SKILLS & STYLES

ALAPATI SRINAGESHCorporate Trainer, Faculty, Coach, Psychologist,

& Management Consultant

LEADERSHIP- NEED OF THE HOUR

• Country – Needs strong and ethical leadership ( to avoid coalition govts.) LEAD- LEADERSHIP,EXCELLENCE,AWARENESS,DEVELOPMENT• Organizations – need dynamic leadership ( to avoid collapses)• Management-art & science, born, practice, profession Functions- planning, controlling , organizing & leading

Leadership- born , developed, trained ( NCC for Armed Forces)

Organizational – diff between CMD & GM Leaders- from the people, distinct from people ASK YOURSELF – AM I A LEADER OR A MANAGER

LEADERSHIP

• “ A leader leads by example, whether he intends to or not.”• “ leader is one who knows the way, goes the way, and shows

the way.”• “ A great leader's courage to fulfill his vision comes from

passion, not position.”• “ A good leader inspires people to have confidence in the

leader, a great leader inspires people to have confidence in themselves.”

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

LEADERSHIP- DEFINITIONS

• process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.

• Leadership is "organizing a group of people to achieve a common goal.”

• Leadership is the process of developing ideas and a vision, living by values that support those ideas and that vision,influencing others to embrace them in their behaviours, and making hard decisions about human and other resources.

• Effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the alignment of organizational or societal goals.

Traditional LEADERSHIP Models• TRAITS MODEL• BEHAVIOURAL MODEL

TRAITS Model of LEADERSHIP

The 5 key leadership traits/qualities are:1. Honesty ( Integrity)2. Forward-Looking 3. Competency4. Inspiration5. Intelligence

These five qualities come from Jim Kouzes and Barry Posner’s research into leadership that was done for the book The Leadership Challenge (1983)

Limitations of Traits Model: >100 traits, inadequacy for successfully predicting actual leadership effectiveness

Ex : For Sales : Enthusiasm, Optimism, Dominance For Production : Progressive , introverted and cooperative For Military or Law enforcement : Physical Characteristics such as height, weight, appearance, physique , energy and health

Leadership STYLES

• Leadership style refers to a leader's behavior. It is the result of the philosophy, personality and experience of the leader.

• Transactional and

Transformational theories

• Management guru James Mac Gregor Burns (1978) first introduced the concepts of transformational and transactional leadership in his treatment of political leadership, but this term is now used in organizational psychology as well.

TRANSACTIONAL Leader

• is given power to perform certain tasks and reward or punish for the team's performance.

( Focus on a carrot , but sometimes a stick approach)• Power is given to the leader to evaluate, correct and train subordinates when

productivity is not up to the desired level and reward effectiveness when expected outcome is reached.

• 3 primary components for prompting followers to achieve their performance goals :

1. Contingent Rewards 2. Active management by exception 3. Passive management by exception

TRANSFORMATIONAL Leader

• Involves anticipating future trends , inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders or better leaders, and building the organization or group into a community of challenged and rewarded learners.

COMPONENTS:• Inspirational Motivation• Intellectual Stimulation• Idealized Influence• Individualized Consideration

AUTOCRATIC or AUTHORITARIAN style

• All decision-making powers are centralized in the leader, as with dictator leaders.

• They do not entertain any suggestions or initiatives from subordinates.• It permits quick decision-making, as only one

person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group.

PARTICIPATIVE or DEMOCRATIC style• favors decision-making by the group as shown,

such as leader gives instruction after consulting the group.

• They can win the co-operation of their group and can motivate them effectively and positively.

LAISSEZ -FAIRE or free rein style

• A free-rein leader does not lead, but leaves the group entirely to itself as shown; such a leader allows maximum freedom to subordinates, i.e., they are given a free hand in deciding their own policies and methods.

CHARISMATIC Leadership

• Emphasizes shared vision and values• Promotes shared identity• Exhibits desired behaviors• Reflects strength ( whether it for war or peace)

End of Speech - Subhash Chandra Bose

Addressing a rally in Burma in August 1994. Subhash

Chandra Bose ended his speech with the following words:

'Friends! My comrades in the War of Liberation! Today I demand of you one thing, above all. I demand of you blood. It is blood alone that can avenge the blood that the enemy has split. It is blood alone that can pay the price of freedom. Give me blood and I promise you freedom.'

Vroom-Jago Situational Leadership

• Developed by Victor Vroom and Arthur Jago, focuses on Leadership roles in Decision-making situtations.

• Focuses on 7 Situational Factors ( Contingency Variables ) :• Decision Significance• Importance of Commitment• Leader expertise• Likelihood of commitment• Team support• Team expertise• Team competence

SERVANT Leadership• created by Robert

Greenleaf in the 1970s

* describes a leader who is often not formally recognized as such. When someone, at any level within an organization, leads simply by meeting the needs of the team, he or she is described as a “servant leader”.

Eg: Civil Services in India

5 Distinct sources of Leader powerPatrick J. Montana & Bruce H. Charnov

1. Legitimate Power • refers to professional hierarchical positions within

an organization structure that inherit such power (e.g. Manager, Vice President, Director, Supervisor, etc.).

• Subordinates are obliged to comply with requests and directions issued by leader, because of the norms, policies and procedures accepted as legitimate.

• Independent of any of the leader’s personal characteristics

2. Reward Power * refers to the leader’s capacity

to reward followers. *Rewards at a leader’s

disposal fall into 2 categories: Personal Power: praise in public, recognition,

attention, a pat on the back Organizational Power : pay raises, promotions and

other perquisites

3. Coercive Power is the manager's ability to coerce or punish an employee. * Sources of coercive power : Personal components: Criticism or lack of recognition from the leader Organizational Components : demotion, withholding of pay increases, suspension, termination/firing for poor performance, unacceptable behavior and lack of

integrity ( lying, deceitful conduct etc.,) of followers.

4. Expert Power

• is attained by the manager due to his or her own talents such as skills, knowledge, abilities, or previous experience.

• Depends upon the personal characteristics of the leader( personal expertise) and not determined by the formal position that the leader occupies in the organization.

• Has a narrow scope : Followers are influenced only within that leader’s area of expertise

5. Referent Power• Associated with leaders who possess admired personal characteristics such as humility,

integrity and courage.• subordinates identify with, look up to, wish to

be like the leader and want to receive the leader’s approval.

MANAGER V/S LEADER

MANAGER• Does things right• Managing is about efficiency.• Managing is about how.

• Management is about systems, controls, procedures,

policies and structure.• Management is about copying,

about managing the status-quo.• Looks at the bottom line.

LEADER• Does the right things• Leading is about effectiveness• Leading is about what and why.• Leadership is about trust-

about people

• Leadership is about innovating and initiating , creative, adaptive and agile.

• Looks at the horizon.

ALAPATI SRINAGESH 9346239452/8790713552srinageshalapati@gmail.com