New microsoft power point presentation

LEADERSHIP

Leadership is not a command to follow, but an invitation

to move forward together

SITUATIONAL LEADERSHIP

Applying different leadership skills to the motivation

and capabilities of the employee in a situation.

Situat ional Approaches To Leadership

Early approaches

.Contingency or

Situational Theories

E A R LY L E A D E R S H I P M O D E L S

Trait Theories: sought to identify personal characteristics responsible for effective leadership.

Research shows that traits do appear to be connected to effective leadership.

– Many “traits” are the result of skills and knowledge.– Not all effective leaders possess all these traits.

Traits That Differentiate Leaders From Non-leaders

i. Drive

ii. Desire to lead

iii. Honesty and integrity

iv. Self-confidence

v. Intelligence

vi. Job-relevant knowledge

F I E D L E R ' S C O N T I N G E N C Y T H E O RY

Leader style: the enduring, characteristic approach to leadership a manager uses.• Relationship-oriented: concerned with developing good relations with

workers.• Task-oriented: concerned that workers perform so the job gets done.

Situation characteristic: how favorable a given situation is for leading to occur.• Leader-member relations: determines how much workers like and trust

their leader.• Task structure: extent to which workers tasks are clear-cut.

• Clear issues make a situation favorable for leadership.• Position Power: amount of legitimate, reward, & coercive power a leader

has due to their position.• When positional power is strong, leadership opportunity becomes

more favorable.

SITUATIONAL LEADERSHIP THEORY (SLT)

Developed by Hersey and BlanchardDifferent situations and followers require different leadership styles.No one leadership style is appropriate for all situations and effective leaders adjust their style to match the situation.Use the model to determine the situation and then choose the corresponding leadership style.Also focuses on the maturity level of the followers.

H E R S E Y- B L A N C H A R D ' S S I T U AT I O N A L M O D E L

STEPS IN SLT PROCESS

Overview of employee’s tasks

Assess employee on each task

Decided on style for each task

Discuss with employee

Make a joint plan

Follow-up, check and adjust

O N C E M AT U R I T Y L E V E L S A R E I D E N T I F I E D

Manager can determine the appropriate leadership

style

Telling

Selling

Participating

Delegating

HOUSE’S PATH-GOAL MODEL

Model says that it’s the leader’s job:• to assist followers in attaining their goals and • to provide the direction or support needed to ensure that their goals

are compatible with overall objectives of the group or organization.Flexible modelSteps to Path-Goal

1. Clearly identifying the outcomes workers are trying to achieve.• Can range from pay to job security or interesting work.

2. Reward workers for high-performance and attainment of goals.

3. Clarifying the paths to goal attainment for workers, remove obstacles to performance, and express confidence in worker’s ability.

H O U S E ' S PAT H - G O A L T H E O RY

Path-goal identifies four behaviors leaders can use:1) Directive behaviors: set goals, assign tasks, show

how to do things.2) Supportive behavior: look out for the worker’s

best interest.3) Participative behavior: give subordinates a say in

matters that affect them.4) Achievement-oriented behavior: Setting very

challenging goals, believing in worker’s abilities.Which behavior should be used depends on the worker and the tasks.

Path-Goal is a contingency model since it proposes the steps managers should take to motivate their workers.

H O U S E ' S PAT H - G O A L T H E O RY

Path Clarification• Leader defines what follower needs to do to gain outcomes• Leader clarifies follower’s work roles• Follower gains knowledge and confidence• Follower is motivated and shows increased effort• Organizational goals are achieved

Increase rewards• Leader finds out about follower’s needs• Leader matches follower’s needs to rewards if work

outcomes are accomplished• Leader increases value of work outcomes for follower• Follower is motivated and shows increased effort• Organizational goals are achieved