an unwritten agreement that the sole purpose of the follower is to carry out the wishes of the leader.
Style: The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place
Types of Transactional Leaders: The types of transactional leaders described by theorists include categories such as Opinion Leaders, Group Leaders, Governmental / Party Leaders, Legislative Leaders and Executive Leaders.
Transactional Leadership and Women: Study conducted by Northwestern University with respect to transactional, transformational, and laissez fair leadership styles.
The Quiet Leader
The Quiet Leader does not require being in a controlling position.
They are everyday people that are trying to make the most of their lives.
Heroism is used only as a last resort
The Quiet Leader recognizes the scope of his/her control, and the limit of their ability to predict the future.
The Quiet Leader has some skin in the game so they take their self interest seriously.
The Quiet Leader does not make in instant decisions, but thinks things through.
The Quiet Leader tries to find the middle ground when possible.
Qualities of Silent Leader
Regular leadership leaves out the majority of people
Heroic leadership ignores everyday challenges
Is it what we can all strive to be
Why are they Important?
Charismatic Leader
Communicate on a very powerful and emotional level
Have a personal charm that gives a favorable impression and therefore are trust worthy
Are able to inspire enthusiasm, affection, and loyalty
Charismatic leaders …
Optimistic and passionate about life They value the potential that they believe
each person has They give hope. They share themselves
This type of leader is especially useful in times of crisis and a major turn around
Key Qualities
Remember, good leaders utilize all three styles depending upon the situation. For example:
Use an authoritative style if a group member lacks knowledge about a certain procedure.
Use a participative style with group members who understand the objectives and their role in the task.
Use a delegative style if the group member knows more than you do about the task.
Conclusion
References de Jonge, Jaap. "Charismatic Leadership (Weber)." 12 Manage - The Executive Fast Track. 12 Manage, Web. 19 Oct 2009. <http://www.12manage.com/methods_weber_charismatic_leadership.html>. Greenleaf, Robert K. "What is Servant Leadership?" Greenleaf Center for Servant Leadership. Web. 5 Oct. 2009. <http://www.greenleaf.org/>. "Leadership styles - Using the right one for your situation." Mind Tools - Management Training, Leadership Training and Career Training - Right Here, Right Now. Web. 07 Nov. 2009. <http://www.mindtools.com/pages/article/newLDR_84.htm#democratic>. Lewin, K. and Lippitt, R. (1938) ‘An experimental approach to the study of autocracy and democracy. A preliminary note’, Sociometry 1: 292-300. Maxwell, John. "Charismatic Leadership." The Mindful Network. 22 May 2008. Refresher Publications Inc., Web. 21 Oct 2009. <http://www.refresher.com/mindfulnetwork/articlelive/articles/82/1/Charismatic-Leadership/Page1.html>. McCrimmon, Mitch. "What is Participative Leadership? The importance of involving employees in making decisions | Suite101.com." Http://businessmanagement.suite101.com/article.cfm/what_is_participative_leadership#ixzz0W2tZJWtR. Mitch McCrimmon. Web. 07 Nov. 2009. <http://businessmanagement.suite101.com/article.cfm/what_is_participative_leadership#ixzz0W2tZJWtR>. Tannenbaum, A.S. and Schmitt, W.H. (1958). How to choose a leadership pattern. Harvard Business Review, 36, March-April, 95-101