04/08/23 1

LEADERSHIP

“GETTING EXTRA-ORDINARY PERFORMANCE OUT OF ORDINARY PEOPLE”

- Sir John Harvey Jones

“A BUSINESS SHORT ON CAPITAL CAN BORROW MONEY. BUT A BUSINESS SHORT OF LEADERSHIP HAS LITTLE CHANCE OF SURVIVAL”

- Peter Drucker

04/08/23 2

LEADERSHIP

LEADERSHIP IS THE ABILITY OF A MANAGER TO BRING PEOPLE TO WORK TOGETHER EFFICIENTLY FOR A COMMON GOAL

LEADERSHIP IS THE ABILITY TO GET OTHER PEOPLE TO FOLLOW YOU AND TO WILLINGLY DO WHAT YOU WANT THEM TO DO.

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LEADERSHIP

A FUNCTION OF 3 VARIABLES –

• THE INDIVIDUAL - the leader himself

• THE GROUP OF FOLLOWERS

• THE CONDITIONS / SITUATION

FOR A GOOD UNDERSTANDING OF LEADERSHIP, IT IS ESSENTIAL TO HAVE A GOOD UNDERSTANDING OF THE INDIVIDUALS, THE ORGANISATIONS AND CONDITION OF THEIR INTER-RELATIONSHIPS.

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LEADERSHIP

LEADER HIMSELF

personality, beliefs,

preferred style...

GROUP

responsible, lazy,

dependent, confidence

in leader...

SITUATION

orgn. Culture,

time pressures

THE INFLUENCING FACTORS

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LEADERSHIP

THE INTEGRAL ROLE : integration of

TASK NEEDS TEAM NEEDS

INDIVIDUAL

NEEDS

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LEADERSHIP

EFFECTIVE LEADER – NO ONE WAY

ONE HAS TO BE CAPABLE OF BEHAVING DIFFERENTLY IN DIFFERENT CIRCUMSTANCES

• DIRECTIVE LEADER ( AUTOCRATIC )

• CONSULTATIVE LEADER ( DEMOCRATIC )

• DELEGATORY LEADER ( FREE REIN )

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LEADERSHIP

FREE REIN DEMOCRATIC AUTOCRATIC

Individual has increasing

freedom

Leader exerts increasing

ControlIndividual has

Complete Control

Leader has

Complete Control

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LEADERSHIP

LEADERSHIP APPROACHES :

• Task orientation

• People Orientation

PE

OP

LE

TASK low

high

low

high 1,9

9,9

9,1

1,1

5,5

Missionary Compromiser

AutocratDeserter

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LEADERSHIP

SUCCESSFUL LEADERS WERE THOSE

• WHOSE BOSSES GAVE THEM MORE FREEDOM

• WHO WERE MORE EMPLOYEE CENTRED

• WHO ENCOURAGED THEIR SUBORDINATES TO

CONTRIBUTE IDEAS ON HOW BEST TO PROCEED

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LEADERSHIP

STYLE IS BASICALLY DERIVED FROM ONE’S

PREFERRED ATTITUDE ON PEOPLE & THEIR

BEHAVIOUR PATTERN

THEORY X

THEORY Y

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LEADERSHIP

THEORY X

The typical person DISLIKES WORK and will try to avoid it if possible. He engages in various work restrictions because HE IS LAZY. He HAS LITTLE AMBITION and will AVOID RESPONSIBILITY if possible. HE IS SELF CENTRED, INDIFFERENT TO ORGANISATIONAL NEEDS and RESIST CHANGE. The common rewards given by organisations are not enough to overcome his dislike for work. So, the only way that Management can secure high employee performance is TO COERCE, CONTROL and THREATEN him

MANAGER APPROACH

• Activity oriented - sets time

bound

activities

• Dictates priorities for others

• Task & Activities are assigned

without explanations

• Gives ‘Set Guidelines’ &

expects

them to be followed blindly

• Focus is on activity rather than

Goal.

• Plans & Schedule things for

others

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LEADERSHIP

THEORY Y

People are NOT LAZY. Any appearance they have of being that way is the result of experiences with organisations. But, IF MANAGEMENT PROVIDES PROPER ENVIRONMENT to release their potential, WORK WILL BECOME AS NATURAL TO THEM AS REST OR PLAY.

Management’s role is to provide the environment in which the potential of people can be released at work

MANAGER APPROACH

• Dealing with adults capable of scribing their own destiny

• Make work a challenging opportunity

• Motivation thru’ involvement, job enrichment

• Each is his own manager/ leader

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LEADERSHIP

PERSONAL QUALITIES :

• OPEN MIND

• DOES NOT PUSH BUT ALLOWS PROCESS TO UNFOLD

• TEACHES BY EXAMPLE

• FAIRNESS IN APPROACH OR DEALINGS

• PAYS RESPECTFUL ATTENTION TO ALL BEHAVIUOR

• DOES NOT PROTECT PEOPLE FROM THEMSELVES

• PLACES WELL BEING OF ALL ABOVE WELL BEING OF SELF

• WORKS IN ANY SETTING, WITHOUT COMPLAINT, WITH

ANY PERSON OR ISSUE – HE ACTS SO THAT ALL WILL

BENEFIT – HE SPEAKS SIMPLY & HONESTLY

• TAKES THE BLAME FOR POOR PERFORMANCE AND

SHARES JOYS OF SUCCESS WITH ALL

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LEADERSHIP

PERSONAL QUALITIES :

• PAYS ATTENTION TO WHAT IS BEING SAID

• DOES NOT INTERVENE UNNECESSARILY – HIS PRESENCE

IS FELT BUT THR GROUP RUNS ITSELF

• FACILITATES BUT DOES NOT INTRUDE

• TRUSTS HIS PEOPLE

• DOES NOT COMPROMISE TO MAKE PEOPLE FEEL GOOD

• DOES NOT GET RUFFLED BY FAILURES, TAKES THEM IN

STRIDE

• STABILITY, FLEXIBILITY, ENDURANCE

• WARRIOR – ACTS WITH POWER & DECISION

• NOT EGOCENTRIC

• AWARENESS – WHAT IS HAPPENING AROUND

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LEADERSHIP

PERSONAL QUALITIES :

• A LEADER MUST HAVE VISION

• A SENSE OF JUDGEMENT

• ENERGY

• DETERMINATION

• CONSISTENCY

• FAIRNESS

• RUTHLESSNESS

• SELF - KNOWLEDGE

• SKILLS - communication, listening, decision making, motivation,

counselling, training, grievance handling, etc

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LEADERSHIP

PERSONAL QUALITIES : some more

• FITNESS OF BODY & MIND

• COURAGE

• WILL POWER

• ABILITY TO CONNECT WITH PEOPLE

• TRUTHFULNESS / HONESTY

• INTEGRITY

• AUTHENTIC

Leaders must inspire and to do so must capture

the heart, the mind and the soul.

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LEADERSHIP

• HELP YOUR PEOPLE TO REALISE THAT WORK CAN BE

SATISFYING

• PROVIDE CLEAR TARGETS

• ASSESS PERFORMANCE OBJECTIVELY

• GIVE PRAISE / RECOGNITION - where appropriate

• REPRIMAND - where appropriate

• KEEP PEOPLE CONSTANTLY INFORMED

• RESPECT YOUR PEOPLE, THEIR FEELINGS

• BE WATCHFUL OF WORKING CONDITIONS

• INVITE SUGGESTIONS FOR IMPROVEMENTS

• TRAIN FOR SKILLS IMPROVEMENTS

• DEAL WITH GRIEVANCES PROMPTLY

• RECOGNISE TO ERR IS HUMAN - allow mistakes

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LEADERSHIP

A LEADER MUST ACCEPT :

• that people think

• that people have great potential

• that people expect to be heard

• that people want to work

• that people have aspirations, expectations

• that people have love for others

• that people possess distinct behaviour patterns, attitudes

• that people have knowledge

• that people are expensive

• that people are no longer meek

• that people have the power to compare

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LEADERSHIP

• ORGANISATIONS DON’T REALLY ACCOMPLISH ANYTHING

• PLANS DON’T ACCOMPLISH EITHER

• THEORIES OF MANAGEMENT DOESN’T MUCH MATTER

• ENDEAVOURS SUCCEED OR FAIL BECAUSE OF THE PEOPLE INVOLVED

• ONLY BY KEEPING YOUR PEOPLE ON THE GO WILL YOU ACHIEVE

• SO THEN, IT’S EASY…IT’S ABOUT PEOPLE

• THE LEADER IS ONLY EFFECTIVE THROUGH THE ACTIONS OF HIS

FOLLOWERS