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picture1_Leadership Ppt 73557 | F1b  Basic Leadership


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File: Leadership Ppt 73557 | F1b Basic Leadership
a introduction leadership management contrasted management leadership 1 management is about coping leadership is about coping with with complexity change 2 brings about order and establishes direction by consistency through ...

icon picture PPTX Filetype Power Point PPTX | Posted on 01 Sep 2022 | 3 years ago
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    A. Introduction
           LEADERSHIP & MANAGEMENT CONTRASTED
                Management                         Leadership
             1 Management is about coping          Leadership is about coping with 
                with complexity                    change
             2 Brings about order and              Establishes direction by 
                consistency through rigid          developing a vision; align 
                organizational structures, formal  people with vision, and inspire 
                plans; monitor results against     them to overcome hurdles
                plan
             3 Management derives its              Leadership derives its authority 
                authority from designated          from its inherent special 
                formal ranks                       qualities and attributes
             4 Management implements the           Leadership provides vision and 
                visions and strategies of          strategies
                leadership
             5 Not all managers are leaders        Not all leaders are managers
            B. LEADERSHIP - DEFINITION
             The ability to influence people to willingly follow 
             one’s guidance or adhere to one’s decision
             The ability to influence a group toward the 
             achievement of goals
             C. TRAIT THEORIES
             Trait Theories are theories that seek to define personal 
                qualities
               and characteristics that distinguish leaders from non 
                leaders.
             Behavioural  scientists  have  sought  to  differentiate 
                leaders  from  non-leaders  by  observing  certain 
                characteristics  or  traits  that  seem  to  permeate 
                Attitudinal traits    Social traits         Physical x’tics
                popular leaders. E.g.,
                Ambition              Tact                  Height
                Energy                Patience              Weight
                Self-confidence       Sympathy              Charisma
                Knowledge
           C. TRAIT THEORIES
        About 20 different research studies identified almost 
           80 leadership traits but only five of these traits were 
           common to four or more of the investigations.
        It was concluded that no set of traits could always 
           differentiate leaders from followers; effective leaders 
           from ineffective leaders.
        However, some traits were found to be consistently 
           associated with leadership. E.g.,
            Ambition
            Energy
            Desire to lead
            Self-confidence
            Intelligence
            Knowledge
            Self-monitoring  (Highly  flexible  and  ability  to  adapt  to 
             different situations)
       C. TRAIT THEORIES
       Some traits increase the likelihood of success as a 
        leader but no single trait guarantees success.
       There  are  no  universal  traits  that  predict 
        leadership in all situations.
       Traits may predict the appearance of leadership, 
        rather  than  distinguish  between  effective  and 
        ineffective leaders.
       The fact that a person exhibits traits, and others 
        consider that person a leader, does not mean the 
        leader is successful at getting goals achieved.
       Q. How would you describe an unsuccessful leader?
       - An ineffective leader or a non-leader?
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...A introduction leadership management contrasted is about coping with complexity change brings order and establishes direction by consistency through rigid developing vision align organizational structures formal people inspire plans monitor results against them to overcome hurdles plan derives its authority from designated inherent special ranks qualities attributes implements the provides visions strategies of not all managers are leaders b definition ability influence willingly follow one s guidance or adhere decision group toward achievement goals c trait theories that seek define personal characteristics distinguish non behavioural scientists have sought differentiate observing certain traits seem permeate attitudinal social physical x tics popular e g ambition tact height energy patience weight self confidence sympathy charisma knowledge different research studies identified almost but only five these were common four more investigations it was concluded no set could always follow...

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