LEADERSHIP

LEARNING OBJECTIVE

What do leaders do?

How leadership is established?

What types of people become good leaders?

How leaders adapt their behavior to each situation?

Skills essential for effective leadership?

How leaders use power & influence?

LEADERSHIPLEADERSHIP is different from management

Leadership complements management; it doesn't replace it.

Management is about coping with complexity-Leadership is about coping with change

Management involves planning & budgeting,organizing & staffing; Leadership is about setting direction & aligning people

LEADERSHIPLEADERSHIP is different from management

Management ensures plan accomplishment by controlling & problem solving ( pushing in the right direction)while leadership requires motivating & inspiring(satisfying needs &drives).

Leadership needs to create challenging opportunities.

WHAT DO LEADERS DO?

Initiate ideas

Set goals

Organise & structure work

make decisions

Solve problems

Generate enthusiasm

Train & develop employee skills

Communicate formally

with subordinates Informally interact with subordinates

Stand up for & support subordinates

Take responsibility

Develop group atmosphere

Reward & punish subordinates

SPECIFIC LEADER SKILLS

ORGANISINGANALYSIS & DECISION MAKINGPLNNINGCOMMUNICATIONDELEGATIONWORK HABITSCAREFULNESSINTER PERSONAL SKILLS

JOB KNOWLEDGE

ORGANISATIONAL KNOWLEDGE

TOUGHNESS

INTEGRITY

DEVELOPMENT TO OTHERS

LISTENING

WHAT MAKES A LEADER?

TRUSTWORTHINESS TOPS THE LISTTRUSTWORTHINESS TOPS THE LIST

“INTEGRITY IS HONESTYCARRIED THROUGH THE FIBRES OF THE BEING AND THE WHOLE MIND, INTO THOUGHT AS WELL AS INTO ACTION SO THAT THE PERSON IS COMPLETE IN HONESTY. THAT KIND OF INTEGRITY I PUT ABOVE ALL ELSE AS AN ESSENTIAL OF LEADERSHIP”-Pearl.S. Buck, winner of 1938 Nobel Prize for literature

Theories of Leadership

leadership

Behavioral theory

Trait theory

Situational theory

Functional theory

TRAIT THEORY

PHYSICAL TRAITSABILITY-INTELLIGENCE, FLUENCY OF SPEECH, KNOWLEDGE

PERSONALITY -EXTROVERSION-INTROVERSION, DOMINANCE, PERSONAL ADJUSTMENT, SELF CONFIDENCE, INTER PERSONAL SENSISTIVITY, EMOTIONAL CONTROL

PERSONAL CHARACTERISTICS

ADAPTABLEADAPTABLE FRIENDLY

ASSERTIVE HONEST

CHARISMATIC INTELLIGENT

CREATIVE MASCULINE

DECISIVEDECISIVE OUTGOING

DOMINANT SELF-CONFIDENTSELF-CONFIDENT

ENERGETIC WISE

EXTROVERTED

TRAITSTRAITS

INTELLIGENCE & KNOWLEDGE

ABILITY TO FOCUS ATTENTION

AMBITION & ENERGY

EMPHASIS ON COMMON VALUES

STAYING IN TOUCH WITH PEOPLE-INTER PERSONAL SENSITIVITY

INITIATIVE

SELF CONFIDENCE

ANALYTICAL ABILITY

CHARISMA

CREATIVITY

FLEXIBILITY

MANAGING CHANGE

AVOIDING ‘DO-IT-ALLISM’

FACING UP TO FAILURE

DESIRE TO LEAD

INTEGRITY

MOST STABLE TRAIT

SELF MONITORING

CHANGE BEHAVIOR TO MEET DEMANDS OF SITUATION OR PERSON WITH WHOM DEALING

LEADERSHIP MOTIVATION PATTERN-TASK FOCUS

LEADER EMERGENCE vs LEADER PERFORMANCE

LIKELIHOOD THAT A PERSON WOULD BECOME A LEADER

INDICATES THAT EXCELLENT LEADERS POSSESS CERTAIN CHARACTERISTICS THAT POOR LEADERS DO NOT

RELATIONSHIP BET THE 2 : TRAITS, NEEDS & ORIENTATION

Leadership Traits

Enthusiasm

Self ConfidenceDetermination

IntelligenceDominance

Physical

Sociability

LEADERSHIP BEHAVIOR vs TRAITS

APPROPRIATE BEHAVIOR AND ACTIONS

TRAITS PROVIDE LATENT POTENTIAL OF A LEADER WHILE BEHAVIOR DEMONSTRATES IT

BEHAVIOR THEORIES

EXPLAINS REASONS & CAUSES OF EFFECTIVE LEADERSHIP

SPECIFIC BEHAVIORAL QUALITIES COULD BE ATTRIBUTED TO LEADERSHIP

LEADERSHIP CAN BE TAUGHT

STUDIES ON BEHAVIORAL THEORIES

OHIO STATE-INITIATING STRUCTURES WORK & WORK RELATIONSHIPS FOR ATTAINMENT OF GOALS& CONSIDERATION OF JOB RELATIONSHIPS WITH TEAM MEMBERS

UNIVERSITY OF MICHIGAN STUDIES-EMPLOYEE ORIENTED & PRODUCTION ORIENTED

MANGERIAL GRID-PEOPLE CONCERN & PRODUCTION CONCERN (9-9)

SCANDINAVIAN STUDIES- DEVELOPMENT ORIENTATION

Leader Behavior

Leader Characteristics Leaders Hierarchical Position

RELATIONSHIP BETWEEN MANAGERIAL GRID (MG) THEORY, Theory X and OHIO State(OS) theory

HIGHLOW

Middle of the road(MG)

TASK ORIENTATION

PERSON

ORIENTATION

HIGH

LOW

Country club (MG)

Consideration (OS)

Theory Y

Impoverished (MG)

Task (MG)

Task Centered (MG)

Initiating Structures (OS)

Theory X

Leadership Styles- based on Behavioral Approach

Power Leadership as Likert’s Managerial Tri Orientation Continuum Mngt System Grid DimensionalGrid

Power Orientation

Autocratic Leadership Strict AutocratStrict Autocrat Benevolent AutocratBenevolent Autocrat Incompetent AutocratIncompetent Autocrat

Participative

Free Rein

Leadership as a continuum

Use of Authority by manager

Area of freedom for subordinates

Autocratic Free Rein

Takes Sells Presents Presents Presents Defines Permits

decision decision idea tentative decision problems Limits

Likerts Management System

Leadership variable

Autocratic Benevolent Autocratic

Participative Democratic

Trust & Confidence

Motivation

Communication

Interaction-Influence

Decision making

Goal Setting& Control process

Tri Dimensional Grid

Task Orientation

Relationship Orientation

Effectiveness

SITUATIONAL OR CONTINGENCY

APPROACH FIEDLER’S CONTINGENCY MODEL-FIEDLER’S CONTINGENCY MODEL-Influence through Structure & Power

HERSEY AND BLANCHARD’S HERSEY AND BLANCHARD’S SITUATIONAL THEORY-SITUATIONAL THEORY-Subordinate ability

GRAEN’S LEADERSHIP-MEMBER GRAEN’S LEADERSHIP-MEMBER EXCHANGE THEORY-EXCHANGE THEORY-Subordinate relationship

SITUATIONAL OR CONTINGENCY

APPROACH VROOM-YETTON LEADER –VROOM-YETTON LEADER –PARTICIPATION- PARTICIPATION- through decision making

IMPACT THEORY-IMPACT THEORY-Organizational climate

HOUSE’S PATH GOAL THEORY- HOUSE’S PATH GOAL THEORY- Subordinate Support Requirement

FIEDLER’S CONTINGENCY MODEL

LEADERSHIP STYLE IS THE RESULT OF A LIFETIME OF EXPERIENCES

EFFECTIVE ONLY IN CERTAIN SITUATIONS

-UNDERSTAND YOUR LEADERSHIP STYLE & LEARN HOW TO MANIPULATE A SITUATION SO THAT THE TWO MATCH

Read your Least Preferred Coworker scores. Low LPC Score leaders tend to be task oriented, whereas High LPC leaders tend to be more concerned with inter personal relations.

FIEDLER’S CONTINGENCY MODEL- Leadership through Influence

FAVOURABLENESS OF A SITUATION IS DETERMINED BY THREE VARIABLES-TASK STRUCTUREDNESSTASK STRUCTUREDNESS (more structured-more favourable), LEADER LEADER POSITION POWERPOSITION POWER (greater the power, the more favourable the situation), LEADER-LEADER-MEMBER RELATIONS MEMBER RELATIONS (the more leader liked by subordinates , the more favourable the situation)

FIEDLER’S RESEARCH & TRAINING

LEADERSHIP STYLE CANNOT BE EASILY CHANGED- BUT LEADERS CAN BE TAUGHT TO DIAGNOSE SITUATIONS AND THEN CHANGE THESE SITUATIONS TO FIT THEIR PARTICULAR LEADERSHIP STYLE- CALLED LEADER MATCH TRAININGLEADER MATCH TRAINING

FIEDLER’S CONTINGENCY MODEL OF LEADERSHIP

VERY UNFAVOURABLE UNFAVOURABLE

FAVOURABLEVERY FAVOURABLE

STYLE OF LEADERSHIP

FAVOURABLENESS OF THE SITUATION

HUMAN RELATIONS ORIENTED

TASK ORIENTED

HERSEY AND BLANCHARD’S SITUATIONAL THEORY

LIFE CYCLE MODEL-SELECTION OF SELECTION OF LEADERSHIP STYLE DETERMINED BY LEADERSHIP STYLE DETERMINED BY MATURITY LEVEL OF SUBORDINATEMATURITY LEVEL OF SUBORDINATE (employee situation)termed as ‘ DEVELOPMENT LEVEL’ refers to task-specific combination of

employee competence &

motivation to perform

Emphasis on an individual employee’s capabilities to undertake a specific task

HERSEY AND BLANCHARD’S SITUATIONAL THEORY

- Subordinate Ability

Development stage Recommended style

1.Low Ability, Low Willingness

Insecure

Telling (High direction, Low support)

2. Low Ability, High Willingness

Confident

Selling (High Direction, High Support)

3. High Ability, Low Willingness

Insecure

Participating ( Low Direction, High support)

4. High Ability, High Willingness

Confident

Delegating ( Low Direction, Low Support)

DANSERAU,GRAEN & HAGA’S LEADER-MEMBER EXCHANGE THEORY- Leadership & Subordinate

relationship

ACKNOWLEDGED THAT LEADERS ACT DIFFERENTLY WITH DIFFERENT SUBORDINATES

DUE TO TIME CONSTRAINTS LEADERS TRY & ESTABLISH A SRECIAL RELATIONSHIP WITH A GROUP OF SUBORDINATES-’IN GROUP’ WHO GET MORE TIME & ATTENTION THAN THE ‘OUT GROUP’ WHOSE RELATIONSHIP WITH LEADER IS BASED ON FORMAL AUTHORITY INTERACTION

THEORY PREDICTS HIGHER PERFORMANCE RATINGS, LESSER TURNOVER & GREATER SATISFACTION WITH SUPERIOR OF THE ‘IN GROUP’ IN COMPARISON WITH THE ‘OUT GROUP’

LEADER-MEMBER EXCHANGE THEORY -VERTICAL DYAD LINKAGE

DYAD-RELATIONSHIP BETWEEN 2 PEOPLE

VERTICAL-POSITION OF LEADER ABOVE SUBORDINATE

LINKAGE-INTER RELATED BEHAVIOR

VICTOR VROOM & PHILLIP YETTON’S LEADER PARTICIPATION MODEL

LEADER BEHAVIOR MUST ADJUST TO REFLECTLEADER BEHAVIOR MUST ADJUST TO REFLECT THE TASK STRUCTURE which has varying demands for routine & non routine activitiesPROBLEM ATTRIBUTES with decision qualitydecision quality dimension ( cost considerations, info availability, nature of problem structure)& employee acceptanceemployee acceptance attribute( need for commitment, prior approval,congruence of goals, conflict among employee, level of subordinate information, time constraints, geographical distribution of subordinates, leader’s motivation to invest time with subordinate)

LEADER PARTICIPATION MODEL-Leadership through Decision making

LEADERSHIP STYLELEADERSHIP STYLE PROBLEM ATTRIBUTEPROBLEM ATTRIBUTE

AUTOCRATIC AI Info available;leader solves problem directly

AUTOCRATIC AII Data obtained from subordinates 77 then decision made by leader

CONSULTATIVE CI Leader obtains ideas from subordinates individually after explaining problem to them

CONSULTATIVE CII Leader meets a group of subordinates to share problem & obtains inputs to decide

GROUP II Shares problems & facilitates discussion on alternatives

GEIER, DOWNEY & JOHNSON’s IMPACT THEORY-Leadership & org climate

6 LEADERSHIP STYLES6 LEADERSHIP STYLES INFORMATIONAL MAGNETIC POSITION AFFILIATION COERCIVE TACTICAL

EACH STYLE APPLICABLE IN A PARTICULAR SITUATION OR ORG CLIMATE

Comparison of IMPACT styles & bases of power

IMPACT STYLEIMPACT STYLE BASES OF POWERBASES OF POWER

IInformational

MMagnetic

PPosition

AAffiliation

CCoercive

TTactical

po

Expert

Referent

Legitimate

Coercive/ Reward

Situational Applicability of IMPACT styles

IMPACT IMPACT STYLESTYLE

SITUATIONAL SITUATIONAL APPLICABILITYAPPLICABILITY

CHARACTERISTICSCHARACTERISTICS

IInformational

MMagnetic

PPosition

AAffiliation

CCoercive

TTactical

po

Climate of Ignorance

Climate of Despair

Climate of Instability

Climate of Anxiety

Climate of Crisis

Climate of Disorganization

Lack of Information

Low morale-lead through

energy & optimism

People unsure of action

Insecure-people orientation

Controlling reward/punishment

Change unfreezing

process

House's PATH GOAL THEORY

LEADER ‘S BEHAVIOR ACCEPTED BY SUBORDINATES ONLY TO THE EXTENT TO WHICH BEHAVIOR HELPS SUBORDINATES ACHIEVE THEIR GOALS.

LEADERS WOULD BE SUCCESSFUL ONLY IF THEIR SUBORDINATES PERCEIVE THEM AS WORKING WITH THEM TO MEET CERTAIN GOALS & IF THOSE GOALS OFFER A FAVUORABLE OUTCOME FOR THE SUBORDINATES

NEEDS OF SUBORDINATES CHANGE WITH NEW SITUATIONS , LEADERS NEED TO ADJUST THEIR BEHAVIOR TO MEET NEEDS OF SUBORDINATES

PATH GOAL THEORY- Leadership through Decision Making

BEHAVIORAL BEHAVIORAL LEADERSHIP LEADERSHIP STYLESTYLE

SITUATIONSITUATION

INSTRUMENTAL

SUPPORTIVE

PARTICIPATIVE

ACHIEVEMENT ORIENTED

Planning, organizing, controlling activities of employees

Concern for employees

Share info with employees & participation in decision making

Set challenging goals & performance linked rewards.

EFFECTIVE LEADERSHIP: House

RECOGNISE SUBORDINATE’S NEEDS & WORK TO SATIFY IT

REWARD SUBORDINATES WHO REACH THEIR GOALS

HELP SUBORDINATES IDENTIFY BEST PATHS TO RAECH GOALS

CLEAR THOSE PATHS TO ENABLE EMPLOYEES TO REACH THOSE GOALS

LEADERSHIP THROUGH CONTACT

MANAGEMENT BY WALKING AROUND (MBWA)-Sam Walton of

Wal- Mart

Increases Communication,Builds relationships & encourages employee participation

LEADERSHIP THROUGH POWER

EXPERT POWER

LEGITIMATE POWER

REWARD & COERCIVE POWER

REFERRENT POWER

LEADERSHIP THROUGH VISION

TRANSFORMATIONAL LEADERSHIP- “Visionary”, “Charismatic”, “ Inspirational” BASED ONVISIONDIFFERENTIATIONVALUESTRANSMISSION OF VISION & VALUESFLAWS & ITS ACCEPTANCE

TRANSFORMATIONAL LEADERSHIP

Develop a clear & appealing visionDevelop a strategy for attaining the visionArticulate & Promote the visionAct Confident & optimisticExpress confidence in followers Use early success in small steps to build confidenceCelebrate successesUse dramatic ,symbolic actions to emphasizes key valuesLead by example

LEADERSHIP THROUGH PERSUASION

PERSUASION BY COMMUNICATIONEXPERTISETRUSTWORTHINESSATTRACTIVENESSMESSAGE & ITS DISCREPANCYTHREATS

Where are you?

Mastered the skills?Are you a high self- monitor? Are you high on both task & person orientationWhat is your Leadership motive pattern? N-Ach, Aff, Power?Are you emotionally stable?Do you have the personality & skill to be a transformational Leader

INSTITUTIONALISING A LEADERSHIP-CENTRED CULTURE IS THE ULTIMATE ACT OF LEADERSHIP

IDEAL WAY TO DEVELOP LEADERSHIPIDEAL WAY TO DEVELOP LEADERSHIP

USING POWER TO INFLUENCE THOUGHTS & ACTIONS OF PEOPLE

MANAGERIAL PERSONALITY EMPHASISES ON RATIONALITY & CONTROL -DIFFERS FROM LEADERSHIP PERSONALITY REQUIRING INNOVATION/CONTROL

LEADERSHIP REQUIRES A DISCIPLINE OF BUILDING CHARACTER

IDEAL WAY TO DEVELOP LEADERSHIPIDEAL WAY TO DEVELOP LEADERSHIP

TO BECOME LEADERS, MANAGERS NEED TO TRANSLATE THEIR PERSONAL VALUES INTO CALCULATED ACTION.

SELF ENQUIRY MUST LEAD TO SHREWD, PERSUASIVE & SELF CONFIDENT ACTION IF IT IS TO BE AN EFFECTIVE TOOL.

MANAGERS NEED TO DETERMINE IF THEIR ETHICAL VISION WILL BE SUPPORTED BY THEIR COWORKERS & EMPLOYEES.

ORGANISATIONAL LEADERSHIP & CHANGE

ORGANIZATIONAL LEADERSHIP

CHARISMATIC

TRANSFORMATIONAL

STRATEGIC

STEWARDSHIP & SERVANT

CHARISMATIC LEADERSHIP

LOCUS OF CHARISMATIC LEADERSHIP-RESULT OF FOLLOWER PERCEPTIONS & REACTIONS, INFLUENCED NOT ONLY BY ACTUAL LEADERS CHARACTERISTICS & BEHAVIOR BUT ALSO BY TH ECONTEXT OF THE SITUATION

CHARACTERISTICS OF CHARISMATIC LEADERS

VISIONARYSUPERB COMMUNICATION SKILLSSELF CONFIDENCE & MORAL CONVICTIONABILITY TO INSPIRE TRUSTHIGH RISK ORIENTATIONHIGH ENERGY & ACTION ORIENTATIONRELATIONAL POWER BASEMINIMUM INTERNAL CONFLICTENPOWERING OTHERSSELF PROMOTING PERSONALITY

PERSONALIZED/SOCIALIZED CHARISMATIC LEADERS

PERSONALIZED- pursue leader driven goals & promote feelings of obedience, dependency & submission of followers

SOCIALIZED- pursue organization driven goals & promote feelings of empowerment, personal growth, & equal participation in followers

Evaluation & implication of Charismatic Leadership

Response through feelings & emotions towards leadersNot a rational predictive process but a collective social processIrrespective of leader's own accomplishmentNot necessarily dyadic relationship but more a social identification process

Not very effective in transformational , change process or conflicting situations etc where shared leadership more effective

TRANSFORMATIONAL LEADERSHIP

FOCUS ON WHAT LEADERS ACCOMPLISHES RATHER THAN INDIVIDUAL’S PERSONAL CHARACTERISTICS & FOLLLWERS’ REACTIONS

REQUIRES ONE WHO CAN CRAFT & IMPLEMENT BOLD STRATEGIES

TRANSFORMATIONAL LEADERSHIP

SERVES TO CHANGE THE STATUS QUO BY ARTICULATING TO FOLLOWERS THE PROBLEM IN THE CURRENT SYSTEM AND A COPELLING VISION OF WHAT A NEW ORGANISATION COULD BE.

CHARISMATIC vs TRANSFORMATIONAL LEADERSHIP

TAKE CHARISMA A STEP FURTHER , BEYOND THE VISIONARY TO THE ACTION STAGEARTICULATE A COMPELLING VISION OF THE FUTURE & INFLUENCE FOLLOWERS TO AROUSE STRONG EMOTIONS IN SUPPORT OF THE VISION.CAN EMERGE FROM DIFFERENT LEVELS OF ORG

CONVEY VISION & FORM STRONG EMOTIONAL BONDS WITH FOLLOWERS

MAY NOT BE ABLE TO MOTIVATE ENOUGH FOR FOLLOWERS TO TRANSEND SELF INTEREST FOR THE BENEFIT OF A HIGHER IDEAL OR SOCIETAL NEED

GENERALLY EMERGE OUT OF CONFLICTS, CRISIS

CHARISMATIC vs TRANSFORMATIONAL LEADERSHIP

BOTH ARE GENERALLY INVOLVED IN CONFLICT OR CHANGE ( must be willing to embrace conflict, create enemies, make unusual allowances for self sacrifice, be extraordinarily focused in order to achieve & institutionalize their vision) PEOPLE ‘S RESPONSE TO A CHARISMATIC LEADER OR TRANSFORMATIONLA LEADER ARE LIKELY TO BE POLARISED, HOWEVER EMOTIONAL LEVELS OF RESISTANCE RESISTANCE TOWARDS ANY MAJOR CHANGE NEGATIVE TO INDIVIDUALS IS LIKELY TO BE MORE EXTREME TOWARDS CHARISMATIC THAN TRANSFORMATIONAL LEADERS

ATTRIBUTES OF A TRANSFORMATIONAL LEADERSHIP

SEE THEMSELVES AS A CHANGE AGENTS

ARE VISIONARIES WHO HAVE A HIGH LEVEL

ARE RISK TAKERS , BUT NOT RECKLESS

CAPABLE OF ARTICULATING A SET OF CORE VALUES THAT TEND TO GUIDE THEIR OWN BEHAVIOR

POSSESS EXCEPTIONAL COGNITIVE SKILLS & BELIEVE IN CAREFUL DELIBERATION BEFORE TAKING ACTION

BELIEVE IN PEOPLE & SHOW SENSITIVITY TO THEIR NEEDS

ARE FLEXIBLE & OPEN TO LEARNING FROM EXPERIENCE

TRANSACTIONAL LEADERSHIP

SEEKS TO MAINTAIN STABILITY RATHER THAN PROMOTING CHANGE WITHIN AN ORGANISATION, THROUGH REGULAR ECONOMIC AND SOCIAL EXCHANGES THAT ACHIEVE SPECIFIC GOALS FOR BOTH THE LEADERS AND THEIR FOLLOWERS

TRANSACTIONAL LEADERSHIP vsTRANSFORMATIONAL LEADERSHIP

GOES INTO SPECIFIC CONTRACTUAL ARRANGEMENTS WITH FOLLOWERS

IN EXCHANGE FOR SPECIFIC OBJECTIVES , LEADER SATISFIES CERTAIN NEEDS & DESIRES

PROMOTES CHANGE THROUGH ECONOMIC & EMOTIONAL EXCHANGES

EXCHANGE BENEFITS ARE MORE INTANGIBLE

( inspiring vision, shared values, or emotional bonding)

Transformation Process

Recognizing Need for Change

Creating New Vision

Increase sensitivity to environmental changes & threats

Respond to subtle radical changes in environment

Employ alternative strategies for monitoring environment

Encourage everyone to think with a future orientation

Involve others

Express in ideological, not just economic terms

Transformation Process

Managing Transition

Institutionalizing the Change

Instill in managers a sense of urgency for changeRaise followers awareness & expectationsHelp followers understand need for changeIncrease followers self confidence & optimismAvoid temptation of a “quick fit”Recognize & deal openly with emotional component of resisting change

Transformation Process

Institutionalizing the Change

Enable & Strengthen followers with a “greatness attitude”Help followers find self fulfillment with new visionHelp followers look beyond self interestChange reward systems & appraisal proceduresImplement team building interventions & personnel changesAppoint a special task force to monitor progress

STRATEGIC LEADERSHIP

PROCESS OF PROVIDING INPIRATION NECESSARY TO CREATE AND IMPLEMENT A VISION , MISSION & STRATEGIES TO ACHIEVE & SUSTAIN ORGANIZATIONAL OBJECTIVES

STRATEGIC LEADERSHIP FRAMEWORK

Vision

Implement Strategy

Mission

Formulate Strategy

Strategic CompetitivenessAbove Average Returns

Analyze internal environment

Analyze externalenvironment

FEEDBACKFEEDBACK

STEWARDSHIP& SERVANT LEADERSHIP

STEWARDSHIP EMPLOYEE FOCUSSED FORM OF LEADERSHIP THAT EMPOWERS FOLLOWERS TO MAKE DECISIONS & HAVE CONTROL OVER THEIR JOBS

SERVANT LEADERSHIP-TRANSCENDS SELF INTEREST TO SERVE THE NEEDS OF OTHERS , BY HELPING THEM GROW PROFESSIONALLY & EMOTIONALLY

FRAMEWORK FOR STEWARDSHIP

Strong teamwork orientation

Decentralized decision making and power

Equality assumption

Reward assumption

VALUES OF STEWARDSHIP

Reward Reward AssumptionAssumption DecentralizationDecentralization

Equality Equality AssumptionsAssumptions

Effective listeningEffective listening

StewardshipStewardship

FRAMEWORK FOR SERVANT LEADERSHIP

Helping others discover their inner spirit

Earning and keeping others trust

Service over self interest

Effective listening

GUIDELINES TO SERVANT LEADERSHIP

Earning and keeping Earning and keeping others trustothers trust

Helping others Helping others discover their inner discover their inner spiritspirit

Service to others over Service to others over self interestself interest

Teamwork Teamwork OrientationOrientation

Servant leadershipServant leadership

Leading ChangeStage IStage I Stage IStage I Stage IStage I

Unfreezing

Establish a sense of responsibility

Changing

Form powerful coalition

Developing a compelling vision

Communicate the vision widely

Generate short-term wins

Consolidate gains,create greater change

Refreezing

Institutionalize changes in the organizational culture

Why People Resist Changea. Threat to one’s self interest

b. Uncertainty

c. Lack of confidence that change will succeed

d. Lack of conviction that change is necessary

e. Distrust of leadership

f. Threat to personal values

g. Fear of being manipulated