Lecture 2 : Mangaement and Leading

1. Leader A person who inspires, develops and mentors people. Leadership “The ability to persuade others willingly to behave differently”                         “Process of influencing people – getting them to do their best to achieve a result”                          “Involves developing and communicating a vision for a future”

2. The process of directing, controlling, motivating, and inspiring staff toward the realization of stated organizational goals.

3. Four Leadership Styles

4. - Delegating - Participating - Selling - Telling

5. PATH – GOAL LEADERSHIP

6. - Effective leaders motivate employees by helping them understand that their needs and expectations can be fulfilled.   - An effective leader adjusts and adapts their style according to the situation and can use one or more style

7. Type of Leaders  (Transactional, Transformational, Charismatic)

8. LEADER AS A COACH

9. Coaching is the process of developing and enhancing employees’ job competencies and capabilities through constructive suggestions and encouragement Mentoring is the process of passing on the job expertise, skill and knowledge in order to develop a protégé -Master and Student relationship

10. COACHING CAPABILITIES • Trust building • Empathy • Active Listening • Influence tactics   • Set Goals • Monitor performance • Feedback (+ve and –ve) • Encourage Positive Actions  • Discourage Negative Actions

11. MOTIVATION

12. Positively inducing subordinates to perform better.

13. McGregor’s Theory X and Y

14. BY SKUYLER LOBO STUDENT ID: 918256  Bsc. Hons Management

15. TRAIT THEORY

16. 1. Leaders hips defined in terms of traits. 2. Trait theories assume certain measurable characteristics

17. Adar’s list of qualities • Enthusiasm • Confidence  • Toughness • Integrity • Warmth • Humility

18. LEADERSHIP BEHAVIOUR

19. • Behavioral theories attend only to observable behavior and how leaders act • Two Dimensions of a Leadership

20. Situational and Contingency Approaches emphasize contextual factors to leadership effectiveness

21. Contingent Leadership

22. - Fiedler – The type of leadership exercised depends on the situation and the ability of the leader

23. SITUATIONAL LEADERSHIP MODEL

24. A leader is expected to use the appropriate style based on the subordinates readiness and willingness to be led by other

25. - Theory X is managerial orientation that views employees as lazy, self-interested, and requiring control and coordination - Theory Y is managerial orientation that views employees as motivated by feelings of self-worth, and seek autonomy, fulfilment, and meaningfulness at work

26. Maslow’s Hierarchy of Needs

27. - Self-Actualization - Esteem Needs - Belongingness and Love needs - Safety Needs - Psychological Needs