unit 7 leadership.pptx
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Unit 7 : Leadership
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Leadership :
the relationship in which one person (the leader)influences others to work together willingly on
related tasks to attain goals desired by the
leader and / or group .
-Terry andFranklin
Importance of Leadership :
- Commits followers to organisational goal as well
as pools needed resources
- Raises the level of human conduct and ethical
aspirations ;
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Conceptual Framework of Leadership
Leader Traits/ Managerial Behaviour/
Desired End ResultsCharacteristics Roles
-Need for achievement - Interpersonal roles -Unit
Performance
- Need for power - Information roles -profitability
- Cognitive ability - decisional roles - goal
attainment
- Interpersonal skills - job satisfaction
- self-confidence -learningorganisation
- Ethics
Situational Variables
Individual LevelOrganisational Level
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Skills of a Leader :
1.Personality : extrovert , sociable ;
2. Positive selfbeliefs ;
3. Drive to pursue goals ;
4. Integrity : truthful and capable of translating words
into deeds ;5. Capable of motivating others ;
6. Knowledge ;
7. Cognitive and practical ability : capable ofprocessing information and solving problems;
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Comparison between Leadership and Managership
Leadership Managership
Process of influencing for the
purpose of achieving shared goals
Authority to carry out planning ,
organising , coordinating ,directing
and controlling the activities of other
;
Leaders Managers
Innovate Administer
Inspire Control
Long term view Short- term view
Ask what and why Ask how and when
Originate initiate
Challenges the status quo Accept the status quo
Do the right things Do things right
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Leadership Styles :
The behaviour exhibited by the leader while
influencing the behaviour of followers.
Leadership Styles
Amount of emphasis leadersEntrepren-
authority on task or assumption
neurial
retained by people about people
style
leader
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1.Amount of Authority retained by the Leader :
Behavioural theory : Ohio State University Studies
Objective :
- To identify major dimensions of leadership ;
- Investigate the effect of leader behaviour on employee
performance and satisfaction ;
High
Human Relations Democratic
Consideration
Behaviour Laissez-faire Autocratic- Low
- Low High
- Initiating Structure Behaviour
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1. Initiating Structure :
leader behaviour that defines and organises the group
tasks ;
assigns task to employees ;
Supervises their activities ;
2. Consideration :Characterised by friendliness , respect , support , openness
and concern for the welfare of employees;
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Managerial Grid :
- Blake and Mouton ;
-five styles of leadership based on people and task
orientation ;
1. (9,1 ) task management : leader is primarily concerned
with production and has little concern for people ;
2. (1,9) Country Club Management : primarily concerned
with people ;
3. (5,5) Middle of the road management : leader represents
a moderate concern for both ;
4. (9,9) Team Management : demonstrates high concern
for both production and people ;
5. (1,1) Impoverished Management :minimum concern for
people and production ;
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High 9
Concernfor
People
5
Low 1
1 59
Low Concern for ResultsHigh
1,9
(Country
club
mgt.)
9,9
(team
mgt)
5,5 ( Middle of
the road
mgt.)
1,1(impoveri
shed
mgt.)
9,1(task
mgt.)
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Power
Power is the ability to influence people and
events
Sources of Power in the Organisation
Interpersonal Sources StructuralSources
- Number of people - Knowledge
- Reward Power - Resources
- Coercive -decision
making
- Legitimate
- Expert
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Characteristics important for effective use of Power
:
1. Understanding for both interpersonal and
structural sources of power and effective
methods to use them ;
2. Understanding for nature of exchange processunderlying influencing strategies;
3. Aware of desirable and undesirable behaviour in
acquiring and using power ;
4. Seek positions that allow the development andusage of power ;
5. Use maturity and self-control in applying their
power .
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Power Tactics :
Are used by individuals on their own , withingroups (intra-groups) , and between groups
(intergroup) in order to influence people andevents.
Power Tactics
Individual and intra-group Intergroup
- assertiveness - uncertaintyabsorption
- friendliness -
substitutability- Rationality - Integrative
- Sanctions - Importance
- Higher authority
- Bargaining
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Use of Power Tactics
When Managers When
Managers
influenced superiors influenced
subordinates
Most Popular Reason
Reason
Coalition
Assertiveness
Friendliness Friendliness
Bargaining Coalition
Assertiveness Bargaining
Higher authority Higher authority
Least Popular sanctions
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Politics :
refers to the ways people gain and use power in
organisations
Types of Political Activities
Selectively distributing Information
Attacking / blaming others Using experts
Managing Impressions Types of Controlling
information Organisational
channels
PoliticsControlling Agenda Game Playing
Association with line executives Forming Coalitions
Increasing
indispensability
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Political Strategies for attaining Power in
Organisation :
- Promoting limited communication;
- Exhibiting confidence ;
- Stimulating competition among ambitious
subordinates ;- Neutralising potential opposition ;
- Making strategic replacements;
- Using research data to support ones own point
of view ;
- Restricting communication about real intention ;
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