LEADERSHIP

GROUP MEMBERS MATRIX NO.

SITI NURAINI BINTI AHMAD 13072518

NOOR SHAFINAS BINTI ROS RAZI 13072476

NOR SAYYIDAH BINTI SHAHRIM 13072550

NURUL HASHIMAH BINTI HASNAN 13072726

NUR SYARFARISA BINTI JAMIL 13072644

NUR SYAIDATUL SAFIYYAH BINTI YUSUF 13072498

Leadership is the ability to influence a group toward the achievement of a

vision or set of goals.

Organizations need strong leadership and strong management for optimal

effectiveness.

Leaders needed to challenge the status, create visions, and inspire

organizational members achieve the visions.

Managers formulate detailed plans, create efficient organizational structures, and

oversee day-to-day operations.

LEADERSHIP

MANAGEMENT VS LEADER

MANAGEMENT LEADER

A GOOD LEADER:

Motive their

follower

Exploits opportunitie

s Anticipate change

Correct poor performanc

e

Lead the organization towards its objectives

TRAITS THEORIE

S

Theories that consider personality, social, physical

or intellectual traits to differentiate leaders from

non leaders.

Traits do predicting the emergence of leaders and the appearance of

leadership that in actually distinguishing between effective and

ineffective leaders.

Leaders are born not made

Assume that traits play a key role of :-

Differentiating between leadership and non leader.

Predicting leader or organizational outcomes.

Provides a basic for selecting the right people for leadership.

Independent dimensions of leader

behavior..

Where the leader are likely define and

structure his or her role and those of

subordinates in the search for goal

attainment

INITIATING STRUCTURE Where the leader are

likely have a job relations characterized

by mutual trust, respect for

subordinate ideas, and regard for their

feelings.

CONSIDERATION

THE MICHIGAN GROUP

A LEADER WHO Emphasizes interpersonal

relations Takes personal interest in the

need of employess Accept individual differences

among members.

Emphasize the technical or the task aspect of the job

Focused on accomplishing the group task

PRODUCTION ORIENTED LEADER

EMPLOYEE ORIENTED LEADER

CONTINGENCY APPROACHES

A model of leadership that describes the

relationship between leadership styles and specific organizational

situations

Proposed that the most appropriate leadership style is depend on the

situations

THE FIEDLER MODEL

Effective group performance depends on the proper match between leader’s style and situation leader’s control

Least Preferred Co-worker (LPC) Questionnaire

Measure a person is task or relationship orientedExample:-• efficient-inefficient,• pleasant-unpleasant,• open-guarded• supportive-hostile

Defining the situation:

LEADER-MEMBER RELATIONThe degree of confidence, trust and

respect members have in their leader

TASK STRUCTUREThe degree to which the job

assignments are procedurized

POSITION POWERThe degree of influence a leader has over power

variables such as hiring, firing, discipline, promotions and salary increases

OTHER CONTINGENCY THEORIES

LEADER-PARTICIPATION

MODEL

SITUATIONAL THEORY

PATH-GOAL THEORY

SITUATIONAL THEORY

Link the leader’s behavioral style with the

task readiness of subordinates

Example style:• Directive style• Participating style• Delegating style

PATH-GOAL THEORYLeader’s have to provide

follower’s with information support and resources

Effective leader will clear the roadblocks to easier

employee way

Leader’s should be directive or supportive depends on situation:-

Directive leadership yield greater satisfaction

when they task are ambiguous

or stressful than when they

are highly structured and

well laid out

Supportive leadership

results in high performance

and satisfaction

when employees are

performing structured

tasks

Directive leadership is

likely to be perceived as redundant

among employees with high ability or

considerable experience

LEADER PARTICIPATION MODEL

By Vroom and Yetton

Provides a set of rules to determine the amount of participative decision making in different

situations

Stressed that leader behavior must be adjusted to reflect the task structure

The quality of the working relationship

between leaders and

followers

The importance of

the relationship

between supervisors and each of

their subordinates

The leader implicitly

categorizes the follower as an “in”

or an “out” and that relationship is

relatively stable over time

LEADER – MEMBER

EXCHANGE (LMX) THEORY

LEADER – MEMBER EXCHANGE (LMX) THEORY

CHARISMATIC

LEADERSHIP

- Leader who has the ability to motivate

subordinates to transcend their

expected performance

Charismatic leaders are self-confident

have a firm conviction in their belief and ideals

and possess a strong need to

influence people.

CHARISMATICLEADERSHIP THEORY

Followers attribute

heroic or

extraordinary

leadership abilities

when observe

certain behaviour's

Vision And Articulation- Has a vision-expressed as an idealized goal- That proposes a future better than the status quo.- Is able to clarify the importance of the vision in terms that are

understandable to others.

PERSONAL RISK- Willing to take on high personal risk, incur high cost and engage in self

sacrifice to achieve the vision

SENSITIVITY TO FOLLOWER NEEDS- Perceptive of others abilities and responsive to their needs and feelings.

UNCONVENTIONAL BEHAVIOR- Engages in behaviours that are perceived as novel and counter to norms.

KEY CHARACTERISTICS OF A CHARISMATIC LEADER

leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

TRANSACTIONAL LEADERS

TRANFORMATIONAL LEADERS

Leaders who inspire followers to transcend their own self-interest and who are capable of having a profound and extraordinary effect of followers

Idealized influence

Inspirational motivation

Intellectual Stimulation

Individualized consideration

Contingent Reward

Management by exception (active)

Management by exception (passive)

Laissez-Faire

CHARACTERISTICS OF TRANSACTIONAL AND TRANSFORMATIONAL LEADERS

TRANSACTIONAL LEADERS

TRANSFORMATIONAL LEADERS

THAT’S ALL,

THANK YOU

ANY

QUESTION ??????