33
Linda Sheppard, Sheronda Smith, Shonte Taylor, SalmaTheus, Kathie Trotter

Leadershipstylespowerpointgroup d

Embed Size (px)

Citation preview

Page 1: Leadershipstylespowerpointgroup d

Linda Sheppard, Sheronda Smith, Shonte Taylor,SalmaTheus, Kathie Trotter

Page 2: Leadershipstylespowerpointgroup d
Page 3: Leadershipstylespowerpointgroup d

An authoritative leadership style also known as autocratic or commanding style refers to when the individual who makes the prime decisions about a group, a company, an organization or a country, is the central decision maker, who has authority and demands mission accomplishment without counting on input from their followers.

Page 4: Leadershipstylespowerpointgroup d

A famous theorist that proven the impact of authority in normal human being is Milgram (1974) who found that human have two possible acts, their own, or on behalf of others or authority (Masters, 2009). Like all leadership styles, authoritative leadership style requires obedience.

Page 5: Leadershipstylespowerpointgroup d

For the sake of satisfying certain psychological needs like the need to be right or the need to be liked, human being blindly would obey to leaders they trust or found fair regardless of whether they share the same cultural values or not (Van Dijke, De Cremer & Mayer, 2010).

Page 6: Leadershipstylespowerpointgroup d
Page 7: Leadershipstylespowerpointgroup d
Page 8: Leadershipstylespowerpointgroup d
Page 9: Leadershipstylespowerpointgroup d
Page 10: Leadershipstylespowerpointgroup d
Page 11: Leadershipstylespowerpointgroup d
Page 12: Leadershipstylespowerpointgroup d
Page 13: Leadershipstylespowerpointgroup d
Page 14: Leadershipstylespowerpointgroup d
Page 15: Leadershipstylespowerpointgroup d
Page 16: Leadershipstylespowerpointgroup d
Page 17: Leadershipstylespowerpointgroup d

Leadership is a complex process by which a person influences others to accomplish a mission, task or objective and directs the organization in a way that makes it more cohesive and coherent (Best, 2010). Good leaders are made not born. If you have the desire and will power, you can become an effective leader. Everyone has a leadership style that fall in one of the following areas authoritative, coercive, coaching, pacesetting and affiliating. The style that will be focused on is the coaching leadership style.

Page 18: Leadershipstylespowerpointgroup d

The coaching leadership style is defined as an apprenticeship where individuals are trained by more experienced people to develop and enhance his/her professional career (Boyatzis & at.el., 2006). Peterson & Hicks (1996) also defines coaching as “the process of equipping people with the tools, knowledge, and oportunities they need to develop themselves and become more effective” (p. 14).

Page 19: Leadershipstylespowerpointgroup d

Coaching Techniques Search for hidden

layers Personalize the

coaching approaching

Incorporate change best for the individual

Impacts of Culture Insight Motivation Capabilities Real World

Practices Accountability

Page 20: Leadershipstylespowerpointgroup d

A major challenge in using the coaching leadership style is the time that it takes for both parties.

The individual’s openness of the coaching can be a challenge

Page 21: Leadershipstylespowerpointgroup d

The ability to learn from experienced workers increasing his/her knowledge in the field.

Positive work environment and improved work outcomes.

Confidence Competence Individual and team excellence High commitment to common goals and

valuable leaders

Page 22: Leadershipstylespowerpointgroup d
Page 23: Leadershipstylespowerpointgroup d
Page 24: Leadershipstylespowerpointgroup d
Page 25: Leadershipstylespowerpointgroup d
Page 26: Leadershipstylespowerpointgroup d
Page 27: Leadershipstylespowerpointgroup d
Page 28: Leadershipstylespowerpointgroup d
Page 29: Leadershipstylespowerpointgroup d
Page 30: Leadershipstylespowerpointgroup d
Page 31: Leadershipstylespowerpointgroup d

Anonymous (2011) List of Good Things Muammar Gaddafi Done for The People of Libya. Retrieved from http://expertscolumn.com/content/list-good-things-muammar-gaddafi-done-people-libya

Beer, D.E., (2007). Coaching as a leadership style scores big. IndUs Business Journal Online. Retreived from http://www.indusbusinessjournal.com/ME2/Audiences/dirmod.asp?sid=&nm=&type=Publishing&mod=Publications%3A%3AArticle&mid=8F3A7027421841978F18BE895F87F791&tier=4&id=A8D3FE532E5D4A3A8B75C4B113F3282C&AudID=EEB7C7075C2E462F969310BCC0CAA619

Best, K. (2010). Assessing leadership readiness using developmental personality style: A tool for leadership coaching. International Journal Of Evidence Based Coaching And Mentoring, 8(1), 22-33.

Blass, T. (2009). From New Haven to Santa Clara: A historical perspective on the Milgram obedience experiments. American Psychologist, 64(1), 37-45. doi:10.1037/a0014434

Boyatzis, R. E., Smith, M. L., & Blaize, N. (2006). Developing Sustainable Leaders Through Coaching and Compassion. Academy Of Management Learning & Education, 5(1), 8-24.

Braine, L. G., Pomerantz, E., Lorber, D., &Krantz, D. H. (1991). Conflicts with authority: Children's feelings, actions, and justifications. Developmental Psychology, 27(5), 829-840. doi:10.1037/0012-1649.27.5.829

Page 32: Leadershipstylespowerpointgroup d

Goret, M., Zega. A., Voss. L. & Fawcett-Hammalian, G. (1998) Stanley Milgram (1933 – 1984), Retrieved from http://mikeg531.tripod.com/MikeG531.htm

John,B. R.(2002) New Era in American-Libyan Relations, Middle East Policy, vol. IX, NO. 3, Retrieved from Political Science Complete Jun.2012

Laura, M., &Turiel, E. (1993). Children's concepts of authority and social contexts. Journal of Educational

Psychology, 85(1), 191-197. doi:10.1037/0022-0663.85.1.191

Lawerence, M. (2009). Memory of Red Holzman serves as a motivator for Lakers' Phil Jackson.Daily News Sports. Retrieved from the NY Daily News.com

Page 33: Leadershipstylespowerpointgroup d

Masters, K. S. (2009). Milgram, stress research, and the Institutional Review Board. American Psychologist, 64(7),621-622. doi:10.1037/a0017110

Nissani, M. (1990). A cognitive reinterpretation of Stanley Milgram's observations on obedience to authority. American Psychologist, 45(12), 1384-1385. doi:10.1037/0003-066X.45.12.1384

Peterson, D. B. (2007). Executive coaching in a cross-cultural context. Consulting Psychology Journal: Practice And Research, 59(4), 261-271. doi:10.1037/1065-9293.59.4.261

Peterson, D.B. & Hicks, M.D. (1996). Leader a coach: Strategies for coaching and development others. Minneeapolis, MN: Personnel Decisions International.

Robbins, S. & Judge, T. (2009). Organizational behavior, 13th Ed. Upper Saddle River, NJ: Prentice Hall.

Van Dijke, M., De Cremer, D., & Mayer, D. M. (2010). The role of authority power in explaining procedural fairness effects. Journal ofApplied Psychology, 95(3), 488-502. doi:10.1037/a0018921