2. WHAT IS THE SAME THING BETWEEN THEM??

3.  Leading people  Influencing people  Commanding people  Guiding people  Leadership is the influencing process of leaders and followers to achieve organizational objectives through change. WHAT IS LEADERSHIP?

4.  Power  A fundamental understanding of people  Ability to inspire followers to apply their full capabilities  The leader’s style and the development of a conducive organizational climate INGREDIENT OF LEADERSHIP

5. INFLUENCING  The process of affecting other’s attitudes and behavior to achieve an objective. 9-4

6. FORMAL AND INFORMAL LEADERS Formal Leader: A member of an organization who is given authority to influence other organizational members to achieve organizational goals. Informal Leader: An organizational member with no formal authority to influence others, but who has special skills or talents to influence others.

7. LEADER ATTRIBUTES  Intellectual Traits;  Judgmental ability  Knowledge  Verbal abilities  Personality Traits;  Alertness  Originality  Personal integrity  Self confidence  Creativity  Emotional balance  Diplomacy  Physical Traits  Supervision Ability

8. VS.  Planning & Budgeting Targets/Goals  Organizing & Staffing  Controlling & Problem Solving  Focus on things  Do things right  Formal authority  Change  Setting Direction -Visions  Aligning People  Motivating “Inspiring/Moving”  Focus on people  Do the right things  Influence  Personal Charisma Rational Intuitive ManagersLeaders

9.  Autocratic TYPE OF LEADERSHIP Leader Follower

10.  Leader makes decisions without reference to anyone else  High degree of dependency on the leader  Can create de-motivation and alienation of staff  May be valuable in some types of business where decisions need to be made quickly and decisively AUTOCRATIC

11.  Democratic TYPE OF LEADERSHIP Leader Follower

12.  Encourages decision making from different perspectives –leadership may be emphasized throughout the organisation  May help motivation and involvement  Workers feel ownership of the firm and its ideas  Improves the sharing of ideas and experiences within the business  Can delay decision making DEMOCRATIC

13. LAISSEZ-FAIRE OR FREE REIN Leader Follower

14.  ‘Let it be’ – the leadership responsibilities are shared to the subordinates  Can be very useful in businesses where creative ideas are important  Can be highly motivational, as people have control over their working life  Can make coordination and decision making time-consuming and lacking in overall direction  Relies on good subordinates LAISSEZ-FAIRE

15.  The Trait theories  Leadership is rooted in the characteristic that certain individuals posses  Set characteristics that determine good leader  Are such characteristics inherently gender biased?  Do such characteristics produce good leaders?  Does this imply that leaders are born not bred? THEORIES OF LEADERSHIP Self confidence Knowl edge Charis ma Drive Honesty & Integrity

16.  The Behavioral theory  Imply that leaders can be trained – focus on the way of doing things  Structure based behavioural theories – focus on the leader instituting structures – task orientated  Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated THEORIES OF LEADERSHIP

17.  The Contingency Theory  Leadership as being more flexible – different leadership styles used at different times depending on the circumstance.  Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts  May depend on:  Type of staff  History of the business  Culture of the business  Quality of the relationships  Nature of the changes needed  Accepted norms within the institution THEORIES OF LEADERSHIP

18. TRANSACTIONAL VS. TRANSFORMATIONAL LEADERSHIP  Transactional : Leadership that motivates followers by exchanging rewards for high performance and noticing and reprimanding subordinates for mistakes and substandard performance.  Transformational : Leadership that inspires followers to trust the leader, perform behaviors that contribute to the achievement of organizational goals, and perform at a high level.

19. CHARACTERISTICS OF TRANSACTIONAL LEADERS  Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.  Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.  Management by Exception (passive): Intervenes only if standards are not met.

20. CHARACTERISTICS OF TRANSFORMATIONAL LEADERS  Charisma: Provides vision and sense of mission, instills pride, gains respect and trust.  Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.  Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.  Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

21. TransformationalLeadership Creating a Vision Communicating the Vision BuildingCommitment Modelling TRANSFORMATIONAL LEADERSHIP ELEMENTS

22. Transactional Leadership Motivating for performance at expected levels Initiating structure to clarify roles and tasks Stressing the link between reward and goal achievement. Uses agreed upon performance to motivate Transformational Leadership Motivating for performance beyond expectations Inspiring for missions beyond self interest. Instilling confidence to achieve performance Performance beyond expectations Transformational Leadership Goes Beyond Transactional Leadership

23.  Another term for PEER BASED ORGANIZATION  Grow from a thinking that, with ‘LEADER’ position, we create a dychotomy:  One of a leaders – a select and privilege few  One of a followers – the vast majority  ‘LEADER’ create RANK in position  can immotivate members/subordinates  In Peer based Organization  Openness  Transparency  Competence  Alignment ‘LEADERLESS’ ORGANIZATION

24. @iamelia THANK YOU