Class 9 Leadership
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Transcript of Class 9 Leadership
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Leadership
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What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
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Leadership Leadership is the process where a personexerts influence over others and inspires,motivates and directs their activities toachieve goals. Effective leadership increases the firmsability to meet new challenges.
Leader : The person exerting the influence. Personal Leadership Style: the ways leaders choose toinfluence others.
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Authority, Power and Influence
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Sources of PowerRewardPower
Legitimate
PowerCoercive
Power
ExpertPower
ReferentPower
Enable managers to beleaders & influence
subordinates toachieve goals
Figure 13.1
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Sources of Power
Used to affect others behavior and get themto act in given ways.
Legitimate Power : managers authority resulting by their management position in the firm.
Can be power to hire/fire workers, assign work. Reward Power : based on the managers ability to give or withhold rewards.
Pay raises, bonuses, verbal praise.Effective managers use reward power to signalemployees they are doing a good job.
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Sources of PowerCoercive Power : based in ability to punish others.
Ranges from verbal reprimand to pay cuts to firing.Can have serious negative side effects.
Expert Power : based on special skills of leader.First & middle managers have most expert power.
Often found in technical ability. Referent Power : results from personal characteristics of the leader which earn workers respect, loyalty andadmiration.
Usually held by likable managers who are concernedabout their workers.
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Theories of Leadership
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Theories of Leadership(Models of Leadership)
1 Trait theories:Are leadership characteristics inherently gender biased?Do such characteristics produce good leaders?Is leadership more than just bringing about change?Does this imply that leaders are born not bred?
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Theories of Leadership
Trait theories:Is there a set of characteristics / TRAITSthat determine a good leader?
Personality?Dominance and personal presence?
Charisma?Self confidence?Achievement?Ability to formulate a clear vision?
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NehruIndra
RajivRahul????
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Theories of Leadership
2 Behavioural Theory of Leadership:Imply that leaders can be trained focus on the wayof doing things
Structure based behavioural theories focus on the leaderinstituting structures task orientatedRelationship based behavioural theories focus on the developmentand maintenance of relationships process orientated
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Managers vs. LeadersManagers
Do things right
PlanOrganizeControl
LeadersDo the right things
InspireInfluenceBuild
Behavioural Theory of Leadership
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Theories of Leadership
3 Transformational:Widespread changes to a business or organisation
Requires:Long term strategic planningClear objectives
Clear visionLeading by example walk the walk Efficiency of systems and processes
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Managers vs. LeadersManagers
Focus on things
DirectFollows the rules
LeadersFocus on people
MotivateShape entities
Transformational
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Theories of Leadership
4 Contingency Theories:Leadership as being more flexible differentleadership styles used at different times depending
on the circumstance.Suggests leadership is not a fixed series of characteristics that can be transposed into differentcontextsThree contingency models
A) Fiedler ModelB) Houses Path -GoalC) Leader-Substitute Model
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Contingency Models
Fiedlers Model: effective leadership iscontingent on both the characteristics of the
leader and the situation. Leader style : the enduring, characteristic approach toleadership a manager uses.
Relationship-oriented : concerned with developing good
relations with workers.Task-oriented : concerned that workers perform so the
job gets done.
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Fiedlers Model
Situation characteristic : how favorable a given situationis for leading to occur.
Leader-member relations : determines how much
workers like and trust their leader.Task structure : extent to which workers tasks are clear-cut.
Clear issues make a situation favorable for leadership.
Position Power : amount of legitimate, reward, &coercive power a leader has due to their position.
When positional power is strong, leadership opportunitybecomes more favorable.
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Fiedlers Contingency Model
GOOD POOR
Leader-MemberRelations
TaskStructure
PositionPower
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Fiedlers Contingency Model
HIGH LO W
Leader-MemberRelations
TaskStructure
PositionPower
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Fiedlers Contingency Model
Strong (S) Weak(W)
Leader-MemberRelations
TaskStructure
PositionPower
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Fiedlers Contingency Model
GOOD
HIGH LO W
S W S W S W S W
Leader-MemberRelations
TaskStructure
PositionPower
Kinds of LeadershipSituations
I II III IV V VI VII VIII1
Relationship-oriented managers most effective in IV, V, VI, VII.Task-oriented managers most effective in I, II, III or VIII.
HIGH LOW
POOR
TASK RELATIONSHIP TASK
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Swati Sharma is very good in peoples skills.
People love her presence around.But she is a perfectionist and want her way through.She thinks she is always right.What situation will suit her leadership style?
Where do think she will do well?a) Production or HR or Marketing ?b) NGO social health centre? MaxHealth Centre?
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Nazim works for Cipla.
Nazim is an extremely hardworking person.He achieves his targets well in timeHe is apple of managements eyes. Management makes him Team Leader expecting that he willbe a role model to other members
But, as is always a case, others envy him and are jealous of Nizam.Nizam lacks interpersonal skills too.
What do will you advise?
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Using Fiedlers Model
Can combine leader-member relations, task structure, andposition power to identify leadership situations.
Identifies situations where given types of managers
might perform best.
Leader style is a characteristic managers cannot change.Thus, managers will be most effective when:
1) They are placed in leadership situations that suit theirstyle.
2) The situation can be changed to fit the manager.
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Houses Path -Goal Model
Model suggests that effective leaders motivate workers toachieve by:1) Clearly identifying the outcomes workers are trying to
achieve.2) Reward workers for high-performance and attainment.3) Clarifying the paths to the attainment of the goals.
Path-Goal is a contingency model since it proposes thesteps managers should take to motivate their workers.
Based on Expectancy Motivation Theory.
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Steps to Path-Goal
1) Determine the outcomes your subordinates are trying toobtain.
Can range from pay to job security or interesting work.
Once outcomes determined, manager needs to be surethey have the reward power to provide these.
2) Reward subordinates for high-performance and goalattainment with the desired outcomes.
3) Clarify the paths to goal attainment for workers, removeobstacles to performance, and express confidence inworkers ability.
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Motivating with Path-goalPath-goal identifies four behaviors leaders can use:1) Directive behaviors : set goals, assign tasks, show how
to do things.
2) Supportive behavior : look out for the workers bestinterest.
3) Participative behavior : give subordinates a say inmatters that affect them.
4) Achievement-oriented behavior : Setting verychallenging goals, believing in workers abilities.
Which behavior should be used depends on the workerand the tasks.
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Leader-Substitute Model
Leadership substitute: acts in the place of a leader andmakes leadership unnecessary. Possible substitutes canbe found:
Characteristics of Subordinates: their skills,experience, motivation.Characteristics of context: the extent to which work isinteresting and fun.
Worker empowerment or Self-managed work teams reduce leadership needs.
Managers need to be aware that they do not always needto directly exert influence over workers.