LEADING

By: Rhena Jane Soria

Leading

•Leading is the use of influence to motivate employees to achieve organizational goals. (Richard Daft)

•Leadership is the art or process of influencing people to perform assigned tasks willingly, efficiently and effectively. Enabling people to feel they have a say in how they do something results in higher levels of job satisfaction and productivity.

Importance of Leading•Leading is vital because organizations

take on the personality of their leaders. Good leadership can maximize productivity, shape a positive culture and promote harmony.

Leading is an important function of management which helps to maximize efficiency and to achieve organizational goals.

The following points justify the importance of leadership in a concern;

• Initiates action • Motivation • Provides guidance • Creates confidence• Builds morale• Builds work environment• Coordination

Three components that make up the leading function

Motivating employees

Influencing employees

Forming effective groups

Motivation•Willingness to exert high levels of effort

toward organizational goals

•Conditioned by the effort’s ability to satisfy some individual need

•The forces within the individual that account for the level, direction, and persistence of effort expended at work

Basic motivational concepts

•Reward—a work outcome of positive value to the individual

•Extrinsic rewards—valued outcomes given to someone by another person.

•Intrinsic rewards—valued outcomes that occur naturally as a person works on a task.

Types of motivation theories

1. Content theories▫Human needs and how people with different

needs may respond to different work situations.2. Process theories

▫How people give meaning to rewards and make decisions on various work-related behaviors.

3. Reinforcement theory▫How people’s behavior is influenced by

environmental consequences.

Types of content theories

1. Hierarchy of needs theory

2. ERG theory3. Two-factor theory4. Acquired needs theory

1. Hierarchy of needs theory

1. Hierarchy of needs theory

•Developed by Abraham Maslow•Categorized as five levels of lower- to higher-order needs.oLower-order (external): physiological, safetyoHigher-order (internal): social, esteem, self-actualization

So, what does the Hierarchy of needs theory implies?• To motivate employees, an organization must move up the

pyramid of needs to ensure all of an employee's needs are met.

• Individuals must satisfy lower-order needs before they can satisfy higher order needs

• Satisfied needs will no longer motivate.• Motivating a person depends on knowing at what level

that person is on the hierarchy.• Successful organizations focus on the top two levels of the

pyramid by providing employees with the necessary recognition and developing opportunities for employees to feel they are doing valuable work and reaching their potential with the company.

2. ERG theory•Developed by Clayton Alderfer. Three need levels:1. Existence needs — desires for

physiological and material well-being.2. Relatedness needs — desires for

satisfying interpersonal relationships.3. Growth needs — desires for continued

psychological growth and development.

So, what does the ERG theoryimplies?•Any/all needs can influence behavior at one time.

•Frustration-regression principle.•An already satisfied lower-level need becomes reactivated when a higher-level need is frustrated.

3. Two-factor theory

3. Two-factor theory•Developed by Frederick Herzberg.

What are these factors?1. Hygiene factors:

Elements of the job context.Sources of job dissatisfaction.

2. Satisfier factors:Elements of the job content.Sources of job satisfaction and motivation.

4. Acquired needs theory

Developed by David McClelland.

People acquire needs through their life experiences

Needs that are acquired:1. Need for Achievement (nAch)2. Need for Power (nPower)3. Need for Affiliation (nAff)

4. Acquired needs theory1. Need for Achievement (nAch)

Desire to do something better or more efficiently, to solve problems, or to master complex tasks.

People high in (nAch) prefer work that: Involves individual responsibility for results. Involves achievable but challenging goals. Provides feedback on performance.

2. Need for Power (nPower) Desire to control other persons, to influence

their behavior, or to be responsible for other people.

Personal power versus social power.

4. Acquired needs theoryPeople high in (nPower) prefer work that:

Involves control over other persons. Has an impact on people and events. Brings public recognition and attention.

3. Need for Affiliation (nAff) Desire to establish and maintain friendly

and warm relations with other persons.People high in (nAff) prefer work that:

Involves interpersonal relationships. Provides for companionship Brings social approval.

Comparison of Maslow’s, Alderfer’s, Herzberg’s, and McClelland’s Motivation Theories

Types of Process Theories:

1.Equity Theory2.Expectancy

Theory3.Goal-setting

Theory

1. Equity Theory Developed by J. Stacy Adams When people believe that they have been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of equity to the situation. 1. Perceived inequity.2. Perceived equity.

Equity Theory and the Role of Social Comparison

1. Equity Theory•People respond to perceived negative

inequity by changing …1. Work inputs2. Rewards received3. Comparison points4. Situation

•Managerial implications of equity theory—1. Underpaid people experience anger.2. Overpaid people experience guilt.3. Perceptions of rewards determine

motivational outcomes.

1. Equity theory4. Negative consequences of equity comparisons should be minimized, if not eliminated.5. Do not underestimate the impact of pay as a source of equity controversies in the workplace.

Gender equity Comparable worth

2. Expectancy TheoryElements in the Expectancy Theory of

Motivation

2. Expectancy Theory•Developed by Victor Vroom

•Key expectancy theory variables:1. Expectancy — belief that working

hard will result in desired level of performance.

2. Instrumentality — belief that successful performance will be followed by rewards.

3. Valence — value a person assigns to rewards and other work related outcomes.

2. Expectancy Theory

•Motivation (M), expectancy (E), instrumentality (I), and valence (V) are related to one another in a multiplicative fashion:

•M = E x I x V•If either E, I, or V is low, motivation will be low.

Managerial implications of expectancy theory—

1. To maximize expectancy, managers should:1. Select workers with ability.2. Train workers to use ability.3. Support work efforts.4. Clarify performance goals.

2. To maximize instrumentality, managers should:1. Clarify psychological contracts.2. Communicate performance-outcome possibilities.3. Identify rewards that are contingent on performance

3. To maximize valence in a positive direction, managers should:

1. Identify individual needs.2. Adjust rewards to match individual needs.

3. Goal-setting theoryDeveloped by Edwin Locke.Properly set and well-managed task goals can be highly motivating.

Motivational effects of task goals:1. Provide direction to people in their

work.2. Clarify performance expectations.3. Establish a frame of reference for

feedback.4. Provide a foundation for behavioral

self-management

Managerial implications of expectancy theory—

1. To maximize expectancy, managers should:1. Select workers with ability.2. Train workers to use ability.3. Support work efforts.4. Clarify performance goals.

2. To maximize instrumentality, managers should:1. Clarify psychological contracts.2. Communicate performance-outcome possibilities.3. Identify rewards that are contingent on performance

3. To maximize valence in a positive direction, managers should:

1. Identify individual needs.2. Adjust rewards to match individual needs.

3. Goal-setting theory•Key issues and principles in the goal-setting process:1. Set specific goals.2. Set challenging goals.3. Build goal acceptance and commitment.4. Clarify goal priorities.5. Provide feedback on goal

accomplishment.6. Reward goal accomplishment. 

3. Goal-setting theory•Participation in goal setting …

1. Unlocks the motivational potential of goal setting.

2. Management by objectives (MBO) promotes participation.

3. When participation is not possible, workers will respond positively if supervisory trust and support exist.

Influence▫The capacity or power of persons or

things to be a compelling force on or produce effects on the actions, behavior, opinions, etc., of others.

▫The action or process of producing effects on the actions, behavior, opinions, etc., of another or others.

The influence of a leader is of two different types:

•Leader’s own performance. An important part of this is the handling of authority and the subsequent authority relationships that the leader establishes.

•Behavior the leader takes. To affect the group’s viability and members’ satisfaction.

Five-fold framework of power by John French and Bertram Raven, defined in terms of influence:

1. Coercive power- relies on fear and is based on the expectation of the subordinate that punishment is given for not agreeing with superior’s actions and beliefs.

2. Reward power- sees that rewards are granted for compliance with superior’s actions and wishes.

3. Legitimate power- derived from the supervisor’s position in the organization.

4. Expert power- stems from an individual’s possessing some special skill, knowledge, or expertise.

5. Referent power- based on identification of a follower with a leader who is admired and held in high esteem by the follower.

The first three powers are primarily of organizational factors, while the last two are of individual factors.

Herzberg Dual-Factor Theory

Two distinctly different types of influence:

Maintenance factors - salary, physical working conditions, job security, pleasant supervision, and fringe benefits- absence of some of these factors may lead to dissatisfaction and absenteeism by the employee

Motivational factors- Are aspects of the task or work itself- challenge, chance for personal growth, and performance feedback

Forming effective groups1. Recognize the power of teamwork

2. Choose the right people

3. Delegate

4. Monitor progress

5. Celebrate your successes

Leader

•Leader is a person who influences a group of people towards the achievement of a goal.

Managers must be able to make employees want to participate in achieving an organization's goals.

To become a leader, there are three factors to be considered;

(a) involvement- includes the ability to immerse yourself in not only your work, but with people too,

(b) high motivation- a leader possesses a highly developed desire for achievement, and

(c) positive human traits- realistic, resourceful, skillful communicator, emotionally stable, and socially participative are among the common qualities usually included.

Types of leader:• Deserter type- little concern for either production or

people.

• Missionary type- lowest concern for production, highest for people.

• Autocrat type- highest concern for production, lowest for people.

• Compromiser type- comfortable concern for both production and people.

• Executive type- highest concern for both production and people.

TYPES OF LEADERSHIP

leadership

o The ability to motivate others to effectively accomplish goals of the business.

o Peter Drucker famously stated that "management is doing things right; leadership is doing the right things.“

• “Manager manages things ,leaders lead people”

• It is necessary to be good leader first to be a good manager

Autocratic leadership

A leader who makes all of the decisions with little to no consultation with the group .

Used best in emergency situation and while training inexperienced workers.

Autocratic leadership-Manager retains as much power and decision making authority as possible•• Does not consult staff, nor allow them to

give any input•• Staff expected to obey orders without

receiving any explanations•• Structured set of rewards and

punishmentsThe classical approach

Democratic leadership

•- This type of leadership is the one that works with the whole group .

• -A leader who includes others (such as employees) in the decision making process.

• -Used best to monitor the quality of work, and while directing a team of employees.

Democratic leadership•• Encourages staff to be a part of the

decision making

•• Keeps staff informed about everything that affects their work and shares decision making and problem solving responsibilities.

Laissez faire leadership•-is a type of leadership style in which

leaders are hands-off and allow group members to make the decisions. Researchers have found that this is generally the leadership style that leads to the lowest productivity among group members.

conclusion• Leaders are very important for society,

organization ,etc. • “Manager manages things ,leaders lead people• In the history we have seen great leaders both

good and bad , good ones have led people and world towards peace like Nelson Mandela Winston Churchill ,and bad ones like Hitler have destroyed lives putting humanity to question

• Leadership depends a lot on your character ,u need to choose wisely which type of leader you want to be ? Or do u even want to be a leader?

Communication

• Communication is a two-way process of reaching mutual understanding, in which participants not only exchange (encode-decode)information, news, ideas and feelings but also create and share meaning.

In general, communication is a means of connecting people or places.

In business, it is a key function of management-- an organization cannot operate without communication between levels, departments and employees.

What is communication process?

“Transmission of a message from a sender to a receiver in an understandable manner.”

• The communication process is a guide toward realizing effective communication.

• Effective communication leads to understanding. Being presented by: Bilal Amjad

Importance of understanding communication process

• Communication is only successful when both the sender and the receiver understand the same information as a result of the communication.

Importance of Communication in Business:• Effective communication is vital to all businesses. The

communication process involves: 

"If I went back to college again, I'd concentrate on two areas: learning to write and to speak before an audience. Nothing in life

is more important than the ability to communicate effectively." -- Gerald R. Ford

Importance of understanding communication process -cont

Importance of Communication in the Workplace• Communication is important in a workplace setting because people

must interact with one another in ways that will get the job done quickly and effectively. "Communication is really all anyone ever gets paid for ultimately...and if you cannot effectively communicate...you will PAY...not get paid..." -- Doug Firebaugh

Importance of Communication in Leadership• It is simply impossible to become a great leader without being a great

communicator. "The art of communication is the language of leadership." — James Humes• Good Leaders, Good Communicators.

Types of Communication

• People communicate with each other in a number of ways that depend upon the message and its context in which it is being sent. Choice of communication channel and your style of communicating also affect communication. So, there are a variety of types of communication.

• Types of communication based on the communication channels used are:

1. Verbal Communication2. Nonverbal Communication

Verbal Communication• Verbal communication refers to the form of communication in which message is

transmitted verbally; communication is done by word of mouth and a piece of writing. Objective of every communication is to have people understand what we are trying to convey. In verbal communication remember the acronym KISS(keep it short and simple).

• Verbal Communication is further divided into:

1. Oral Communication2. Written Communication

1. Oral CommunicationIn oral communication, Spoken words are used. It includes face-to-face conversations, speech, radio etc.

2. Written Communication In written communication, written signs or symbols are used to communicate. A written message may be printed or hand written.

Non Verbal Communication• Nonverbal communication is the sending or receiving of wordless

messages. We can say that communication other than oral and written, such as gesture, body language, posture, tone of voice or facial expressions, is called nonverbal communication. Nonverbal communication is all about the body language of speaker.

• Nonverbal communication has the following three elements:

1. AppearanceSpeaker: clothing, hairstyle, neatness, use of cosmetics.Surrounding: room size, lighting, decorations, furnishings

2. Body Languagefacial expressions, gestures, postures

3. SoundsVoice Tone, Volume, Speech rate

Principles of Effective Communication

1. Principle of clarity.2. Principle of Objective3. Principle of understanding the

receiver4. Principle of consistency 5. Principle of completeness 6. Principle of Feedback7. Principle of time

Barriers in Communication• Communicating is straightforward. What

makes it complex, difficult, and frustrating are the barriers we put in the way.

• Top Barriers : • EXPECTATIONS• AVOIDANCE• FIXING• SCAPEGOATING• PROBING• SPEAKING IN

CODE• CONTROL• BLAMING

• CONFLICT AVOIDANCE (CHAOS)

• EXCLUSION• BOUNDARY OR BARRIER• Information overload• Trust and credibility• Time• Emotions• Message congruency

Objective : thoughts and goalsSubjective : feelings

7 C’s of Communication

Completeness

Conciseness

consideration

clarity

concreteness

courtesy

correctness

Authority, Power, and Influence

• Authority is the legitimate or socially approved use of power. It is the legitimate power which one person or a group holds over another. It depends on the acceptance by subordinates of the right of those above them to give them orders or directives.

Importance of Authority

Authority leads to motivation of subordinates.- Subordinates are encouraged to give their best at work when they have authority with responsibility. They take more initiative and interest in the work and are also careful and cautious in their work. Delegation leads to motivation of employees and manpower development.

• Power is the ability to influence or control the behaviour of people. Power can be seen as evil or unjust, but the exercise of power is accepted as endemic to humans as social beings.

Importance of Power

- On many levels, power is extremely important in terms of providing direction and assisting in the management process.  When examining it from the top down elements, power and authority can help to give structure to an organization, assist employees in performing better, and allow short and long term goals to be articulated and reached. 

• Influence is the capacity to have an effect on the character, development, or behavior of someone or something, or the effect itself.

Importance of Influence- Influence is important in a way that it can be exerted upward to sway the boss; horizontally to get others to assist, cooperate, or perform; and possibly downward to convince direct reports to do their very best rather than the minimum to get by.

• Leading is influencing, guiding in direction, course, action, opinion. They add that "an essential factor in leadership is the capacity to influence.“

• Managers also use influence, of course, because only a fraction of managerial work can actually be accomplished through control and the use of authority

Relationship of Leading to other management processes• Leadership and management must go hand in

hand, but they are not the same thing. Leadership and management are complementary, but it is important to understand how they differ.

• Leadership is about vision and innovation, whereas management is about maintenance of excellent standards. A leader innovates and a manager administrates on the innovation. A leader focuses on individuals and inspires them, a manager focuses on systems and structure. A leader always has their eye on the horizon, whereas a manager should be watching the bottom line.

•While it is important to be aware of the difference between management and leadership it is vital to understand that a good manager is also a leader.

•A good leader can enable people to feel like they can influence how practices in the workplace are carried out, leading to heightened levels of job satisfaction and productivity among the workforce

•Leadership is the art or process of influencing people to perform assigned tasks willingly, efficiently and competently; without leadership a manager simply cannot be effective.

THANK YOU!