Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Theory
Leadership
Reported
by: Mrs
Elnora
Argota
Principles of Leadership
Know yourself and seek self-improvement
Be technically proficient
Seek responsibility and take responsibility
for your actions
Make sound and timely decisions
Set the example
Know your people and look out for their
well-being
Keep your workers informed
Environment
Every organization has a particular work
environment, which dictates to a
considerable degree how its leaders
respond to problems and opportunities.
This is brought about by its heritage of
past leaders and its present leaders.
Leadership Theories
The goal is to be at
least in the Middle of
the Road but
preferably a Team
Leader that is, to
score at least between
a 5,5 to 9,9. In
addition, a good leader
operates at the
extreme ends of the
two scales, depending
upon the situation.
Leadership Myths
Reported by:
Eulogia
Marcellones,
Servant leadership
This term, created by Robert Greenleaf in
the 1970s, describes a leader who is often
not formally recognized as such. When
someone, at any level within an
organization, leads simply by meeting the
needs of the team, he or she is described
as a "servant leader."
In many ways, servant leadership is a form
of democratic leadership, because the
whole team tends to be involved in decision
making.
Reported by:Joseph
Almazan
Task-Oriented leadership
Highly task-oriented leaders focus only on
getting the job done, and they can be quite
autocratic. They actively define the work
and the roles required, put structures in
place, plan, organize, and monitor
Transactional leadership
This style of leadership starts with the idea
that team members agree to obey their
leader totally when they accept a job.
Transformational leadership
people with this leadership style are true
leaders who inspire their teams constantly
with a shared vision of the future
Leadership Styles
Leadership Styles
Authoritarian (autocratic)
This style is used when leaders tell their
employees what they want done and how
they want it accomplished, without getting the
advice of their followers.
Strengths:
Can increase efficiency -"tighten up"
operations.
Valuable time saved by commands and no
discussion.
Quick results, especially in emergency
situations
Weakness:
The efficiency of one-way communication
(orders) is often only apparent
An autocrat must be an expert on every
job under his control since he receives
little or no advice or information from his
people.
Participative (democratic)
This style involves the leader
including one or more employees
in the decision making process
(determining what to do and how
to do it). However, the leader
maintains the final decision
making authority.
Strengths:
People are more cooperative and motivated
when given reasons and explanations for
work they do.
People can ask questions and this two-way
communication reduces errors through
misunderstanding.
Weakness:
Some people interpret efforts to persuade
them as a sign of weakness or indecision
in a manager.
Unless the "salesman" (diplomatic
manager) is very skilled and convincing,
people may sense a "con" job, insincere
flattery or that they are being merely
manipulated and treated hypocritically.
Strengths
Many ideas may bring creative change.
Weakness
Many ideas could bring stalemate if no one
can bring the ideas together or if no one
can choose the best ones.
Strengths:
This style, when it works, enables a
manager to handle the maximum number
of projects, delegated almost completely to
others and thus using up very little of his
own managerial time -but he is always
ultimately accountable for each project.
Weakness:
little or no control is exercised over
subordinates and thus the risk of errors,
even catastrophic ones, is greater than with
any other leadership style;
delegations of responsibility for projects and
great freedom can end with deadlines
missed or reached but with a series of
disasters regarding specifications of pro
jects, budget overruns, safety or legal
violations etc.;
Types
of organizational
power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Charisma Power
Referent Power
Information Power
Models
Bureaucratic Management
Max Weber embellished the scientific
management theory with his bureaucratic
management theory which is mainly
focused on dividing organizations into
hierarchies, establishing strong lines of
authority and control. Weber suggested
organizations develop comprehensive and
detailed standard operating procedures for
all routinized tasks.
Human Relations
Father of the "human relations" movement
as Elton Mayo (1880-1949), a Harvard
professor trained in psychopathology who
is most famous for the well-known
"Hawthorne Studies" -- a series of 20-year
experiments at a Western Electric plant in
Cicero, Illinois which began in 1927.
THEORY Z
William Ouchi came up with a variant
called "Theory Z" which combined
American and Japanese management
styles to emphasize collective
decisionmaking, long-term employment
prospects, low-key evaluations, informal
controls, moderately specialized career
paths, and a holistic concern for the
employee, including their family.