Behavioral Theories Of Leadership PowerPoint Presentation Slides
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The document discusses various behavioral theories of leadership, detailing definitions, styles, and differences between leaders and managers. It emphasizes the importance of leadership qualities, various leadership styles such as autocratic, democratic, and laissez-faire, and introduces several theories like Fiedler's contingency model and Hersey-Blanchard's situational leadership. Additionally, it explores the significance of traits, skills, and approaches in achieving effective leadership and fostering an environment for team success.
![Based on Task vs People Emphasis
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Low High
Low
High
Low-task and low relationship
[ Free Rein Style ]
High relationship and low-task
[ Supporting Style ]
High task and high relationship
[ Participative Style ]
High task and low relationship
[ Autocratic Style ]
Peopleemphasis
Task emphasis](https://image.slidesharecdn.com/behavioraltheoriesofleadershippowerpointpresentationslides-190918095039/85/Behavioral-Theories-Of-Leadership-PowerPoint-Presentation-Slides-23-320.jpg)
Behavioral Theories Of Leadership PowerPoint Presentation Slides
- 1. Behavioral Theories of LEADERSHIP Your Company Name
- 2. 2 AGENDA 01 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 02 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 03 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 04 This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
- 3. 3 What is Leadership John C Maxwell Leadership is influence nothing more, nothing less. “ “
- 4. Definition of Leadership 4 Leadership is the process of influencing people and providing an environment for them to achieve team or organizational objectives. What is Leadership
- 6. Who is a Leader? 6 A leader is a person who has a vision, a drive and a commitment to achieve that vision, and the skills to make it happen
- 7. 7 Leadership Quotes If your actions inspire others to dream more, Learn more, do more and become more, You Are A Leader
- 8. 8 Leadership is unlocking people’s potential to become better. Leadership Quotes Bill Bradley
- 9. Ida Auken Leadership Quotes 9 When women leaders like me do not feel the inequality, we tend to forget that something is not working.
- 10. Difference Between Managers & Leaders 10 vs • Administer • Maintain • Control • Short term view • Ask How & when • Initiate • Accept the status quo • Do things right Managers • Innovate • Develop • Inspire • Long term view • Ask what & why • Originate • Challenge the status quo • Do right things Leaders
- 11. Leadership vs Management 11 Role Focus Approach Methodology Style / tone Outcome Visionary/ strategic thinker Define purpose/ set direction Create a mission statement Evaluate strengths, needs and marketplace Inspire people/foster commitment Reach long range goals and objectives Leadership Enterprise builder/ productivity expert Nurture organizational structure/establish systems and processes Deliver on the mission statement Organize teams, plan budgets, set timelines and maintain quality Develop talent/ solve problems Manage projects effectively and efficiently Management
- 12. Qualities of a Good Leader 12 • Shared Vision • Lead Change • Set Example • Inspire People • Empower People • Honest • Competent • Forward Looking
- 13. Formal and Informal Leadership 13 Informal leadership • Arises when a person without formal authority is influential in directing the behaviors of others. Although not formally appointed or elected he becomes a leader through his actions or personal attractions. Formal leadership • Occurs when a manager leads by exercising formal authority. • The exercise of formal authority through assigning duties derives, from the managers official position within the organization’s hierarchy of authority. • Any employee who is assigned a managerial position has the opportunity and responsibility to exercise formal leadership.
- 15. 15 LeadershipStyles basedonAuthority Based On Authority Retained Authoritarian Democratic Free –rein (Laissez faire) Consultative Persuasive
- 16. Leadership Styles Based On Authority 16 Styles of leadership Autocratic Do This! Laissez Faire Do this or that as you see fit Democratic What do you think we should do?
- 17. 17 Autocratic Leadership • Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders. • They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the managers. • It permits quick decision-making, as only one person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group. • High degree of dependency on the leader.
- 18. Autocratic Leadership Advantages & Disadvantages 18 • Subordinates are not informed about why they are asked to do a particular work • Subordinates are forced to follow the directions. • Depends entirely upon the efficiency of the leader. • Creative ideas are not utilized. • Organizational continuity is threatened Disadvantages of Autocratic Style of Leadership • Provides for quick decision-making • Subordinates like to work under centralized authority • Confidential matters can be kept secretly. • Less competent subordinates are required. Advantages of Autocratic Style of leadership
- 19. 19 Democratic Leadership • Consultative: Process of consultation before decisions are taken • Persuasive: Leader takes decision and seeks to persuade others that the decision is correct.
- 20. Democratic Leadership Advantages & Disadvantages 20 • It fits almost every business. • It often has solutions for complex problems. • It promotes a creative environment. • It builds strong teams. List of Advantages of Democratic Leadership Style VS • It tends to become apologetic. • It is time-consuming. • It takes long to process decisions. • It can seem to be uncertain. List of Disadvantages of Democratic Leadership Style
- 21. Laissez Faire Leadership A free rein leader does not lead, but leaves the group entirely to itself such a leader allows maximum freedom to subordinates, i.e. they are given a free hand in deciding their own policies and methods. 21
- 22. Laissez-faire Leadership Advantages & Disadvantages 22 • When team members have the skills to succeed. • When group members are experts. • When independence is valued. Benefits of Laissez- Faire Leadership • Lack of role awareness. • Poor involvement with the group. • Low accountability. • Passivity and avoidance. Downsides of Laissez- Faire Leadership
- 23. Based on Task vs People Emphasis 23 Low High Low High Low-task and low relationship [ Free Rein Style ] High relationship and low-task [ Supporting Style ] High task and high relationship [ Participative Style ] High task and low relationship [ Autocratic Style ] Peopleemphasis Task emphasis
- 24. Based on Assumptions About People 24 They are participative , trust subordinate and allow them to participate in decision-making. Theory Y They distrust people and believe in close supervision and tight control over the subordinates. Theory X Mc Gregor’s Theory
- 25. 25 Benevolent Authoritative Consultative Leadership Participate Leadership Exploitative Authoritative Likert'sStylesof Leadership
- 26. 26 Entrepreneurial Leadership • A charismatic personality that inspires others to do business with him. • A much stronger interest in dealing with customers than employees. • A strong dislike for bureaucratic rules and regulations. • Anxiety to consolidate business gains as quickly as possible.
- 27. Where leaders & followers are in some type of exchange relationship in order to get needs met Transactional Leadership
- 28. Transformational Leadership- 4 Components 28 Inspirational Motivation • Clear vision • Optimism • Inclusion • Productivity Individual Consideration • Mentorship • Empathy • Purpose • Strengths & skills Idealized Influence • Role model • Walk the walk • Enthusiasm & optimism • Embody values Intellectual Stimulation • Innovation • Creativity • Goals • Challenge
- 29. Transactional vs Transformational Leadership 29 Character, competence Commitment Long term Pride, self-esteem, etc. Less important Leader’s source of power Follower reaction Time Frame Rewards Supervision Pay, promotion, etc. Important Rank, position Compliance Short term Transactional TransformationalCategories
- 31. 31 Leadership Theories • Trait Theory • The Managerial Grid • Contingency Theory • Leader Behavior Theory
- 32. Trait Theory of Leadership 32 Personality Traits • Supervising ability • Intelligence • Initiative Abilities • Self-assurance • Decisiveness • Masculinity/ femininity • Maturity • Working class affinity Personal Traits • Need for occupational achievement • Self-actualization • Power over others • High financial rewards • Job security Motivators
- 33. What Makes a Leader 33 A Born Leader Development Maturity and Charisma Analytical Ability Contextualize Decisions Honesty and Integrity Self Confidence A Drive to Achieve A Desire to Lead
- 34. Traits and Skills (Leaders vs Non-Leaders) 34 Traits • Adaptable to situations • Alert to social environment • Ambitious, achievement oriented • Assertive • Cooperative • Decisive • Dependable • Dominant (power motivation) • Energetic (high activity level) • Persistent • Self-confident • Tolerate of stress • Willing to assume responsibility Skills • Clever (intelligent) • Conceptually skilled • Creative • Diplomatic and tactful • Fluent in speaking • Knowledgeable about the work • Organized (administrative ability) Persuasive • Socially skilled
- 35. Behavioral Theory of Leadership 35 Trait Theory Leader are born, not made. Behavioral Theory Leadership behaviors can be taught. VS
- 36. Managerial Grid 36 Middle of the Road Management Team ManagementCountry Club Management Task ManagementImpoverished Management(1.1) (1.9) (9.1) (9.9) 1 2 3 4 5 6 7 8 9 987654321 Concern for Production ConcernforPeople (5.5)
- 37. 37 Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings. Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. Behavioral Theory Studies-Ohio State Studies
- 38. University of Michigan Studies 38 Employee-oriented Emphasizing interpersonal relations, taking a personal interest in the needs of employees and accepting individual differences among members. Production-oriented Leader One who emphasizes technical or task aspects of the job.
- 39. 39 Fiedler Model Hersey and Blanchard's Situational Theory Leader Member Exchange Theory Leader Participation Model Path Goal Theory ContingencyTheories &SituationalTheories ofLeadership Contingency Theories 03 02 01 04 05
- 40. 40 • Behaviour of leader depends upon characteristic of situation leader is in. • Implies under what conditions will employee oriented leadership will be effective and under what type of conditions production oriented leadership be more effective. Contingency Theory
- 41. 41 • The theory that effective groups depends upon a proper match between a leader’s style of interesting with subordinates and the degree to which the situation gives control and influence to the leader. • There are basically three steps in the model. a. Identifying leadership style b. Defining the situation c. Matching leaders and situations Fiedler's Model
- 42. Favorable Moderate Unfavorable Performance Good Poor Task oriented Relationship oriented Fiedler's Contingency Model 42 Category 1 2 3 4 5 6 7 8 Leader member relations Good Good Poor Poor Good Good Poor Poor Task structure High High Low Low High High Low Low Position power Strong Weak Strong Weak Strong Weak Strong Weak
- 43. Least Preferred Co-worker (LPC) Scale 43 Least Preferred Co-worker (LPC) Scale Scale Pleasant 8 7 6 5 4 3 2 1 Unpleasant Friendly 8 7 6 5 4 3 2 1 Unfriendly Rejecting 8 7 6 5 4 3 2 1 Accepting Tense 8 7 6 5 4 3 2 1 Relaxed Cold 8 7 6 5 4 3 2 1 Warm Supportive 8 7 6 5 4 3 2 1 Hostile Boring 8 7 6 5 4 3 2 1 Interesting Quarrelsome 8 7 6 5 4 3 2 1 Harmonious Scoring Your final score is the total of the numbers you circled on the 18 scales 57 or less = low LPC (Task motivated) 58-63 = Middle LPC (socio-independent leaders, task or with how others view them) 64 or above = High LPC (motivated by relationship)
- 44. 44 Leader- member relations Good Poor Task Structure High Structure Low Structure High Structure Low Structure Position power Strong power Weak power Strong power Weak power Strong power Weak power Strong power Weak power Preferred leadership Style 1 2 3 4 5 6 7 8 Low LPCs Middle LPCs High LPCs Low LPCs Contingency Model
- 45. 45 The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the groups or organization. Path Goal Theory Goals
- 46. Path Goal Theory 46 Environment Contingency factors • Task Structure • Formal authority system • Work group Subordinate contingency factors • Locus of control • Experience • Perceived ability Outcome • Performance • Satisfaction Leader behavior • Directive • Participative • Achievement oriented • Supportive
- 47. 47 Path-Goal Leadership • Defines Goals • Clarifies path • Removes Obstacles • Provides support Path Goal Theory Goal(s)(Productivity)Subordinates Obstacle(s) Path Path
- 48. How Path Goal Theory Works 48 Subordinate behavior Task characteristics Leadership behavior Autonomous Need for control need for clarity High expectations Need to excel Unsatisfied Need affiliation need human touch Dogmatic Authoritarian Ambiguous Unclear Unstructured complex Ambiguous Unclear rules Complex Ambiguous Challenging Complex Repetitive Unchallenging Mundane & mechanical Directive Leadership Provides guidance and psychological structure Supportive Leadership Provides nurturance Participative Provides involvement Achievement oriented Provides challenges
- 49. Hersey & Blanchard's Situational Leadership (SLT) 49 Directive behavior Supportivebehavior S1Directing S2CoachingS3 Supporting S4 Delegating Share ideas and facilitate in decision making Explain decisions and provide opportunity for clarification Provide specific instructions and closely supervise performance Turn over responsibility for decisions and implantation
- 50. Four Leadership Styles (Hersey & Blanchard) 50 The leader define the roles needed to do the job and tells followers what, where, how, and when to do the tasks. The leader provides followers with supportive instructions, but is also supportive. The leader and followers share in decisions about how best to complete a high-quality job The leader provides little specific, close direction or personal support to followers. Telling Selling Participating Delegating
- 51. Leader-Member Exchange Theory 51 Subordinate D Subordinate E Subordinate F Subordinate A Subordinate B Subordinate C Leader Trust Highinteractions Formal Relations Ingroup Outgroup Personal Compatibility, Subordinate and/or Extroverted Personality
- 53. Normative Decision Model (Vroom & Yetton) 53 Autocratic I (AI) Autocratic II (AII) Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed. Consultative I (CI) Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone. Consultative II (CII) Leader shares problem with group members collectively, but makes decision alone Group II (GII) Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision. Leader solves the problem along using information that is readily available to him/her
- 54. Autocratic Decision Consultative Decision Joint Decision Delegated Decision Participative Leadership 54 No participation by followers High participation by followers Continuum Of Decision Procedures
- 55. Participative Leadership Process 55 Facilitate the conversation. Openly share information and knowledge. Encourage people to share their ideas. Synthesize all the available information. Take the best possible decision. Communicate their decision back to the group. How Participative Leaders Operate
- 56. Four Types of Participative Decision Making 56 Autocratic participative decision-making implies that while possible solutions are brainstormed collectively, the responsibility of taking the final decision is still on the leader alone. Democratic or participative leadership encourages participation of all members, but the final decision is taken by the leader. Consensus decision-making is a leadership style where the leader gives up control and responsibility of decision-making, leaving it entirely to the group. Collective decision-making is a form of leadership style where all decision are taken by the group, and the responsibility for these decisions are also entirely on the group. Participative decision- making styles Democratic Consensus Collective Autocratic
- 58. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Vision This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Mission Goal This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 58 Vision & Mission
- 59. JohnDoe JasminSmith JohnDoe TomTorres Meet Our Team EditorGraphic designerManagerCEO
- 60. 60 ABOUT US Professional This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Creative This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Talented This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
- 61. 61 Our Main Goals Satisfaction CommunicationValues
- 62. Positive Factors • This slide is 100% editable. • Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. • Adapt it to your needs and capture your audience's attention. Negative Factors • This slide is 100% editable. • Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. • Adapt it to your needs and capture your audience's attention. Comparison 62
- 63. Dashboard 63 0 10 20 30 40 50 60 70 80 90 100 110 High Speed on This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 80%
- 65. 65 2013 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2014 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2015 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2016 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Today This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Timeline
- 66. Post it 66 01 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 02 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 03 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 04 This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
- 67. NEWSPAPER xxxxxxx xxxxx xxxxx This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Born to Leadership This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Newspaper 67
- 68. Puzzle Pieces 68 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 01 02 03 04
- 69. Target Achievement 69 Adapt it to your needs and capture your audience's attention. Achievement 1 Adapt it to your needs and capture your audience's attention. Achievement 2
- 70. 70 • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Venn
- 71. Mind Map 71
- 72. Lego 72 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
- 73. 73 Silhouettes This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
- 74. Bar Graph 74 50% 65% -15% -9% 40% 50% -19% -2% -30% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% Product 02 Product 01 This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
- 75. Hierarchy 75 This slide is 100% editable. This slide is 100% editable. This slide is 100% editable. This slide is 100% editable.
- 76. Funnel 76 01 02 03 04 05 06 07 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
- 77. Pie Chart 77 40% 75% This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
- 78. Financials 78 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 60% 55% 43% 30% This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
- 79. 79 THANK YOU Contact Number: 0123456789 Email Address: emailaddress@123gmail.com Address: # street number, city, state