YES "WE"CAN TOO!!!

YES "WE"CAN TOO!!!
Becoming Successful



The A-B-C of OUR DREAMS

Achieve Your Dreams through Alphabet

GRADUATE SCHOOL

COURSE TITLE :
Rural Development 505

COURSE DESCRIPTION:
Advance Theories and Strategies of Change

PROFESSOR :
Dr. Imelda V. Iglesias

GRADUATE STUDENT :
Joni Y. Viado

SCHOOL YEAR :
First Semester 2007

TOPIC :
LEADERSHIP

LEADERSHIP

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Ten Leadership Definitions: Worth Remembering

Definition





LEADERSHIP V I D E O S

TYPES OF LEADERSHIP

TYPES OF LEADERSHIP

Authoritarian Leadership

(Autocratic)

Authoritarian leaders provide clear expectations for what needs to be done, when it should be done, and how it should be done

There is also a clear division between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group.

Researchers found that decision-making was less creative under authoritarian leadership. Lewin also found that it is more difficult to move from an authoritarian style to a democratic style than vice versa. Abuse of this style is usually viewed as controlling, bossy, and dictatorial.

Authoritarian leadership is best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group.

Participative Leadership

(Democratic)

Lewin’s study found that participative (democratic) leadership is generally the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. In Lewin’s study, children in this group were less productive than the members of the authoritarian group, but their contributions were of a much higher quality.

Participative leaders encourage group members to participate, but retain the final say over the decision-making process. Group members feel engaged in the process and are more motivated and creative.

Delegative

(Laissez-Fair)

Researchers founds that children under delegative (laissez-fair) leadership were the least productive of all three groups. The children in this group also made more demands on the leader, showed little cooperation, and were unable to work independently.

Delegative leaders offer little or no guidance to group members and leave decision-making up to group members. While this style can be effective in situations where group members are highly qualified in an area of expertise, it often leads to poorly defined roles and a lack of motivation.

CHARACTERISTICS OF A SUCCESFULL LEADERSHIP STYLE

CHARACTERISTICS OF A SUCCESFULL LEADERSHIP STYLE

Much is written about what makes successful leaders. The ff characteristics, traits and actions are the key.

• Choose to lead. (Current article - you are here.)

• Be the person others choose to follow.

• Provide vision for the future.

• Provide inspiration.

• Make other people feel important and appreciated.

• Live your values. Behave ethically.

• Set the pace through your expectations and example.

• Establish an environment of continuous improvement.

• Provide opportunities for people to grow, both personally and professionally.

• Care and act with compassion.

TRAITS WITH POSITIVE IMPLICATIONS FOR SUCCESSFUL LEADERSHIP

TRAITS WITH POSITIVE IMPLICATIONS FOR SUCCESSFUL LEADERSHIP

1. Energy and adjustment or stress tolerance: Physical vitality and emotional resilience.

2. Pro-social power motivation: A high need for power exercised primarily for the benefit of others.

3. Achievement orientation: need for achievement, desire to excel, drive to success, willingness to assume responsibility, concern for task objectives.

4. Emotional maturity: Well-adjusted, does not suffer from sever psychological disorders.

5. Self-confidence: General confidence in self and in the ability to perform the job of a leader.
6. Integrity: Behavior consistent with espoused values; honest, ethical, trustworthy.

7. Perseverance or tenacity: Ability to overcome obstacles; strength of will.

8. Cognitive ability, intelligence, and social intelligence: ability to gather, integrate, and interpret information; intelligence; understanding of social setting.

9. Task-relevant knowledge: knowledge about the company, industry, and technical aspects.

10. Flexibility: Ability to respond appropriately changes in the setting.

LEADERSHIP THEORIES

LEADERSHIP THEORIES

1. “Great Man” Theories: Great Man theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.

2. Trait Theories: Similar in some ways to “Great Man” theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership

3. Contingency Theories: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation.

4. Situational Theories: Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making.

5. Behavioral Theories: Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.

6. Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.

7. Management Theories: Management theories (also known as “Transactional theories”) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished.

8. Relationship Theories: Relationship theories (also known as “Transformational theories”) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. These leaders often have high ethical and moral standards.

4 E's of LEADERSHIP

4 E's of LEADERSHIP

Envision

Energize

Empower

Enable

Leadership build BRIDGES

B-uild a working environment

R-esponsive & responsible

I-ncrease in productivity

D-develop shared values

G-reater involvement & collaboration

E-ncourage & enable

S-uperior service



HIGH PERFORMING LEADERS

LEADERS ARE NOT JUST MANAGERS

JUST
LEADERS ARE NOT ^ MANAGERS


MANAGERS The LEADER
>direct > empowers
>administers & maintain > innovates & develops
>focuses on systems > focuses on people
& structures
>implements tech > harmonizes tech
>relies oncontrol > inspires trust
>has a short-range > long-range view
perspective
>asks how & when > asks what & why
>imitates > originates
>accepts the status quo > challenges it
>does things right > does the right thing

The Essence of LEADERSHIP

"A leader is best
When people hardly know he exists.
Not so good when they obey and acclaim him
Worse when they despise him.
But of a leader who talks little,
When his work is done
His aim fulfilled,
The people will say
We did it ourselves."

- Lao Tzu



The Essence of LEADERSHIP

Leadership is not the art of bossing around....

..... At the end of the task the people will rejoice and celebrate their good performance in teh spirit of "We all did it! We did it!"


LEADERSHIP QUOTES

THE ORGANIZATION

THE ORGANIZATION

Intro & Definition

Edgar Schein

4 Characteristics common to all Organizations

1. Coordination of Effort

2. Common goal of Purpose

3. Division of Labor

4. Hierarchy of Authority

Organizational Conflict

Organizational Motivation

Maslow and Herzberg Model Compared

The VROOM Model

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