ORGMAN

• Leadership


  The ability and the process of influencing others to make them understand what needs to be done and to work at their best to accomplish the shared objectives
• Forms of leadership


  • Formal leadership
  • Informal leadership
• Formal leadership


  Influence over the people because of a person's appointed or elected position
• Informal leadership


  Influence over other people not because of a person's position, but due to his or her special skills or qualities as a person
• The nature of directing

  1. Clear vision and objectives

  2. Leader-Follower Relationship

  3. Influence of Persuasive Power
• Clear vision and objectives

  A leader must have a clear vision of the direction where the organization should go, formulate goals/objectives, clarify the goal, map out the path/strategy, and lead members to focus on reaching the target
• Leader-Follower Relationship


  Directing other people's behaviors and action requires developing and maintaining good working relationships between the leader and the member
• Influence of Persuasive Power

  Power is the ability to influence other people to do something that you want them to do. Types of power include expert power, referent power, and coercive power
• Traits Perspective


  • Ambition
  • Motivation
  • Honesty
  • Self-confidence
  • High need for achievement
• Behavioral Perspectives


  • High performing leaders
  • Low performing leaders
• Differences Between Leading and Managing

  Leaders are more concerned with long-term direction, crafting strategies, and empowering others, while managers are more concerned with short-term challenges, implementing strategies, and directing people
• Leadership Grid


  • Impoverished Management
  • Task Management
  • Middle-of-the-Road
  • Country Club
  • Team Management
• Leadership Styles based on the Leadership Grid

  • Autocratic style
  • Human relation style
  • Laissez faire Style
  • Democratic style
  • Middle-of-the-road style
• Additional Types of Leadership

  • Informal leadership
  • Charismatic leadership
  • Transactional leadership
  • Transformational leadership
• hImpoverished Management (I, II) Managers with this approach are low on both

  dimensions and exercise minimum effort to get

  the work done from subordinates.
• Task Management (9, 1) Also called dictatorial or perish style. Here,

  leaders are more concerned about production and

  have less concern for people.
• Middle – of-the – Road (5 ,5) This is basically a compromising style wherein

  the leader tries to maintain a balance between

  goals of a company and the needs of people.
• Country club (1,9) This is a collegial style characterized by low task

  and high people orientation where the leader

  gives thoughtful attention.
• Team management Characterized by high people and task focus, the

  style is based on McGregor’s theory Y and has

  been termed as most effective style according to

  Blake and Mouton.
• Autocratic style This refers to the task management, dictatorial style depicted in the

  grid area of (9,1)
• Laissez faire Stye This refers to the impoverished managerial style depicted in the grid

  area of (1, 1). This style has very low concern for task and people,

  or anything goes style.
• Democratic style This refers to the team management style depicted in the grid area

  of (9,9) this has both high concern for task and people.
• Informal leadership Refers to leadership found in informal

  organizations, in which the highest amount of

  influence and status is ascribed to an informal

  leader.
• Charismatic leadership This pertains to the leadership of those

  exceptional figures whose personal qualities

  and abilities make them capable of having a

  profound and extraordinary effect on their

  followers.
• Transactional leadership This pertains to a leader – follower relationship

  borne out of routine accomplishment of tasks

  and activities in the workplace.
• Transformational leadership This pertains to a leader – follower relationship

  that goes beyond routine accomplishment of

  task and activities, but widens to a more

  meaningful relationship wherein the leader is

  able to successfully influence followers to go

  beyond their self – interests for the good of

  other people.
• Expert power - A leader’s persuasive power may rest on his or

  her skills, competence, or special knowledge
• Referent power – a leader’s persuasive power may also come

  from his or her positive character or personality traits that the

  members admire
• Coercive power – the negative view of persuasive power is not

  for the self – satisfaction of a leader, or for his or her desire to

  control people.