Lecture 2 : Mangaement and Leading
by skuyler lobo
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