PGDBM Leadership Development

8/6/2019 PGDBM Leadership Development

1/34

osGraduate Diploma in Business

Management

Human ResourcesManagement Session 3

Leadership Development

8th / 13th

March 2011

1


2/34

2

Learning Plan

1. Share Objective

2.Managing vs Leading

3.What is Leadership

4. Group Exercise

5. Leadership Styles(LS)

6. People Development Levels (PDL)

7.Matching of LS with PDL

8. Group Exercise 4 mini case studies

9. Feedback2


3/34

3

OBJECTIVE

To develop a framework for us to getour team members to perform at their

full potential to achieve our desiredgoals, by sharing our experiences andrelating it to concepts that we will

develop during the session based on ourexisting knowledge and understanding.

3


4/34

4

Management vs LeadershipManagers & Leaders are they different? Abraham Zalesnik, HarvardBusiness Review Mar Apr 1992What Leaders Really Do? John P Kotter, Harvard Business Review May Jun 1990.Management is planning, organizing, staffing,directing, integrating, and controlling ofresources. Resources available are time, money,material, and people; each of these can beplanned, organized, staffed, directed, integrated,and controlled.Only people, can be led. Leadership is a specialapplication of management.Leadership is a unique control behaviour that isdirected to the management of human resourcesfor keeping them constantly energized to achieve4


5/34

5

Why Leadership?

History of mankind acknowledges the

importance of LeadershipLarge successes and failures are

attributed to Leadership

5


6/34


7/34

7

What is Leadership?

7


8/34

8

Its not a position

Its a processAn influencing process

8


9/34

9

The focus had shifted from studyingindividual traits to studying the actual

behaviour in leadership situations in agroup and

how people use task or relationship

leadership style in work situations.

leadership study has shifted fromstudying the leader as a person to

studying his/her behaviour in a group.

9


10/34

10

Group Exercise (Time 5 min)

Name one or two persons who

influenced your life the most and

how did they influence you?

Each group leader will make a 2minute presentation. Group memberscan assist the leader.

10


11/34

11

Leadership has hardly been defined.It has, largely, been characterized, at best.

We probably know what it does, than what it is.

After more than 10,000 studies and surveys

the concept is still very elusive.

11


12/34

12

Is there one best way to lead?

Probably not;the fact that there are so many models andmethods being suggested and identified itselfsuggests that.

The whole issue of managing and leadership isbased on the key equation:

Behaviour = f ( Leader, Follower, Situation)

12


13/34

1313

Leadership Style

Way you supervise or work with

someone

How you behave when you are trying

to influence behavior of others


14/34

14

Task Behaviour

More of one way communication

Role of follower is tightly defined

Output by follower is dictated by

Supervisor

Supervisor mandates what & how the job

is to be done

Decision making by supervisor

Structure, Control, Supervision 14


15/34

15

Relationship Behaviour

Lots of two way communication

Provides support & encouragement

Facilitates interaction

Encourages follower involvement

Builds a personal relationship with followers

Praise, Listen, Facilitate15


16/34

16

LEADERSHIP STYLES

S 1

S 2S 3

S 4

16


17/34

17

Directing (S1)

High Task - Low Relationship

Identifies Problem

Defines Goals & Roles

Controls Decision Making

Gives Specific Instructions

Engages In Mostly One Way

Communication

Closely Supervises Work

H TL R

17

Influencing/


18/34

18

Influencing/Coaching (S2)

High Task - High Relationship

Identifies Problems & Defines Goals /

Roles

Explains Decisions & Solicits Ideas

Increases two Way Communication

Involves Team Members

H T

H R

18

Collaborating/


19/34

19

Collaborating/Supporting (S3)

Low Task - High Relationship

Involves followers in problem

identification & role/goal setting

Joint decision making

Supports on request

Little supervision

L T

H R

19


20/34

20

Delegating (S4)

Low Task - Low Relationship

Collaborative Problem Identification

Asks Follower to Set Goals / Roles

Decision Making By Follower

Periodically Reviews With Follower

L T

L R

20

Leadership Styles


21/34

2121

Leadership Styles

TASK BEHAVIOR (Structure, Control, Supervise)

RELAT

IONS

HIP

BEH

AVIOR

(Praise

,Lis

ten

,Facilitate)

S1 (Directing)

Providing specific

Instructions

Closely supervising Task

Accomplishment

S2 (Influencing)Directing & closely supervising

Task Accomplishment

Explaining Decisions, Soliciting

Suggestions and Supporting

Progress

S3 (Collaborating)Facilitating & Supporting

efforts towards Task

Accomplishment.

Sharing responsibility for

Decision making

S4 (Delegating)

Turning over responsibility for

Problem Solving and

Decision Making to Team

Member/ Staff

T M b M t it L l


22/34

22

Team Member Maturity Level

D 1 MotivationD 4

Enthusiastic High WillingBeginner

Contributors

Low Skill High Skill

High Motivation High Motivation

Some Skill High Skill

Low Motivation Variable Motivation

Disillusioned ReluctantLearner Contributors

D 2 LowD 3

Low HighSk

ill

22


23/34

2323

People Maturity Level

Development Level = f (Competence, Commitment)

Competence = f (K, S, Exp,)Commitment = f (Confidence, Motivation)

D4D4 D3D3 D2D2 D1D1

Low Competence

High Commitment

Some Competence

Low Commitment

High CompetenceVariable

Commitment

High Competence

High Commitment

HIGHHIGH MODERATE LOWMODERATE LOW


24/34

Maturity of Team Members


25/34

25

Maturity of Team Members

Maturity is a function of Competence &

Commitment

Competence : Knowledge & Skills Commitment : Motivation & Confidence Maturity is specific to an individual

Maturity is specific to a task

Maturity of an individual even on the same

task is not constant 25

Matching of Style with Development Level


26/34

26

Matching of Style with Development Level

LEADERSHIP

STYLESDELEGATING COLLABORATING INFLUENCING DIRECTINGLO W TASK LO W TAS K H IG H TA SK H IG H TASK

LOWRELATIONSHIP

HIGHRELATIONSHIP

HIGHRELATIONSHIP

LOWRELATIONSHIP

PEOPLE

DEVELOPMENT

LEVEL

HIGHCO M PETEN CE

HIGHCO M PETEN CE

L O WC O M P E T E N C E

LO WC O M P E T E N C E

HIGHCOMMITMENT

LOWCOMMITMENT

LOWCOMMITMENT

HIGHCOMMITMENT

ILLINGCONTRIBUTOR

RELUCTANTCONTRIBUTOR

DISILLUSSIONED LEARNER

ENTHUSIASTICBEGINNER26

Mini Case Studies


27/34

27

Identify the Development Level of the group.Are they,

Low on Competence and High on Commitment?

Low on Competence and Low on Commitment?

High on Competence and Low on Commitment?

High on Competence and High on Commitment?

Mini Case Studies

Step 1

27

Mi i C St di


28/34

28

Mini Case Studies

Step 2

After identifying the Development Level of the group, choose themost appropriate Leadership Style to match the needs of the

group.

Group Leadership Style

Low on Competency & High on Task &High on Commitment Low on Relationship Directing

Low on Competency & High on Task &

Low on Commitment High on Relationship Influencing

High on Competency & Low on Task &

Low on Commitment High on Relationship Collaboration

High on Competency & Low on Task &

High on Commitment Low on Relationship Delegation28


29/34

2929

Scenario 1

Your department has been performing poorlyfinancially, and several key managers have left totake up positions in other companies. Because youare the most experienced manager, your companychairman has asked you to chair a committee todevelop and implement a plan for cutting costs. Sincemost key managers are already gone, all yourcommittee members are relatively new and low-ranking employees. Youve asked committee membersto contribute ideas, but they make vague suggestionsand avoid making decisions.


30/34

3030

Scenario 2

Your group has consistently won awards for highquality and on time performance. Several of thebest and most talented employees in theorganization are in your group. Recently, you

introduced some new procedures, and you havenoticed that performance is slipping andabsenteeism is creeping up. You are still doing okay,but you are no longer at the very top of the

company rankings.

Scenario 3


31/34

3131

Scenario 3

You have been given a group of brilliant,

young science and liberal arts students thetop graduates of leading universities fromaround the world. Its your job to create a

new computer and video based sciencecurriculum for high schools. Not only willstudents be able to read any topic they wish,they will also be able to see animated

demonstrations and video displayssimultaneously.


32/34

3232

Scenario 4

Your design entry to replace the town hall buildingis due in six months. The team you have beenassigned to the job includes some of the bestdesigners in the world, and they have always comethrough before. But its getting late, and theresnothing on paper yet. They talk about itthemselves. They seem to be thinking about it, butthey never seem to be drawing anything. You arenervous. This building could become a national

landmark, and you want to win the competition verybadly.


33/34

33

1.Directing: High on Task &Low on Relationship2. Influencing: High on Task &High onRelationship3. Collaboration: Low on Task &High onRelationship4. Delegation: Low on Task &Low on

Recap


34/34

34

Recap

1. Objective2. Managing vs Leading

3. What is Leadership4. Leadership Styles(LS)

5. People Development Levels (PDL)6. Matching of LS with PDL

Leadership is not the private reserve of a fewcharismatic men and women. It is a process

ordinary managers use when they are bringing

forth the best from themselves and others.

[email protected]

Documents

PGDBM Leadership Development