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ORGANIZATIONAL LEADERSHIP MODULE 1

Organizational Leadership Ppt

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ORGANIZATIONAL

LEADERSHIP

MODULE 1

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INTRODUCTION

Leadership is a process by which aperson influences others to accomplishan objective and directs theorganization in a way that makes it morecohesive and coherent.

Leadership is organizing a group of

people to achieve a common goal.

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Importance of Leadership

Leadership is an important function of managementwhich helps to maximize efficiency and to achieveorganizational goals. The following points justify theimportance of leadership in a concern:-

Initiates actionMotivation Providing guidanceCreating confidence 

Building moraleBuilds work environmentCo-ordination 

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ROLES OF A LEADER

Required at all levels 

Representative of the organization 

Integrates and reconciles the personalgoals with organizational goals

Solicits support 

Guide 

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1. "Great Man" Theories: assume thatthe capacity for leadership is inherent – thatgreat leaders are born, not made. These

theories often portray great leaders asheroic, mythic and destined to rise toleadership when needed. The term "GreatMan" was used because, at the time,

leadership was thought of primarily as a malequality, especially in terms of militaryleadership

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Trait Theories:  assume that people inheritcertain qualities and traits that make thembetter suited to leadership. Trait theories

often identify particular personality orbehavioral characteristics shared by leaders.If particular traits are key features ofleadership, then how do we explain people who

possess those qualities but are not leaders?This question is one of the difficulties inusing trait theories to explain leadership.

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Contingency Theories: focus onparticular variables related to theenvironment that might determine

which particular style of leadership isbest suited for the situation. Accordingto this theory, no leadership style isbest in all situations. Success dependsupon a number of variables, includingthe leadership style, qualities of thefollowers and aspects of the situation.

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Situational Theories: Situationaltheories propose that leaders choosethe best course of action based uponsituational variables. Different styles ofleadership may be more appropriate forcertain types of decision-making.

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Behavioral Theories: based upon thebelief that great leaders are made, notborn. Rooted in behaviorism, thisleadership theory focuses on theactions of leaders not on mentalqualities or internal states. According to

this theory, people can learn to becomeleaders through teaching andobservation.

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Participative Theories :suggest thatthe ideal leadership style is one thattakes the input of others into account.

These leaders encourage participationand contributions from group membersand help group members feel morerelevant and committed to the decision-making process. In participativetheories, however, the leader retainsthe right to allow the input of others.

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Management Theories: Managementtheories, also known as transactional theories,focus on the role of supervision, organization

and group performance. These theories baseleadership on a system of rewards andpunishments. Managerial theories are oftenused in business; when employees are

successful, they are rewarded; when they fail,they are reprimanded or punished.

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Relationship Theories: Relationship theories,also known as transformational theories,focus upon the connections formed betweenleaders and followers. Transformationalleaders motivate and inspire people by helpinggroup members see the importance and highergood of the task. These leaders are focusedon the performance of group members, but

also want each person to fulfill his or herpotential. Leaders with this style often havehigh ethical and moral standards.

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