Documente Academic
Documente Profesional
Documente Cultură
Presented
By
04/29/09
education.master@yahoo.com
A Leadership Story
A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port The leaders organise the la!our into efficient units and monitor the distri!ution and use of capital assets " progress is e#cellent The leaders continue to monitor
education.master@yahoo.com
04/29/09
Then$ one day amidst all the hustle and !ustle and activity$ one person clim!s up a near!y tree The person surveys the scene from the top of the tree And shouts down to the assembled group below rong ay!" #$tory adapted %rom $tephen &o'ey #2004( )he $e'en *abits o% *ighly +%%ecti'e ,eople" $imon - $chuster(.
A Leadership Story
%&anagement is doing
04/29/09 education.master@yahoo.com 1
Leadership Attri!utes
Leadership Attri!utes
(motional
Trust )onfidence *espect )ommitment )haracter )ourage Passion
*ational
)ommunicator +eneral ,nowledge Technical Skills (#ample *isk Taker
(thical
-onesty .ntegrity (/uita!le &oral
04/29/09
education.master@yahoo.com
04/29/09
education.master@yahoo.com
)hange Leadership
The most challenging aspect of !usiness is leading and managing change The !usiness environment is su!ject to fast1paced economic and social change &odern !usiness must adapt and !e fle#i!le to survive Pro!lems in leading change stem mainly from human resource
education.master@yahoo.com
04/29/09
10
)hange Leadership
Leaders need to !e aware of how change impacts on workers0 Series of self1esteem states identified !y Adams et al and cited !y +arrett
Adams6 7. *ayes6 7. and *opson6 ..#eds( #1943( )ransition8 understanding and managing change personal change 9ondon6 :artin ;obertson <arrett6 =. #1994( :anaging &hange in $chool leadership %or the 21st century .rett /a'ies and 9inda +llison6 9ondon6 ;outledge
04/29/09
education.master@yahoo.com
11
!. Immo"ilisation as rumours of the change circulate, the individual feels some sense of shock and possible disbelief so much so that they deem it worthy of doing nothing. 2. inimisation: !s the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them. 3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation. 4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to accept the inevitable. ear of the future is a feature of this stage. 5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change. 6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them self esteem begins to rise. 7. Internalisation: the change is understood and adopted within the individuals own understanding they now know how to work with it and feel a renewed sense of confidence and self esteem.
&hange 9eadership
04/29/09
education.master@yahoo.com
12
Theories of Leadership
04/29/09
education.master@yahoo.com
11
Theories of Leadership
Trait theories0
A Trait Approach789::1 89;:s<0 Leaders are !orn$ not made The focus of early leadership research was to find personal traits that distinguished leaders from followers
14
Theories of Leadership
Trait theories0
Are such characteristics inherently gender !iased= Do such characteristics produce good leaders= .s leadership more than just !ringing a!out change= Does this imply that leaders are !orn not !red=
04/29/09
education.master@yahoo.com
12
)riticism
The search was not successful118::s of studies lead to the conclusion that there was no such set of personal characteristics that !y themselves distinguished leaders from non1leaders A few traits such as a!ove average intelligence$ responsi!ility$ self confidence$ and persistence were associated with leaders$ !ut they are not sufficient e#planations Later studies of leadership characteristics led to the conclusion that there were a few general traits that were associated with effective leadership such as self1 04/29/09 education.master@yahoo.com confidence$ stress tolerance$ emotional 13
Theories of Leadership
Behavioural0
.mply that leaders can !e trained " focus on the way of doing things Structure !ased !ehavioural theories " focus on the leader instituting structures " task orientated *elationship !ased !ehavioural theories " focus on the development and maintenance of " process orientated 04/29/09 relationships education.master@yahoo.com
14
Theories of Leadership
)ontingency Theories0
Leadership as !eing more fle#i!le " different leadership styles used at different times depending on the circumstance Suggests leadership is not a fi#ed series of characteristics that can !e transposed into different conte#ts
But the thorny questions are what traits or styles with what situations 2hat are the !asic situations= 2hat are the !asic styles= 04/29/09 education.master@yahoo.com 2hat are the matches that lead to effectiveness=
15
19
04/29/09
education.master@yahoo.com
20
Theories of Leadership
Transformational0
2idespread changes to a !usiness or organisation
*e/uires0
Long term strategic planning )lear o!jectives )lear vision Leading !y e#ample " walk the walk (fficiency of systems and processes
04/29/09
education.master@yahoo.com
21
Theories of Leadership
.nvitational Leadership0
.mproving the atmosphere and message sent out !y the organisation 4ocus on reducing negative messages sent out through the everyday actions of the !usiness !oth e#ternally and$ crucially$ internally *eview internal processes to reduce these Build relationships and sense of !elonging and identity with the organisation " that gets communicated to customers$ 04/29/09 etc education.master@yahoo.com 22
Theories of Leadership
Transactional Theories0
4ocus on the management of the organisation 4ocus on procedures and efficiency 4ocus on working to rules and contracts &anaging current issues and pro!lems
04/29/09
education.master@yahoo.com
21
04/29/09
education.master@yahoo.com
24
)onclusion
%The most effective leaders make no demands$ they just define and communicate the course$ provide resources$ and get in front of the team'
(ffectiveness
Leader effectiveness depends on the appropriate matching of leadership !ehavior with the situation
04/29/09 education.master@yahoo.com 22
8 (ffectiveness depends upon matching leadership !ehavior style with the maturity of the group in a specific situation B *emem!er knowing and doing are different things C Leaders must develop fle#i!ility to change style D &atching style and situation is not the only leadership role> group development is another important role$ that is$ moving the group to readiness and responsi!ility is also an leadership role 04/29/09 education.master@yahoo.com
23
24