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Transcript of Leadership My Ppt
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Leadership
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What is Leadership Leadership is a process by which an executive can direct, guide
and influence the behavior and work of others towardsaccomplishment of specific goals in a given situation. Leadershipis the ability of a manager to induce the subordinates to work
with confidence and zeal. According to Keith Davis, Leadership is the ability to persuade
others to seek defined objectives enthusiastically. It is thehuman factor which binds a group together and motivates ittowards goals.
Features of Leadership It is a inter- personal process in which a manager is into
influencing and guiding workers towards attainment of goals. It denotes a few qualities to be present in a person which
includes intelligence, maturity and personality. A leader is involved in shaping and moulding the behavior of the
group towards accomplishment of organizational goals. Leadership is situation bound. There is no best style of
leadership. It all depends upon tackling with the situations.
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Importance Leadership is an important function of management which
helps to maximize efficiency and to achieve organizational
goals. The following points justify the importance ofleadership in a concern.
Initiates action- Leader is a person who starts the work bycommunicating the policies and plans to the subordinatesfrom where the work actually starts.
Motivation- A leader proves to be playing an incentive rolein the concerns working. He motivates the employees witheconomic and non-economic rewards and thereby gets the
work from the subordinates.
Providing guidance- A leader has to not only supervise butalso play a guiding role for the subordinates. Guidance heremeans instructing the subordinates the way they have toperform their work effectively and efficiently.Contd..,
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Creating confidence- Confidence is an important factor which can beachieved through expressing the work efforts to the subordinates,explaining them clearly their role and giving them guidelines to achievethe goals effectively. It is also important to hear the employees withregards to their complaints and problems.
Building morale- Morale denotes willing co-operation of theemployees towards their work and getting them into confidence andwinning their trust. A leader can be a morale booster by achieving fullco-operation so that they perform with best of their abilities as theywork to achieve goals.
Builds work environment- Management is getting things done frompeople. An efficient work environment helps in sound and stablegrowth. Therefore, human relations should be kept into mind by aleader. He should have personal contacts with employees and shouldlisten to their problems and solve them. He should treat employees onhumanitarian terms.
Co-ordination- Co-ordination can be achieved through reconcilingpersonal interests with organizational goals. This synchronization canbe achieved through proper and effective co-ordination which should beprimary motive of a leader.
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Role of a Leader Required at all levels
Representative of the organization
Integrates and reconciles the personal goals withorganizational goals
He solicits support
As a friend, philosopher and guide
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Qualities of a leader Physical appearance
Intelligence
Communicative skills Objective
Knowledge of work
Sense of responsibility
Self-confidence and will-power
Humanist
Empathy
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Leader Vs ManagerBasis Manager Leader
OriginA person becomes a managerby virtue of his position.
A person becomes a leader onbasis of his personal qualities.
Formal Rights
Manager has got formal rights
in an organization because of
his status.
Rights are not available to a
leader.
FollowersThe subordinates are the
followers of managers.
The group of employeeswhom the leaders leads are
his followers.
FunctionsA manager performs all five
functions of management.
Leader influences people to
work willingly for group
objectives.
NecessityA manager is very essential to
a concern.
A leader is required to create
cordial relation between
person working in and for
organization.
StabilityIt is more stable. Leadership is temporary.
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Basis Manager Leader
Mutual Relationship All managers are leaders. All leaders are not managers.
AccountabilityManager is accountable for selfand subordinates behaviour and
performance.
Leaders have no well defined
accountability.
ConcernA managers concern is
organizational goals.
A leaders concern is group
goals and members
satisfaction.
FollowersPeople follow manager by virtue
of job description.
People follow them on voluntary
basis.
Role continuation
A manager can continue in
office till he performs his duties
satisfactorily in congruence with
organizational goals.
A leader can maintain his
position only through day to day
wishes of followers.
Sanctions
Manager has command over
allocation and distribution of
sanctions.
A leader has command over
different sanctions and related
task records. These sanctions
are essentially of informal
nature.
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Leadership Theories
Theories
TraditionalTheories
TraitTheory
Group andExchange
Theory
BehavioralTheories
Ohio State
Studies
University ofMichigan studies
Scandinavianstudies
ContinuousTheory
Likerts foursystems
Managerial grid
Leadershipparticipation
model
Contingency /Situational Theories
Tannenbaumand SchimidtsLeadership
pattern
Fiedlerscontingency
theory
Path Goaltheory
Hersey andBlanchards Lifecycle approach
ModernTheories
CharismaticLeadership
Theory
Transformat
ionalLeadershipTheory
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Trait theory
Earliest approach
Identify great person from masses Certain traits = success/effectiveness As basic as height, complex as intelligence
Theories that consider personality, social, physical, orintellectual traits to differentiate leaders from nonleaders
Leadership Traits: Extraversion,Conscientiousness,Openness
Limitations:
No universal traits found that predict leadership in all situations.
Unclear evidence of the cause and effect of relationship ofleadership and traits.
Better predictor of the appearance of leadership thandistinguishing effective and ineffective leaders
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Leader-Member Exchange (LMX) Theory
Leaders select certain followers to be in (favorites)
Based on competence and/or compatibility &similarity to leader
Exchanges with these In followers will be higherquality than with those who are Out
RESULT: In subordinates will have higher performanceratings, less turnover, and greater job satisfaction
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Behavioral theories
Theories proposing that specific behaviorsdifferentiate leaders from nonleaders
Behavioral theory:
Leadership behaviors can be taught.
Vs.
Trait theory:
Leaders are born, not made.
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Ohio State Studies/U. of Michigan
Initiating Structure/Production Orientation
Consideration/Employee Orientation
Assumption: Leaders can be trained Goal: Develop leaders
Problem: Effective behaviors do not generalize acrosssituations
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2007 Prentice Hall Inc. Allrights reserved.
Ohio State Studies
Initiating Structure
The extent to which a leader is likely to define andstructure his or her role and those of sub-ordinates in thesearch for goal attainment.
Consideration
The extent to which a leader is likely to have jobrelationships characterized by mutual trust, respectfor subordinates ideas, and regard for their feelings.
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2007 Prentice Hall Inc. Allrights reserved.
University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking apersonal interest in the needs of employees andaccepting individual differences among members.
Production-Oriented Leader
One who emphasizes technicalor task aspects of the job.
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Scandinavian studies
Leaders should exhibit development oriented behavior
in a developing world Leaders should be innovative, creative ,seek new and
challenging ideas,experiment,generate and implementchange
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Continuous theory of leadership
Lewin,Lippit and White have identified 3 basic stylesof leadership
Autocrat
Democrat
Laissez faire
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Likerts four systems
System 1:Exploitative authoritative
System 2:Benevolent authoritative- paternalistic
System 3:Consultative System 4: Participative
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The Managerial Grid(Blake and Mouton)
2007 Prentice Hall Inc. All rights reserved.
E X H I B I T
121
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1.1-Impoverished-laissez faire of management
9.1-Task - authoritarian 1.9-Country club- friendly transactios
9.9-Team-effective type of leadership
5.5-Middle road-moderate
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Leadership-participation model
It provides set of rules to determine the form and
amount of participative decision making in differentsituations
5 behaviors may be feasible in a given situation
Autocratic I-leader makes decision by himself
Autocratic II-leader obtains necessary informationfrom subordinates
Consultative I-leader shares problems with
subordinates one by oneseeking their ideas and hemakes final decision
Consultative II-leader shares problems withsubordinates as a group seeking their ideas and he
makes final decision
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CONTINGENCY THEORIES
All Consider the Situation
Fiedlers Contingency Model
Cognitive Resource Theory
Hersey and Blanchards Situational Leadership Model
Path Goal Theory
Assumptions underlying the different models:Fiedler: Leaders style is fixed
Others: Leaders style can and should be changed
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Fiedlers Contingency Model
Leader: Style is Fixed (Task oriented vs. Relationshiporiented)
Considers Situational Favorableness for Leader
Leader-member relations
Task structure Position power
Key Assumption
Leader must fit situation; options to accomplish this:
Select leader to fit situation
Change situation to fit leader
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Fiedlers Model: The Leader
Assumption: Leaders Style is Fixed & Can beMeasured by the Least Preferred Co-Worker (LPC)Questionnaire
Least Preferred Co-Worker (LPC) Questionnaire
The way in which a leader will evaluate a co-workerthat is not liked will indicate whether the leader is
task- or relationship-oriented.
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Fiedlers Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respectsubordinates have in their leader.
Task Structure
The degree to which the job assignments areprocedurized
Position Power Influence derived from ones formal structural position
in the organization; includes power to hire, fire,discipline, promote, and give salary increases.
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Fiedlers Model
E X H I B I T 122
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Contingency Approach: Hersey & Blanchard Situational Model
Considers Leader Behaviors (Task & Relationship) Assumes Leaders CAN change their behaviors
Considers Followers as the Situation Follower Task maturity (ability & experience)
Follower Psychological maturity (willingness to takeresponsibility)
Assumptions Leaders can and should change their style to fit their
followers degree of readiness (willingness and ability)
Therefore, it is possible to TRAIN leaders to better fittheir style to their followers.
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Hersey and Blanchards Situational Leadership
Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followersreadiness; the moreready the followers (the morewilling and able) the less the need for leader
support and supervision.
LOW Amount of Follower Readiness HIGH
Amount of LeaderSupport &
Supervision RequiredHIGH LOW
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Leadership Styles and Follower Readiness
(Hersey and Blanchard)
WillingUnwilling
Able
Unable Directive
High Taskand
RelationshipOrientations
Supportive
Participative
Monitoring
FollowerReadiness
LeadershipStyles
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Path-Goal Theory
Premise Leader must help followersattaining goals and reduceroadblocks to success
Leaders must change behaviors tofit the situation (environmentalcontingencies & subordinatecontingencies)
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The Path-Goal Theory
E X H I B I T 124
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Situational Leadership Theory
Hersey and Blanchard say the level of maturity of aworker plays a role in leadership behavior
Maturity consists of:
Job maturity talks-related abilities, skills andknowledge
Psychological maturity feelings of confidence,willingness and motivation
Follower readiness
Leader behavior
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Situational Leadership Theory
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Leadership styles
Based on amount of authority retained by the leader
Based on relative emphasis placed on the task to beperformed versus placed on people
Based on assumptions made by leader on people
Likerts four styles
Entrepreneual leadership styles
Based on amount of authority retained by the leader
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Based on amount of authority retained by the leader
Autocratic Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation
of staff May be valuable in some types of business where decisions need to
be made quickly and decisively
Participative:
Encourages decision makingfrom different perspectives leadership may be emphasisedthroughoutthe organisation Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade others that
the decisionis correct
Free rein
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Free rein
Laissez-Faire: Let it be the leadership responsibilities
are shared by all
Can be very useful in businesses
where creative ideas are important Can be highly motivational,
as people have control over their working life
Can make coordination and decision making
time-consuming and lacking in overall direction Relies on good team work
Relies on good interpersonal relations
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Emphasis placed on the task to be performed
versus placed on people
High relation shipand low
taskSupporting style
High task and high
relationshipParticipative style
Low task and lowrelationship
Free Rein style
High task and lowrelationship
Autocratic
PeopleEmphasis
Task emphasis
LowHigh
High
l k d G id h
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Blake and Moutons Grid theory