Leadership Vieronika Mishura Katsiaryna Tkach Anastasia Karpekina Liu

Leadership Vieronika Mishura Katsiaryna Tkach Anastasia Karpekina Liu Guanwu

Content • What The Leadership is? • What Type of Person Makes a Good Leader? • What Does a Good Leader Do? • How Does the Situation Influence Good Leadership? • What is the Source of the Leader's Power? • What is the Difference Between Management and Leadership?

What The Leadership is? According to the idea of transformational leadership, an effective leader is a person who does the following: 1. Creates an inspiring vision of the future;

• 2. Motivates and inspires people to engage with that vision;

• 3. Manages delivery of the vision;

• 4. Coaches and builds a team, so that it is more effective at achieving the vision;

• 5. Leadership brings together the skills needed to do these things.

What kind of qualities should have a good leader? • Honesty; • Commitment; • Ability to Delegate; • Positive attitude; • Communication; • Creativity; • Sense of Humor; • Intuition; • Confidence; • Ability to inspire.

What does a good leader do? Behavioral theories focus on how leaders behave. For instance, do leaders dictate what needs to be done and expect cooperation? Or do they involve their teams in decision-making to encourage acceptance and support?

There three types of leaders: • Autocratic leaders - make decisions without consulting their teams. • Democratic leaders - allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. • Laissez-faire leaders - don't interfere; they allow people within the team to make many of the decisions.

How Does the Situation Influence Good Leadership? The realization that there is no one correct type of leader led to theories that the best leadership style depends on the situation.

These theories try to predict which style is best in which circumstance: • The Hersey-Blanchard Situational Leadership Theory; • Path-Goal Theory; • Fiedler's Contingency Model.

What is the Source of the Leader's Power? Power and influence theories of leadership take an entirely different approach – these are based on the different ways that leaders use power and influence to get things done

The best-known Leader’s Power theories are: • French and Raven's Five Forms of Power; • Expert Power; • Transactional leadership power.

French and Raven's Five Forms of Power One of the most notable studies on power was conducted by social psychologists John French and Bertram Raven, in 1959. They identified five bases of power:

1. Legitimate – This comes from the belief that a person has the formal right to make demands, and to expect compliance and obedience from others.

2. Reward – This results from one person's ability to compensate another for compliance.

3. Expert – This is based on a person's superior skill and knowledge.

4. Referent – This is the result of a person's perceived attractiveness, worthiness, and right to respect from others.

5. Coercive – This comes from the belief that a person can punish others for noncompliance.

Expert power is essential because as a leader, your team looks to you for direction and guidance. Team members need to believe in your ability to set a worthwhile direction, give sound guidance and co-ordinate a good result.

Steps to build expert power: • Promote an image of expertise; • Maintain credibility; • Act confidently and decisively in a crisis; • Keep informed; • Recognize subordinate concerns; • Avoid threatening the self-esteem of subordinates.

Transactional leadership power This approach assumes that people do things for reward and for no other reason. Therefore, it focuses on designing tasks and reward structures. While this may not be the most appealing leadership strategy in terms of building relationships and developing a highly motivating work environment, it often works, and leaders in most organizations use it on a daily basis to get things done.

What is the difference between Management and Leadership? Leaders are people who do the right thing; managers are people who do things right. – Professor Warren G. Bennis

Management and Leadership • The manager administers; the leader innovates. • The manager is a copy; the leader is an original. • The manager maintains; the leader develops.

• The manager focuses on systems and structure; the leader focuses on people. • The manager relies on control; the leader inspires trust. • The manager has a short-range view; the leader has a long-range perspective.

• The manager asks how and when; the leader asks what and why. • The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

Thank you for your attention Time for questions!

References http: //www. mindtools. com/pages/article/new. LDR_41. htm http: //www. forbes. com/sites/tanyaprive/2012/12/19/top-10 -qualitiesthat-make-a-great-leader/ http: //guides. wsj. com/management/developing-a-leadershipstyle/what-is-the-difference-between-management-and-leadership/