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Leadership
The ability to influence a grouptoward the achievement of goals.
Management
Use of authority inherent indesignated formal rank toobtain compliance fromorganizational members.
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D ont have attachment to the outcome,
just do your job; dont bother about what they think of you.
Sam PitrodaCEO, World Tel.
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B rij Mohan L all Munjal Chairman
Hero Honda MotorsL
td
I interact with people from my heart.
I build relationships of trust they are my biggest strength.
I am never arrogant. I care for my people,
they have made me successful.
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J ack WelchFormer CEO,GE
Spent 60 per cent of time inmeeting, talking, identifying,selecting and placing executives tolead his/her businesses.
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Autocratic Democratic Laissez Faire
1. Also called Authoritarian or leader-centered Also called participative or group-centered Called as individual centered
2 The leader believes in Theory X The leader believes in Theory Y Absence of direct leadership
3 The leader is autocratic, task-oriented, restrictive He is democratic, employee-oriented, permissive to a great extent
Leader avoids both power andresponsibility
4 Leader decides on structure of task and strivesfor better methods of doing the task and keepsthe employees busy with the task
Leader is considerate, recognizes the needsof subordinates and respects human dignityand also ways to accomplish them
Tasks are presented to a group whichestablish our goals
5 Communication is only one way- top to bottom C is 2-way There are multiple channels of communication
6 Decision Making is centralized and is quick Decentralized and slow Decisions always made by majority
7 Employees show great resistance toChange.also it is difficult to obtain theemployees co-operation and commitment to task
There is a minimum resistance to change.The employees are generally contentive andact as a cohesive group
Such leadership may result in lack of cohesion and ultimate chaos
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1)W here individually successful work groups existIs useful when one subordinate lacks knowledge and
experience.
When emergencies arise which require immediatedecisionWhen the work group becomes complacent and needs
goadingWhen discipline is poor
Not useful when;1) Individuals are experienced and knowledgeable2)When the job requires team work or cooperation3)There is need to improve moral4)Where individually successful work groups exist
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is useful when
Subordinate accepts the companies goal
When rewards are looked upon as primary motivatesWhen leader is generally interested in the subordinates
viewWhen group is cooperative and efficient
Not useful when;Where employees lack experience and the groups arenot cohesive
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Traits Theories of Leadership
Theories that considerpersonality, social,physical, orintellectual traits todifferentiate leadersfrom nonleaders.
Leadership Traits:Leadership Traits:
Ambition and energyAmbition and energy
The desire to leadThe desire to leadHonest and integrityHonest and integrity
Self Self--confidenceconfidence
IntelligenceIntelligenceHigh self High self--monitoringmonitoring
JobJob--relevant knowledgerelevant knowledge
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B ehavioral Theories of Leadership
Theories proposing that specificbehaviors differentiate leaders from
nonleaders.
Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.
ehavioral theory:ehavioral theory:Leadership traits can be taught.Leadership traits can be taught.
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Initiating Structure
The extent to which aleader is likely to define andstructure his or her role andthose of sub-ordinates inthe search for goalattainment.
ConsiderationThe extent to which aleader is likely to have jobrelationships characterizedby mutual trust, respectfor subordinate s ideas,and regard for their
feelings
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The Ma a e rialGri
(Blake aM ut
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1,9 - High on people oriented , Low on
task oriented.
HR , IR, Services.
9,9 - High on concern for people aswell as High on concern for task.
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1,1 Low on concern for people aswell as Low on concern for task.
9,1 High on concern for task & Lowon concern for people.
R & D , Production , Software
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5 ,5 Its balance situation.
Concern for both people as well as task.
Marketing , & other Functions.
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F iedler s Contingency Model
The theory that effective groups depend on a propermatch between a leader s style of interacting withsubordinates and the degree to which the situation givescontrol and influence to the leader.
Least Preferred Co-Worker (LPC)Questionnaire
An instrument that purports tomeasure whether a person is task-or relationship-oriented.
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Leader-Member Relations
The degree of confidence, trust, and respect subordinates have in their leader.
Task Structure
The degree to which the job assignments areprocedurized.
Position Power
Influence derived from one s formal structuralposition in the organization; includes power tohire, fire, discipline, promote, and give salaryincreases
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F indings from F iedler Model
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S ituational Leadership Theory ( SLT)
A contingency theory that focuses on followers readiness.
Unable andunwilling Unable but willing
Able andunwilling
Able andwilling
Follower readiness: Ability and
willingness
Decreasing need for support andsupervision
DIRECTIVEHigh task and relationship
orientations
Supportive
participativeMonitoring
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Follower ReadinessUnwilling
Leadership styles
W illing
AB LE
UNAB LE
Supportiveparticipative Monitoring
Directive
High taskrelationshiporientation
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T he above theory is based on the followers.Here the followers have been segmented intofour basic types:-
Unwilling and unable.Unable but willing.
Able and unwilling.
Able and willing.In this theory , we also discuss the strategies
or the types of leadership to be followed to dealwith such a followers.
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Unwilling n Unable ----------) Telling concept tobe followed.
Willing n Unable --------------) Selling concept tobe followed.
Unwilling n able ----------) Participation conceptto be followed.
Willing n Able -----------------) Delegation
concept to be used.
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Transactional Leaders
Leaders who guide or motivatetheir followers in the direction of established goals by clarifyingrole and task requirements.
Transformational Leaders
Leaders who provideindividualized consideration andintellectual stimulation, and whopossess charisma
Contingent Reward
Management by Exception(active)
Management by Exception(passive)
Laissez- F aire
Charisma
Inspiration
Intellectual Stimulation
Individual Consideration
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Charisma: Provides vision and sense of mission , instills pride , gains respect and trust.
Inspiration: Communicates high expectations , usessymbols to focus efforts , expresses importantpurposes in simple ways.
Intellectual Stimulation : Promotes intelligence , rationality , and careful problem solving.
Individualized Consideration: G ives personalattention , treats each employee individually , coaches ,
advises.
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PO WER IS THE INFLU ENC E
WHICH O NE EXCER CIS E OV ER THE O THER TO AC HIEV E HISP ER S O NAL ANDP RO FESSI O NAL G O AL.
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The theory that it is theleader s job to assist
followers in attaining theirgoals and to provide themthe necessary directionand/or support to ensure
that their goals arecompatible with the overallobjectives of the group ororganization.
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Directive Rigid , Confident , One man army , Semi autocratic ,
Self dependent.
P articipative Friendly , Part of a team , Encouraging.
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Supportive Lending
support but not encouragingideas from subordinates.
Achievement oriented Result oriented , Autocratic.