High Performance Leadership - 1

7/27/2019 High Performance Leadership - 1

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By Prof. Vivekanand Pawar

High Performance

Leadership

Chapter 1

Leadership


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Defining Leadership

Leadership is the process of influencing theactivities of an organized group in its efforts

toward goal setting and goal achievement .


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Some Working Definitions Of

Leadership Leadership is the process of persuasion or example

by which an individual (or leadership team)induces a group to pursue objectives held by theleadership or shared by the leader and his or her

followers.

Leadership is what gives an organization its visionand its ability to translate that vision into reality.

While management works in the system,Leadership works on the system.


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Leadership is influencing process of leaders and

followers to achieve organizational objectivesthrough change.

Comprehensive Definition of

Leadership


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Leadership DefinitionKey Elements


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Leader-Follower :

The influencing process is between leaders and followers, not just a

leader influencing followers; its a two way process.

Influence :

Influencing is the process of a leader communicating ideas,

gaining acceptance of them, and motivating followers to support and

implement the ideas through change.

Organizational Objectives :

High performance leaders influence followers to think not only of

their own interests, but the interest of the organization. Leadership

occurs when followers are influenced to do what is ethical and

beneficial for the organization and themselves.


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Change :

Influencing and setting objectives is about change. Organizations

need to continually change, in adapting to the rapidly changing

global environment.

People :

Although the term people is not specifically mentioned in the above

definition of Leadership, after reading about the other elements, one

can realize that leadership is about leading people.



Effective Leadership

Leaders with the power and personal traits to be effective

in a leadership situation can lead by taking four sets of

actions:

Providing a vision.

Thinking like a leader.

Using the right leadership style.

Using organizational behavior leadership skills.



Leader Vs Manager

Personality

Dimension

Manager Leader

Attitudes toward

goals

Impersonal, passive,

functional; goals arise out of

necessity, reality

Personal, active, goals arise

from desire, imagination

Conceptions ofwork

Combines people, ideas,

things; seeks moderate risk

Looks for fresh approaches

to old problems; seeks high

risk

Relationships with

others

Prefers to work with others;

avoids close relationships

and conflicts

Comfortable in solitary

work; encourages close

relationships, not averse toconflict

Sense of self Accepts life as it is;unquestioning

Questions life; struggles for

sense of order


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Leadership Managerial Roles

Interpersonal

Roles

Informational

Roles

Decisional Roles

Figurehead Monitor Entrepreneur

Leader Disseminator Disturbancehandler

Liaison Spoke-person Resource allocator

Negotiator


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High Performance Leadership

Chapter 2

Leadership Theories and Styles


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Different approaches used to study

leadership

(A) Trait Theories

(B) Group and Exchange Theory

(C) Behavioral Theory

(D) Contingency Theory

(E) Some other theories


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( A ) Trait Theories

The great person theory of leadership said that individuals are born either

with or without the necessary traits for leadership but eventually this

theory gave way to a more realistic trait approach to leadership.

Some important Traits of Leaders:

Drive

Desire to Lead Integrity

Self-Confidence

Intelligence

Job-relevant Knowledge


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2. McCall and Lombardos Trait Theory

of Successes and Failures of Leaders

McCall and Lombardo identified four primary traits, by whichleader could succeed or fail. These traits are :

Emotional stability and composureCalm, confident andpredictable, particularly during stressful situation.

Admitting ErrorsOwning mistakes, rather than coveringthem up.

Good interpersonal skillsAbility to communicate and

persuade others with restoring negative or coercive tactics.

Intellectual breadthAbility to understand wide range ofareas (open-minded), rather than having a narrow area ofexpertise (narrow-minded).


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3. Bennis and Thomass Trait Theory of

Effective LeadersBennis and Thomas, suggested the following four

characteristics of effective leaders :

Adaptive capacityHardiness, keen observance, proactive

seizing of opportunities and creativity.

Engaging others by creating shared meaningencouraging

dissent, empathy, and obsessive communication.

VoicePurpose, self-awareness, self-confident, and emotional

intelligence.

Integrityambition, competence, and moral compass.


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( B )Group and Exchange Theory

Group and exchange Theories of Leadership

is an exchange process between leader and followers.Some research shows that followers/subordinatesmay actually affect leaders as much as leaders affect

followers/subordinates. Relevant to the exchangeview of leadership is the vertical dyad linkage (VDL)approach more recently called leader-memberexchange ( LMX ) .The VDL or LMX theory saysthat leaders treat individual subordinates differently.Leaders and subordinates develop two personrelationships which affect the behavior of bothleaders and subordinates


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( C) Behavioural Theories

1. ThreeDimensional Theory

Kurt Lewin and colleagues. identified the followingthree different styles of leadership, in particular,regarding decision making :

Autocratic : Autocratic leaders take decisions ontheir own, without consulting others.

Democratic : Democratic leaders involve theirpeople in decision making.

Lassez-faire : Lassez-faire leaders have minimuminvolvement in decision making. They allow peopleto make their own decisions.


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2. Michigan Studies

At the University of Michigan, Rensis Likert identified four

main styles of leadership, in particular, around decision

making and the degree to which people are involved in the

process.

i. Exploitive Authoritative - Low concern for people-usethreats and other coercive ways for compliance of decisions

-communication is usually top-down.

ii. Benevolent Authoritative - Authoritarian, but pay attention

to peoples concerns - use rewards to encourage appropriateperformance - some delegations of decisions, almost all

major decisions are still made by the leader.


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iii. Consultative - make genuine efforts to listen to

their peoples ideas - make major decision, which

remains centralized .

iv. Participative - involve people at all levels in the

decision making process -people arepsychologically closer together and work well

together at all levels.

2. Michigan Studies


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Managerial Grid

Blake and Mouton proposed the famous managerialgrid with the two independent dimensions,

(i) task orientation ( concern for production) and

(ii) people orientation ( concern for people).

Each of these two dimensions ranging from low (1) tohigh (9).

This section describes the five styles of the managerialgrid, or the leadership grid as it came to be known later.


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Managerial Grid

The Managerial Grid

(Blake and Mouton)


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i. Impoverished Management ( Style 1,1)

Low task and low people orientation

Minimum effort is exercised toward getting the work done.

It refers to lazy approach.

ii. Authority-Compliance ( Style 9,1)

High task and low people orientation

Strong focus on task and efficiency.

Little concern for people, including the elimination of

people wherever possible.

Managerial Grid


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iii. Country-club Management( Style 1,9)

Low task and high people orientation

A comfortable and friendly environment and collegialstyle.

A low focus on task may lead to questionable result.

iv. Middle of the road Management( Style 5,5)

Medium task and medium people orientation

Lack of focus on both people and the work. The leader concentrates only on getting the work done anddoes not push the boundaries of achievements.

Managerial Grid


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v. Team Management( Style 9,9)

High task and high people orientation

Highly motivated subordinates are committed to

the task.

The leader is committed to his/her people and the

task.

Managerial Grid

( D ) C ti Th i


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Contingency theories are based on the assumption that theleaders ability to lead is contingent upon various situationalfactors such as the leaders preferred style, the capabilities and

behaviours of followers, etc.

1. Fiedlers Theory

According to Fiedler, relationships, power, and task structure arethe three key factors that drive effective leadership styles.

He identified the least preferred coworker (LPC) scoring forleaders.

High LPC leaders tend to have close and positive relationships,and act in a supportive way.

Low LPC leaders put the task first and turn to relationships onlywhen they are satisfied with the progress of the work.

( D ) ContingencyTheories


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1. Fiedlers Theory

The following three aspects determine the effectiveness of

the two leadership styles (high or low LPC):

1. Leader-member relations : The extent to which the leader

has the support and loyalties of followers. The relations

with them are friendly and cooperative.

2. Task structure : The extent to which tasks are

standardized, documented, and controlled.

3. Leader's position power : The extent to which the leaderhas authority to assess follower performance and give

reward or punishment.


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2.Blanchards Hersey and situational Leadership theory

Another Contingency approach the situational

leadership ( or lifecycle) model developed by Paul

Hersey and Kenneth Blanchard , suggest that the mostimportant factor affecting the selection of leaders style

is the development ( maturity level ) of the

subordinates. Development levelis the taskspecific

combination of an employees task competence andmotivation to perform.


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(E) Some other TheoriesPath Goal Leadership theoryAccording to pathgoal theory , leaders roles

are to help employees understand what needs to be done ( the goal )and how to do it ( the path ).It identifies four major , types or styles ofleadership , which are mentioned below :

Directive Leadershipthe leader focuses on clear taskassignments, standards of successful performance, and workschedules.

Supportive leadershipthe leader demonstrate concern foremployees well being and needs while trying to create a pleasantwork environment. Leader is friendly and approachable and showsa genuine concern for subordinates.

Participative leadershipThe leader asks for uses suggestionsfrom subordinates but still makes decision. Invites employees toprovide input to decision and tries to use there suggestions whilemaking final decision.

Achievementoriented leadershipthe leader sets highexpectations for employees, communicate confidence in thereability to achieve challenging goals and enthusiastically models thedesired behavior.


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Some other theories

Vrooms Decision Making Model

Emerging Approaches to Leadership1. Charismatic Leadership Theories

2. Transformational Leadership Theory3. Social learning Approach

4. Self leadership and super leadership

5. Coaching


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Chapter 3

Leadership Skills


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Leadership Skills

Getting and Giving Information

Group Needs and Characteristics

Controlling the Group

Knowing and Understanding GroupResources

Counseling

Setting Example


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Chapter 5

Team Work and Team Building


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What is Team?

A Team is a small number of people with

complementary skills who are committed to

a common purpose, performance goals andapproach for which they hold themselves

mutually accountable.


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Difference between Work Group & TeamWork Groups Team

Strong , Clearly focused leader Shared leadership roles

Individual Accountability Individual and Mutual Accountability

Purpose is same as organization Specific purpose

Individual workproducts Collective work products

Efficient meetings Encourages open-ended, active problem solving

meetings

Measures effectiveness indirectly Measures performance directly

Discusses , decides and delegates Discusses , decides and does work together


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Challenges in team work

Dilution of responsibility (accountability),dependence on others, taking on too much,overlap

Lack of focus

Conflicting personalities and styles/Egos

Distribution of credit


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Skills Needed for Team Work

Aside from any required technical proficiency, wide

varieties of social skills are desirable for successfulteamwork, including:

Listeningit is important to listen to other peoplesideas.

Questioningit is important to ask questions, interact,and discuss the objectives of the team.

Persuadingindividuals are encouraged to exchange,defend, and then to ultimately rethink their ideas.

Respectingit is important to treat others with respectand to support their ideas.


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Skills Needed for Team Work

Helpingit is crucial to help ones co-workers, which

is the general theme of teamwork.

Sharingit is important to share with the team to creatan environment of team work.

Participatingall members of the team areencouraged to participate in the team.

Communicationfor team to work effectively it is

essential team members acquire communication skillsand use effective communication channel between one

another.


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Life cycle of a Team

FORMING

STORMING

NORMING

ADJOURNING

PERFORMING


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TEAM BUILDING

Identification of a Problem

Collection of relevant data

Data feedback and confrontation

Problemsolving experience

Onthejob application

and follow up


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Skills useful in team building

Consultation skills Diagnosing, contracting,designing change.

Interpersonal Skills Trust building, Coaching, andlistening.

Research Skills Planning and conducting a studyand evaluating results.

Presentational Skills Public speaking and report

presentation. Two additional skills stand out as critical to success

process consultation and feedback.

A comparison between contrasting supervisory


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A comparison between contrasting supervisoryroles

Traditional Structure SelfManaging Team Structure

Authority Figure Coach and counselor Resource

Expert Champion and cheerleaders

Teacher Allocator

Problem Solver Liaison and foundry manager

Coordinator Facilitator


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Chapter 6

Interpersonal Skills

Conversation, Feed Back and Feed Forward


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The term "interpersonal skills" is used often in business

contexts to refer to the measure of a person's ability to operate

within business organizations through social communication

and interactions. Interpersonal skills are how people relate to

one another .

There are different types if interpersonal skills like Verbal,

Nonverbal.

Important Skills


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Important Skills

CONFLICT

MANAGEMENT

ASSERTI-

-VENESS

MANAGING

DIFFICULT

PEOPLE

COMMUN

-ICATION

STYLES

ACTIVE

LISTENING

BUILDING

TRUST

EMPATHY

SKILLS


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Interpersonal communication can be defined in avariety of ways. One way is to define it by thenumber of people communicating and theirrelationship to each other. This we call the dyadic

or relational definition.

Another way is to define it as a developmentalprocess. Where communication begins asimpersonal and becomes more and more personalas the interactions increase in frequency andintimacy. This we call the developmentaldefinition.


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Conversation

A conversation is communication by two or more

people, or sometimes with ones self, often on a

particular topic.

Conversation is the ideal form of communication in

some respects, since they allow people with different

views of a topic to learn from each other.


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Communication

Communication means usually to speak or to write orto send a message to another person.

Communication involves ensuring that messagesreach the person to whom they are sent, that thereceiver understand and respond as we want them to;and that we ourselves are able to understand,interpret, and respond to messages that are sent to us.


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Objectives of Communication

Information : Enquiring, supplying or receiving the information.

Advice : Personal opinion about what to do, how to do or whento do.

Suggestion : Proposals by the subordinates to the higher

authorities indicating change required in existing procedural andoperational matters.

Order : Directive issued by management to subordinates inauthoritative manner.

Motivation : Motivation channelizes the inner urge of the man towork and to excel towards the organizational goals.


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Objectives of Communication

Persuasion : Act of influencing the other persons to

voluntarily change their attitudes, beliefs feelings orthoughts.

Warning : It is informing about the unpleasant andunfavorable consequences if certain course of action is not

changed/ amended.

Negotiation : Discussion by two or more parties concernedwith specific problem to find mutually acceptable agreement.It may be through bargaining orientation, lose-lose

orientation, win-win orientation and compromise orientation. Education : It is important from the view of teaching and

training the employees and executives.


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Communication Process

Creates

Message

Encode

Message

Decode

FeedbackReceiver

Feedback

Receiver

Encodes

Message

Decode

Message

Encode

Feedback

Create

Feedback


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Types of Communication

Communication

Formal

Communication

Informal

Communication

Upward

Communication

Horizontal

Communication

Downward

Communication

Medial of Communication or Interpersonal


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Medial of Communication or Interpersonal

Communication

Interpersonal

Communication

Oral

Communication

Written

Communication

Verbal

Communication

Non-Verbal

Communication


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Barriers to Effective Communication

Filtering : Sender manipulates information in such a manner that

it shall be seen more favourably by the receiver.

Selective perception: People selectively interpret what they seeon the basis of their interests, background, experience andattitudes.

Information overload: When a situation arises where theinformation inflow exceeds an individual's processing capacity,communication barrier creeps in.

Emotions: How a receiver feels at the time a message is receivedwill influence how the message is interpreted.

Communication apprehension: Undue tension and anxietyabout oral communication, written communication or both affectseffective communication.

Seven Cs of Business Communication


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According to Francis J. Bergin, there are '7

Cs' of Communication :

Candid : Message should be straight forwardand frank.

Clear : Clarity of expression and thought ismust.

Complete : Message necessarily should becomplete as incomplete message breedsmisunderstanding and misinterpretation.



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4. Concise : Conciseness is necessary to retain the

attention as well as to save the time of the receiver.

5. Concrete : Message should not be vague but specific.Concrete expression create specific visual image inthe mind of receiver.

6. Correct : Message should be correct in grammar,spellings, contents, statistical information etc.

7. Courteous : Courtesy and manners plays dominatingrole in effective communication.

Principles of Communications


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Creation of synergetic environment

Two-way communication

Strengthen flow of communication

Proper media

Encourage open communication

Use of appropriate language



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Effective listening

Self-development

Intellectual dimensions

Emotional dimensions

Spiritual dimensions

Transactional Analysis - A Tool to Understand Peoples


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y p

Communication Behaviour

There are many ways we can look at communication styles

and that the most comprehensive research is theTransactional Analysis (TA).

TA is practical yet impact technique to understandpeople's communication behaviours based on their

personal values, thoughts and feelings. Each personoperates in three egosParent, Adult and Child.

Each of these egos is distinct and therefore easy to identifyand differentiate.

More importantly, these egos affect differentcommunication behaviours and eventually communication

styles.

Transactional Analysis - A Tool to Understand Peoples


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y p

Communication Behaviour

Ego States

Parent-Ego State

Behaviours, thoughts and feelings copied

from parents or parent figure.

Adult Ego State

Behaviours, thoughts and feelings which are

direct responses to the here and now.

Child Ego State

Behaviours, thoughts and feelings replayed

from childhood.


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Chapter 7


Delegation, Humor, Trust, Expectations,Values, Status, Compatibility



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Empathy

Conflict

management

Assertiveness

Dealingwith

Difficult

people

Communi

cation

Style

Active

Listening

Building

Trust

Skills

Interpersonal skills" refers tomental and communicativealgorithms applied duringsocial communications andinteractions in order toreach certain effects orresults. The term"interpersonal skills" isused often in businesscontexts to refer to themeasure of a person'sability to operate within

business organizationsthrough socialcommunication andinteractions. Interpersonalskills are how people relate

to one another


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There are different types if interpersonal skills

like Verbal, Non verbal. In verbal skills

conversations play a major role. To know the

process of conversation better we need to learn

How the Process of Conversation Works

How You Can Become More Effective


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The Conversation Process

Opening

Feedforward

Business Feedback Closing

Five Stages of Conversation


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FEEDBACK & FEEDFORWARDFeedback

Positive / Negative:

Person focused / Message focused:

Immediate / Delayed:

Low Monitoring / High Monitoring:

Supportive / Critical:

Feedforward-Feedforward is information that is provided before sending inprimary message.

L th d M ti k Ch t i ti f


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Luthans and Martinkos Characteristics of

Effective and Ineffective Feedback

Effective Feedback Ineffective Feedback

Intended to help the employees Intended to belittle the employees

Specific General

Descriptive Evaluating

Useful Inappropriate

Timely Untimely

Considers employee readiness for feedback Makes the employee defensive

Clear Not understandable

Valid Inaccurate


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Besides feedback and feed forward, other

variables, such as trust, expectations, values,

status and compatibility, delegation , humors ,

greatly influence the interpersonal aspects ofcommunication .


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CONFLICT MANAGEMENT

Conflict is when two or more values, perspectives and opinions arecontradictory in nature and haven't been aligned or agreed about yet,including:

Within yourself when youre not living according to your values.

When your values and perspectives are threatened; or

Discomfort from fear of the unknown or from lack of fulfillment.


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Conflict is often needed. It:

Helps to raise and address problems.

Energizes work to be on the most appropriate issues.

Helps people "be real", for example, it motivates them to participate.Helps people learn how to recognize and benefit from their differences.


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Intrapersonal

ConflictsIntergroup

InterpersonalSkills

Types of

Conflicts


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Chapter 4

POSITIVE THINKING

High Performance Leadership - 1

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