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Leadership
PhD, Eng., Katarzyna Piórkowska
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2
3
LEADERSHIP…
…
2
4
LEADER…
….
PERSONAL LEADERSHIP STYLE…
…
5
6
3
7
POWER…
…
8
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SOURCES OF POWER
LEGITIMATE POWER
:
REWARD POWER
:
COERCIVE POWER
:
4
10
SOURCES OF POWER
EXPERT POWER
:
REFERENT POWER
:
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LEADERSHIP MODELS
TRAIT MODEL
:
PERSONAL-BEHAVIOURAL MODEL
:
5
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LEADERSHIP MODELS
SITUATIONAL MODEL:
TRANSFORMATIONAL MODEL
:
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TRAIT MODEL
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TRAIT MODEL
IDENTIFIABLE LEADERSHIP BEHAVIOUR:
AUTOCRATIC
:
DEMOCRATIC
:
LAISSEZ-FAIRE
:
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PERSONAL-BEHAVIOURAL MODEL
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PERSONAL-BEHAVIOURAL MODELS
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MICHIGAN STUDIES
JOB CENTERED LEADER:
o
EMPLOYEE CENTERED LEADER:
o
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CONTINUUM OF LEADERSHIP BEHAVIOUR
Robert Tannenbaun and Warren Schmidt
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THE BLAKE MOUTON GRID
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1.1.
IMPOVERISHED:
9.1.
TASK (PRODUCE OR PERISH:
1.9.
COUNTRY CLUB
:
8
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5.5.
MIDDLE OF THE ROAD
:
9.9.
TEAM
:
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REDDIN – 3D MODEL OF LEADERSHIP
EFFECTIVENESS
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REDDIN – 3D MODEL OF LEADERSHIP
EFFECTIVENESS
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THEORY X VERSUS THEORY Y
THEORY X
THEORY Y
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SITUATIONAL MODELS
‘The situational approach requires leaders
to demonstrate a strong degree of
flexibility.’
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SITUATIONAL MODELS
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CONTINGENCY MODEL
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Relationship-oriented managers are the most effective in: IV, V, VI,
VII
Task-oriented managers are the most effective in: I, II, III, VIII
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The situation
Leader-Member Relations
Task Structure
Position Power
1
good
high
strong
2
good
high
weak
3
good
low
strong
4
good
low
weak
5
poor
high
strong
6
poor
high
weak
7
poor
low
strong
8
poor
low
weak
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Leadership: Fiedler’s Contingency Theory of Leadership
D
A
Style
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2
3
4
5
6
7
8
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SITUATIONAL MODELS
Leader Style Theory Vroom-Yeton
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SITUATIONAL MODELS
Tridimentional Leader Effectiveness Theory
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Directive behaviour
:
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Supportive behaviour
:
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SITUATIONAL MODELS
House’s Path-Goal Model
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STEPS TO PATH-GOAL
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MOTIVATING WITH PATH-GOAL
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TRANSFORMATIONAL LEADERSHIP
versus
TRANSACTIONAL LEADERSHIP
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TRANSFORMATIONAL LEADERSHIP
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TRANSFORMATIONAL LEADERS
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TRANSACTIONAL LEADERSHIP
16
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TRANSACTIONAL LEADER
TRANSFORMATIONAL
LEADER
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Thank You !!!