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qualities characteristics Theories that consider personal: that differentiate leaders from nonleaders. personality factors, Inborn or innate qualities and characteristics make someone a leader: physical factors, intelligence factors & so on. ... Trait Theories of Leadership Trait theory focuses...

qualities characteristics Theories that consider personal: that differentiate leaders from nonleaders. personality factors, Inborn or innate qualities and characteristics make someone a leader: physical factors, intelligence factors & so on. ... Trait Theories of Leadership Trait theory focuses exclusively on the: leader and neglects the follower. Desire to Lead, Self Confidence, Social, Decision Making Skills, Authentic leaders know who they are, know what they believe in and value, and act on those values - 0 ob Relevant Knowledge, - For example: Authentic Leadership: and beliefs openly and candidly. Emotional Intelligence, Extroversion, Their followers consider them ethical people = providing honest, frequent, and accurate information, are seen as more effective. Intelligence, Ethics and Leadership: Leaders who treat their followers with: fairness, especially by: Ethical Leaders: Responsible Leadership: Openness, Honesty & Integrity, A leadership style marked by going beyond the leader’s own self-interest Ambition & Energy Servant Leadership: and instead focusing on opportunities to help followers grow and develop. Theories proposing that specific behaviors differentiate leaders from nonleaders. Followers who trust a leader are confident their rights and interests will not be abused. Based on belief that great leaders are made, not born. Trust and Leadership: -> Integrity, benevolence, and ability are the signs of trust worthiness. Behavioral Theories of Leadership A mentor is a senior employee who sponsors and supports a[ less-experienced employee. Ju O Mentoring: Leading for the Future: can learn to become leaders through teaching and observation. -Leadership is shown by the acts, it results from effective role behavior. Positive Leadership - Present ideas clearly unique behavioral aspects enabled to be effective leadership. Listen well Empathize leader’s style of interacti with subordinates Mentoring Activities: Share Experiences The theory that effective groups depend on a proper match between a: Act as role model * and the degree to which the situation gives control -- =O Share contacts L T Complacency in leadership refers to a leader's tendency to become overly satisfied with the current state of affairs, leading to a lack of innovation or proactive problem-solving. It can hinder growth and responsiveness to challenges. and influence to the leader. Fiedler Contingency Model: Provide political guidance - Leaders and their teams often reach a point where it’s easier to continue along the path of least resistance than it is to push forward towards growth and innovation. ---L While resting comfortably on a plateau can seem easier than to keep driving upwards, the real challenge is to resist that complacency. Problem-solving and negotiation are essential skills that leaders, teams, and individuals should master regardless of the sector, type or size of their organization. 1.Leader 10. Leadership Complacency: The effectiveness of the leadership depends upon: Contingency Theories of Leadership [ This crushes creativity, and leaves leaders too focused on the short-term. L 2. Task structure: T L 3. Position power: I 1. Identify your Leadership Styles [ Innovation for innovation's sake: Good leaders and their people must first master problem solving, collaboration, negotiation, and strong leadership skills. Finally, should they turn to innovation. Basic steps to Fiedler’s Contingency Model - - which may indicate leadership readiness. - - have in their leader. It is the degree to which the job assignments are procedurized (means, structured or unstructured). It is the degree of influence a leader has over power variables make attributions of heroic This theory states that followers: For maximum leadership effectiveness, or extraordinary leadership abilities when they observe certain behaviors. Charismatic Leadership: = > Max Weber defined charisma-from Greek for “gift”- as “a certain quality of an individual personality, Personality tests can reveal candidates higher in extraversion, conscientiousness, and openness, - by virtue of which he or she is set apart from ordinary people - Hire candidates who exhibit transformational leadership * qualities Hire candidates whom you believe are ethical and trustworthy for management roles and train current managers in your organization’s ethical standards in order to increase leadership effectiveness. and treated as endowed with supernatural, superhuman, - or at least specifically exceptional powers or qualities” Leadership: Implications for Managers Leaders believe that the followers always need constant - follower always Autocratic: as organizations have become less stable and predictable, s trong bonds of trust are replacing bureaucratic rules in defining expectations and relationships. such as: hiring, firing, discipline, promotions, and salary increases. 2. Identify your Situation - ensure that your preferences on the initiating structure and who have demonstrated success in working through others to meet a long-term vision. T trust, and respect members L - 3.Determine the Best Leadership Style Inter - > and consideration dimensions are a[ match for your work dynamics and culture. 3 It is the degree ofL confidence, T 1. Leader–member relations: 7 L L -only - - When leaders push innovation first and foremost, they are throwing their people into an “innovate first/assess later” 7mindset. X ~ - leadership effectiveness. We can assess the situation in terms of three contingency or situational dimensions: Over control: - 3. Situation the leader’s style for there to be Challeneges to Effective Leadership Many leaders lack the ability to truly delegate effectively. - 2. Followers organizational situation A match must be found between the: Lack of Problem-Solving and Negotiation Skills: However, these skills are not typically taught in a way that enables: The adapted Leadership style therefore is situational. This theory suggests that Managers: The leader faces a decision to stay stagnant or push forward. true understanding, successful application, and positive outcomes. adapt their respective leadership style depending on specific situations they are in. and direct supervision or else they would not operate effectively. Seek to develop trusting relationships with followers because, Coercive: Leaders demand immediate obedience or compliance. need Charismatic leaders inspire others through their compelling vision, confidence, and dynamic personality. They often build strong connections and motivate teams to achieve shared goals. E leader to be there all about control (use fear-punishment to get Leader's work “by the book”. Consider investing in leadership training8such as formal courses, workshops, and mentoring. - Bureaucratic: - They want their staff to follow procedures precisely. - Leadership Styles: Democratic: Provides subordinates with the opportunity to participate in the decision-making process Transactional: => Contemporary Theories of Leadership Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. These leaders inspire followers to rise above their self-interests for the good of the organization Transformational: and can have an extraordinary effect on their followers. P Full Range of Leadership Model: things done)