Leadership & Team

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Leadership & Team

Text of Leadership & Team

  • 1. LEADERSHIP

2. ONE MAN MAKES THEDIFFERENCE 3. LEADERSHIP

  • Introduction.
  • Nature of leadership.
  • Path-goal model of leadership.
  • Different leadership styles.
  • Case study.
  • Conclusion .

4.

  • DEFINITIONOFLEADERSHIP .
  • Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor that binds a group together and motivates it towards goals.

5. LEADERvs. MANAGER

  • MANAGER
  • APPOINTED OFFICIALLY
  • DRAW AUTHORITY FROM CHAIR.
  • HAS TO PLAN & ORGANIZE TO MEET OBJECTIVES.
  • A GOOD MANAGER MAY OR MAY NOT BE A GOOD LEADER.
  • LEADERSHIP
  • EVOLVED THROUGH CONSENSUS.
  • DRAW AUTHORITY BY PERSONALITY & SUPPORT OF FOLOWERS.
  • A GOOD LEADER MAY OR MAY NOT BE A GOOD MANAGER.

6. GOAL

  • DEFINITION OF GOAL:
  • AN OBJECTIVE TO BEACHIEVED.

7. GOAL SETTING

  • INVOLVES THREE ACTIVITIES :
  • GOAL DEFINITION.
  • SPECIFIC GOALS.
  • FEEDBACK ABOUT GOAL ACHIEVEMENT.

8. PATH GOAL MODEL OF LEADERSHIP

  • THIS MODEL STATES THAT A LEADERS JOB IS TO DEVELOP MORE DESIRE FOR GOALS, AND TO IMPROVE THE PATH TOWARDS GOALS, SO THAT THE GOALS AREBETTER ACHIEVED.

9. PATH GOAL LEADERSHIP PROCESS

  • LEADER CONNECTS
  • REWARDS WITH GOALS
  • IMPROVES & CLARRIFIES
  • PATH TOWARDS GOALS.
  • EMPLOYEES BECOME
  • MORE MOTIVATED
  • EFFECTIVE PERFORMANCEBOTH ORGANIZATION
  • OCCURS.& EMPLOYEES REACH
  • THEIR GOALS.

10. LEADERSHIP STYLE

  • IS THE TOTAL PATTERN OF LEADERS ACTIONS IN RELATION TO FOLLOWERS. IT REPRESENTS, PHILOSOPHY, SKILLS AND ATTITUDE

11. DIFFERENT LEADERSHIP STYLES

  • POSITIVE AND NEGATIVE LEADERS.
  • AUTOCRATIC LEADERS.
  • PARTICIPATIVE LEADERS.
  • FREE REIGN LEADERS.
  • PRAGMATIC LEADERSHIP STYLE.

12. LEADERS USE OF CONSIDERATION & STRUCTURE .

  • CONSIDERATION : ORIENTATION TOWARDS WELL BEING OF EMPLOYEES.
  • STRUCTURE:TASK ORIENTATION.

13. CASE STUDY

  • XYZ SOFTWARE COMPANY
  • Mr. Shankaran is the vice-president of this company. Mr. Negi is the Manager-HR, reporting to Mr. Shankaran. Mr. Negi is a bit rigid on the topic of increase in wages. He likes to stick to policy and does not entertain ex-post facto sanctions. On many occasions he has had arguments with Mr. Shankaran as well as other VPs and directors. Most of the times Mr.Negi has his way.
  • One day, Mr.shankaran called Mr.Negi.
  • Mr.Shankaran : Mr.Negi, Rohit, our hardworking software engineer, deserves a raise. I promised him a hike of 2 lac per annum. He is ready to switch over to another company,if he does not get a raise. And we dont want to loose a talented employee. Therefore, please do make asalary revision letter and give it to him in the next two days.

14.

  • Mr.Negi : Mr.shankaran, I cannot do that. Undue revision is against our policy. Moreover Rohit is already drawing 9lac, which is excellent for his level.
  • Mr.Shankara:I am the boss, so kindly do as I say.
  • Mr.Negi:Sorry sir, I cant comply with your decision.
  • After a brief pause:
  • Mr.Shankaran:Mr.Negi, who is thein chargehere?
  • Mr.Negi:You are sir.
  • Mr.Shankaran : Then do as I say. Issue the revision letter.

15.

  • Mr.Negi : No, sir, I will not do it.
  • Mr.Shankaran : Mr.Negi, I have had enough of arrogance from you. You are Fired.
  • Mr.Negi : you cant do that!
  • Mr.Shankaran : I just did. Off you go.

16.

  • Shankaran did not retreat from his position, Negi was removed from the company payroll that afternoon .
  • Q1)Discuss the style used by Shankaran. Was it effective? Were Negis need being considered? What kind of organizational climate was being created?
  • Q2)What could have been a better way to
  • handle this situation?

17. TEAM BUILDING 18. TEAM BUILDING

  • INTRODUCTION.
  • GROUPS AND TEAMS.
  • PROFILE OF A TEAM.
  • TEAM DEVELOPMENT.
  • CASE STUDY.
  • CONCLUSION .

19. ESSENTIALS OF A GROUP

  • SOCIAL INTERACTION.
  • STABLE RELATIONS.
  • COMMON INTERESTS.
  • PERCIEVE THEMSELVES AS PART OF THE GROUP.

20. WHY GROUPS ARE FORMED?

  • SENSE OF SECURITY.
  • TO SATISFY MUTUAL INTERESTS.
  • TO FULFILL SOCIAL NEEDS.
  • TO FULFILL NEEDS FOR SOCIAL ESTEEM.

21. TYPES OF GROUPS.

  • GROUPS
  • FORMAL GROUPS INFORMAL GROUPS
  • COMMANDTRASHINTERESTFRIENDSHIP
  • GROUPSGROUPSGROUPSGROUPS

22. STRUCTURE OF GROUPS

  • ROLE OF EACH MEMBER.
  • NORMS TO BE FOLLOWED WITHIN THE GROUP.
  • STATUS.
  • COHESIVENESS.

23. ROLE OF MEMBERS

  • LEADER
  • FOLLOWER
  • CONTRIBUTOR.
  • MEDIATORS.
  • OPPOSERS.

24. NORMS

  • DEFINITION:GENERALLY AGREED UPON RULES OF CONDUCT IN A GROUP.
  • TYPES OF NORMS:
  • DESCRIPTIVE.
  • PROSCRIPTIVE.

25. HOW NORMS ARE MADE

  • PROCEDURES REPEATED TIME AND AGAIN.
  • CARRY OVER FROM OTHER SITUATIONS.
  • EXPLICIT STATEMENTS FROM OLDER MEMBERS.
  • SOME CRITICAL EVENT IN GROUP HISTORY.

26. TEAM

  • DEFINITION:A TEAM IS A SMALL NUMBER OF PEOPLE WITH COMPLIMENTARY SKILLS WHO ARE COMMITTED TO A COMON PURPOSE, PERFORMANCE, GOAL AND APPROACH FOR WHICH THEY HOLD THEMSELVES MUTUALLY ACCOUNTABLE.

27. MANAGEMENT ROLE IN TEAM BUILDING

  • PREWORK.
  • CREATING PERFORMANCE CONDITIONS.
  • FORMING THE TEAM.
  • PROVIDE ONGOING ASSISTANCE.

28. TEAM BUILDING SKILLS-LEADER

  • LEADERSHIP SKILLS.
  • INTERPERSONAL SKILLS.
  • CONFLICT RESOLUTION SKILLS.
  • COMMUNICATION & FELICITATION SKILLS.
  • OTHER SKILLS:
  • PROBLEM SOLVING & DECISION MAKING SKILS.
  • COUNSELLING SKILLS.
  • TRAINING SKILLS.
  • FEEDBACK SKILS.

29. CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS

  • UNDERSTANDING,AND IS COMMITED TO THE TASK.
  • IS FRIENDLY, CONCERNED AND INTERESTED IN OTHERS.
  • IS ABLE TO FACE CONFLICT WITH UNDERSTANDING.
  • LISTEN TO OTHERS WITH UNDERSTANDING

30.

  • CONTRIBUTES IDEAS AND SOLUTIONS.
  • INCLUDES OTHERS IN THE DECISION MAKING PROCESS
  • RECOGNISES AND RESPECTS INDIVIDUAL DIFFERENCES.
  • VALUES THE IDEAS AND CONTRIBUTION OF OTHERS.
  • APPRECIATES COMMENTS IN A POSITIVE WAY .

31. TRAIT COMPARISION:GROUP VS. TEAM

  • GROUP TRAITS TEAM
  • INTERPERSONAL SKILLS.
  • CONFLICT RESOLUTION
  • FEELINGS EXPRESSED.
  • INTE- DEPENDENCE.
  • WEAKSHARED VALUES.STRONG
  • COMMITMENT.
  • COOPERATION.
  • CONSISTENCY.
  • INTENSITY.
  • TRUST.

32. GREAT PEOPLE DONT EQUAL GREAT TEAMS -TOM PETERS 33. STAGES OF TEAM DEVELOPMENT

  • STAGE 1- FORMING.
  • STAGE 2- STORMING.
  • STAGE 3- NORMING.
  • STAGE 4- PERFORMING.
  • STAGE 5- ADJOURNING.

34. TEAM DEVELOPMENT GRAPH

  • 80
  • 70
  • 60
  • 50
  • 12345
  • TIME& STAGES OF DEVELOPMENT