BT

charismatic leadership model

Conger and Kanungo’s three-stage charismatic leadership model

Stage 1: The leader critically evaluates the status quo. Stage 2: The leaders formulate and articulate future goals and a idealized future vision. Stage 3: The leader shows how the goals and vision can be achieved. If leaders use behaviors such as vision articulation, environmental sensitivity, and unconventional behavior, followers will attribute charismatic leadership to …

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Charismatic Approaches to Leadership

Charismatic Approaches to Leadership – KEY POINTS

– Charismatic leaders, by force of their personal abilities, can have a profound and extraordinary effect on followers. – Characteristics of charismatic leaders include: • High need for power. • High feelings of self-efficacy. • Conviction in the moral rightness of their beliefs. – Charismatic behaviors include: • Role modeling. • Image building. • Articulating …

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Hersey and Blanchard’s Situational Leadership Model

Hersey and Blanchard’s Situational Leadership Model – KEY POINTS

  Emphasizes the situational contingency of maturity, or “readiness,” of followers. Readiness is the extent to which people have the ability and willingness to accomplish a specific task. Leader style and follower readiness. A telling style is best for low readiness. A selling style is best for low to moderate readiness. A participating style is …

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House’s Path-goal Theory of Leadership

House’s Path-goal Theory of Leadership – KEY POINTS

  Emphasizes how a leader influences subordinates’ perceptions of both work goals and personal goals and the links, or paths, found between these two sets of goals. The theory assumes that a leader’s key function is to adjust his/her behavior to complement situational contingencies. Leader behaviors. Directive leadership. Supportive leadership. Achievement-oriented leadership. Participative leadership. Situational …

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Fiedler’s Leadership Contingency Theory

Fiedler’s Leadership Contingency Theory – Explained

Fiedler’s Leadership Contingency Theory Initiated the situational contingency approach in the mid-1960s. Fiedler’s approach emphasized that group effectiveness depends on an appropriate match between the leader’s style and situational demands. Key variables in Fiedler’s contingency model. Situational control. The extent to which a leader can determine what his or her group is going to do …

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Leadership Theories

 Leadership Theories – Trait Theories and Behavioral Theories

Difference between Leadership and Management: Management promotes stability or enables the organization to run smoothly. And it rely on the rules and policies already and use organizational resources to best possible way to maximize output. They manage resources by the rules and regulation. Leadership promotes adaptive or useful changes. They influence subordinates to act when …

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Managerial Roles

Managerial Roles

Interpersonal roles. Figurehead: Act as a role model for subordinates. Leader: Lead organization to achieve objective. Liaison: Communicator for establishing and maintain mutual understanding and corporation. Act as a 3rd party to resolve conflicts. Informational roles. Monitor: Monitor the performance and provide help and guidance when needed. Disseminator: To spread information. Spokesperson: act as an …

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Manager and Their Roles

Management

Manager and Their Roles Managers: Utilize organization resources at optimum level Act as a role model for subordinates. Act as a super visor, oversee the work or subordinates. Stick to schedule and strive for maximum, quality output. Assume roles such as coordinator, coach, or team leader. Effective Manager An effective manager is one whose organizational …

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Mandelow Model

Mandelow Model for Stakeholders – Explained

Mandelow Model Mandelow model identified positions of various stakeholders, depending upon their influence of organization. He analyzed various positions on interest vs power basis and concluded four types of stakeholders. Mendelow model presented how to work out conflict in stake holders. Key players: they have high power and high interest so management have to take …

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Stakeholders in Organization

What is meant by Stakeholders in Organization

Stakeholders in Organization Stakeholders are persons or entities which affected by organization or can affect organization. Stakeholders have their interests in the organization so they influence so protect their interests.   Types of Stakeholders   Internal These are stakeholders inside the organization Employees Shareholders Directors Managers Connected  These stakeholders are connected to organization by contracts …

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