jnidbi 211010
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The slides to be used to explain Leadership styles, difference between Manager and leader and also situational leadership- for senior executivesTRANSCRIPT
Leading & Team Building Skills
R.Ganesh, DGM & VP,State Bank Staff CollegeAt JN IDBI on 21.10.2010
Interpersonal roles
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.
Figure 1.5 Mintzberg’s Managerial Roles (a)
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.
Figure 1.5 Mintzberg’s Managerial Roles (b)
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.
Figure 1.5 Mintzberg’s Managerial Roles (c)
Eight role combinations were 'natural' configurations of the job
• contact manager -- figurehead and liaison • political manager -- spokesperson and
negotiator • entrepreneur -- entrepreneur and negotiator • insider -- resource allocator • real-time manager -- disturbance handler • team manager -- leader • expert manager -- monitor and spokesperson • news manager -- liaison and monitor
Who is a leader?
• We are all leaders.• “A leader is someone you choose to
follow to a place you wouldn’t go by yourself”.
• Leaders build bridges that help us to move from where we are to where we want to be.
Conscience Spirit
Vision(Mind)
Discipline (Body)
Passion (Heart)
Characteristics of Leadership
WHAT IS LEADERSHIP?
• Leadership is the process of influencing people for fulfilling organizational goals.• It involves creating appropriate
work culture so that people do on their own what the organization needs them to do.
Power Defined
Power is the ability to get things done in the way one wants them to be done.
Influence
Leadership Defined
Using influence in an organizational setting or situation, producing effects that are
meaningful and have a direct impact on accomplishing challenging goals.
Leadership is measured by followers
TRAITS OF A LEADER
• Drive or inner motivation to pursue goals.• Leadership motivation or motivation to influence
people to succeed.• Integrity• Self confidence• Intelligence• Knowledge of environment & business• Emotional intelligence.
MANAGER VS LEADER
• Administers• A copy• Maintains• Focuses on systems &
structures• Relies on control• Short range view• Asks how & when
• Innovates• An original• Develops• Focuses on people• Inspires trust• Long range
perspective• Asks what & why
A MANAGER A LEADER
MANAGER VS LEADER
• Eye on the bottom line• Imitates• Accepts the status quo• Classic good soldier• Does things right
• Eye on the horizon• Originates• Challenges the status
quo• Own person• Does the right things
A MANAGER A LEADER
You Manage Things,
But Lead People
Leadership is Getting people to follow you
The Difference Between Leadership and Management by James N. Farr
Leaders and Managers: Distinguishing their roles
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leader’s Leader’s JobJob
Manager’s Manager’s JobJob
MANAGING & LEADING – ARE THESE MUTUALLY EXCLUSIVE?
• Managing and leading are in a continuum & complimentary.
• When & where I am leading? What is the mix?
• As one rises in the organization, one leads people with higher & higher competencies, and should progressively graduate to leading.
Leadership Scale—Communication
GreatFair
AveragePoor
Unsatisfactory
• Talks to workers• Talks above workers• Talks about workers• Talks below workers • Talks to self
Components of leadership function
Relationship
Task
Task behaviour
• Goal setting• Organising• Setting time limits• Directing• Controlling
Relationship Behaviour
• Giving Support• Communicating• Facilitating interactions• Active listening• Providing feed back.
Itay Talgam – Leadership traits
Leadership styles
Participating Selling
Delegating Telling
High
Low High
Relation
ship
Beh
aviour
Task Behaviour
Telling Style {Directing}
• High Directive and low supportive• Provides specific instructions• Closely supervises• One way communication• Decision solely by the leader
Selling Style{Coaching}
• High directive and high supportive• Consulting style• Leader explains decisions• Solicits suggestions• Continues to direct
Participating Style {Supporting)• Makes decisions together with followers
• Supports their efforts
• Two way communication
• Listens actively
• Facilitates decisions making
• Joint problem identification
• Delegates decision making
• Allowed to “run their own show”.
Delegating Style
Situational Leadership• There is no best style.• Adopt the style to fit the situation/person you
work with. • Situational variables.– A Situations– B Time– C Job demands– D Organisational climate– E Skill– F Expectations– G Development level of followers
Management Skills needed at various levels of organisation
SKILLS NEEDED
Managem
ent L
evel
Senior
Middle
Junior
SITUATIONAL LEADERSHIP• DEVELOPMENT LEVEL
• Low Competence / High Commitment
• Some Competence/Low Commitment
• High Competence/Variable Commitment
• High Competence/High Commitment
• APPROPRIATE LEADERSHIP STYLE
• Directing
• Coaching
• Supporting
• Delegating
Hersey and Blanchard Situational Leadership Theory
Telling
Selling
Rel
atio
nsh
ip B
eha
vio
rR
elat
ion
ship
Beh
avi
or HighHigh
LowLow
LowLowHighHigh
Task BehaviorTask BehaviorDele
gating
Follower ReadinessFollower Readiness
Able and Able and unwillingunwilling
Able and Able and willingwilling
Unable and Unable and willingwilling
Unable and Unable and unwillingunwilling
Particip
ating