leadership ppt
TRANSCRIPT
LEADERSHIP
LEADERSHIP
DEFINITION According to Koontz and o’ Donnell “it is
the art of including the subordinates to accomplish their assignments with zeal and confidence. Zeal reflects ardour, earnestness and intensity in execution of work; confidence reflects experience and technical ability.”
CONCEPT OF LEADERSHIP Managers are people who do things right, while leaders are people who do the right thing.
'Leadership is all about courage to dream big.‘
Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent
Leadership makes people want to achieve high goals and objectives, while, on the other hand, bosses tell people to accomplish a task or objective.
Leadership can be used for good or ill
Leadership skills can be perverted to pursue bad ends
CHARACTERISTICS OF LEADERSHIP
Co-existence with follower ship
Responsibility
Understanding nature
Precedence
Situation
Co-existence with follower ship :Co-existence with follower ship :a leader cannot exist without a leader cannot exist without
followers existing. followers existing. A leader exercises authority over the A leader exercises authority over the
group, and it should be willingly group, and it should be willingly accepted by his followers.accepted by his followers.
Leadership is not conferred or Leadership is not conferred or ordered but is one to be earnedordered but is one to be earned
Responsibility:Responsibility:a leader is expected to assume full a leader is expected to assume full
responsibility in all situations.responsibility in all situations.he must steer the group clear of all he must steer the group clear of all
difficulties.difficulties.he has to assume responsibility for he has to assume responsibility for
all actions of the group.all actions of the group.
Understanding nature:Understanding nature: important characteristic feature of important characteristic feature of
leadership is its nature to understand the leadership is its nature to understand the feelings and problems of the group as a feelings and problems of the group as a whole as well as the individuals.whole as well as the individuals.
guide a leader is looked upon as a friend guide a leader is looked upon as a friend and a philosopher. and a philosopher.
a leader should strive to satisfy the a leader should strive to satisfy the personal and social needs of his followers, personal and social needs of his followers, which is very much expected by themwhich is very much expected by them
Precedence:Precedence:Since the leader influences the Since the leader influences the
behavior and the activities of the behavior and the activities of the followers he should be endowed with followers he should be endowed with the technical competence and the technical competence and personality traits. personality traits.
He should also be well aware of his He should also be well aware of his own preferences and limitations to own preferences and limitations to impress upon his followersimpress upon his followers
Situation:Situation:Leadership patterns changes Leadership patterns changes
according to the type of group and according to the type of group and the situation in which the group is the situation in which the group is operating.operating.
A leader should know on the role to A leader should know on the role to be adopted on different situationsbe adopted on different situations
IMPORTANCE OF LEADERSHIP
1.Initiates action
2.Motivation
3.Providing guidance
4.Creating confidence
5.Building morale
6.Builds work environment
7.Co-ordination
Initiates action
•Leader communicates the policies and plans to the subordinates from where the work actually starts.
Motivation
•A leader motivates the employees with economic and non- economic rewards and thereby gets the work from the subordinates.
Providing guidance
A leader guides by instructing the subordinates the way they have to perform their work effectively and efficiently.
Creating confidence
Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively.
It is also important to hear the employees with regards to their complaints and problems.
Building morale
A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals.
Builds work environment
Management is getting things done from people. An efficient work environment helps in sound and stable growth.He should listen to his subordinates problems and solve them.
He should treat employees on humanitarian terms.
Co-ordination
Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader.
IMPACT OF LEADERSHIP IN AN ORGANISATION
Leadership and human behavior
Leadership and Communication
Leadership and motivation
Leadership and human behavior
Human nature is the comman qualities of all people have similar needs .
A leader must understand these needs because they are powerful motivators.
Leadership and Communication
Communication is very important because a leader coach, coordinate, counsel, evaluate, and supervise through this process.
Leadership and motivation
A person's motivation is a combination of desire and energy directed at achieving a goal.
LEADERSHIP THEORIES
1.TRAIT APPROACH
2.BEHAVIOURAL APPROACH
3.SITUATIONAL APPROACH
TRAIT APPROACHTRAIT APPROACH
Keith davis has summarized four of Keith davis has summarized four of the major traits which might have an the major traits which might have an impact on successful organizational impact on successful organizational leadership. They are:leadership. They are:
IntelligenceIntelligenceSocial maturity and breath:Social maturity and breath: Inner motivation and Inner motivation and
achievement drivesachievement drives Human relations attitudeHuman relations attitude
Intelligence:Intelligence: Research has shown that generally Research has shown that generally a leader has higher intelligence that the average a leader has higher intelligence that the average intelligence of the followers. However the leader intelligence of the followers. However the leader cannot be exceedingly much more intelligent cannot be exceedingly much more intelligent than his followersthan his followers
Social maturity and breath:Social maturity and breath: Leaders tend to Leaders tend to be emotionally stable and mature and to have be emotionally stable and mature and to have broad interests and activities. They have an broad interests and activities. They have an assured, respectful self conceptassured, respectful self concept
Inner motivation and achievement drives:Inner motivation and achievement drives: Leaders have relatively intense motivational Leaders have relatively intense motivational drives of the achievement type. The strive for drives of the achievement type. The strive for intrinsic than extrinsic rewards.intrinsic than extrinsic rewards.
Human relations attitude:Human relations attitude: Successful leaders Successful leaders recognize the worth and dignity of their followers recognize the worth and dignity of their followers and are able to emphasize with them. According and are able to emphasize with them. According to research studies leaders possess consideration to research studies leaders possess consideration and are employee centered rather than and are employee centered rather than production centeredproduction centered..
BEHAVIOURAL APPROACHBEHAVIOURAL APPROACH
AutocraticAutocratic Participative or supportiveParticipative or supportive Instrumental or instrumental Instrumental or instrumental
supportivesupportive
Autocratic:Autocratic: An autocratic leader is one who An autocratic leader is one who commands and expects compliance. He is commands and expects compliance. He is dogmatic and positive and leads by his ability to dogmatic and positive and leads by his ability to withhold or give rewards and punishments. withhold or give rewards and punishments.
Participative or supportive:Participative or supportive:The participative The participative or supportive leadership behaviour is based on or supportive leadership behaviour is based on the assumption that people essentially want to the assumption that people essentially want to participate, want to accomplish and will work well participate, want to accomplish and will work well if general supervision is employed and where if general supervision is employed and where they are allowed to use their own initiative and they are allowed to use their own initiative and support is given while accomplishing their task.support is given while accomplishing their task.
Instrumental or instrumental Instrumental or instrumental supportive:supportive:Instrumental behaviour of leadership Instrumental behaviour of leadership emphasizes the leaders role as a manager in the emphasizes the leaders role as a manager in the rational aspects of management namely rational aspects of management namely planning, organizing, controlling etc.planning, organizing, controlling etc.
SITUATIONAL APPROACHSITUATIONAL APPROACH
Stagdill and his associates research Stagdill and his associates research findings revealed that leadership ability findings revealed that leadership ability is heavily affected by situational factors is heavily affected by situational factors like their job, the organizational like their job, the organizational environment in which they operated environment in which they operated history of the enterprise, community in history of the enterprise, community in which the organization operates, which the organization operates, psychological climate of the group their psychological climate of the group their characteristics, group member characteristics, group member personalities and cultural influences and personalities and cultural influences and so onso on
CONTIGENCY THEORIES:CONTIGENCY THEORIES: THE FIEDLER MODEL:THE FIEDLER MODEL:Fred E. Fiedler argued Fred E. Fiedler argued
that effectiveness depends on two interacting that effectiveness depends on two interacting factors: leadership style and the degree to which factors: leadership style and the degree to which the situation gives the leader control and the situation gives the leader control and influence. Three things are important here:influence. Three things are important here:
The relationship between the leaders and The relationship between the leaders and followers:followers: If leaders are liked and respected If leaders are liked and respected they are more likely to have the support of they are more likely to have the support of others.others.
The structure of the task:The structure of the task: If the task is clearly If the task is clearly spelled out as to goals, methods and standards of spelled out as to goals, methods and standards of performance then it are more likely that leaders performance then it are more likely that leaders will be able to exert influence.will be able to exert influence.
Position power:Position power: If an organization or group If an organization or group confers powers on the leader for the purpose of confers powers on the leader for the purpose of getting the job done, then this may well increase getting the job done, then this may well increase the influence of the leader.the influence of the leader.
SITUATIONAL LEADERSHIP SITUATIONAL LEADERSHIP THEORY:THEORY:
It is a contingency theory that It is a contingency theory that focuses on followers' readiness. focuses on followers' readiness. ReadinessReadiness refers to the extent to refers to the extent to which people have the ability and which people have the ability and willingness to accomplish a specific willingness to accomplish a specific task. There are four stages of task. There are four stages of readiness: readiness: able and willingable and willing, , able able and unwillingand unwilling, , unable and willing unable and willing and and unable and unwillingunable and unwilling
THE PATH-GOAL THEORY:THE PATH-GOAL THEORY: Path-goal theory identifies four kinds of Path-goal theory identifies four kinds of
leader behavior. leader behavior. directive leader behavior directive leader behavior - letting subordinates - letting subordinates
know what is expected of them, giving guidance know what is expected of them, giving guidance and direction, and scheduling work. and direction, and scheduling work.
supportive leader behavior supportive leader behavior - being friendly and - being friendly and approachable, showing concern for subordinate approachable, showing concern for subordinate welfare, and treating members as equals. welfare, and treating members as equals.
participative leader behavior participative leader behavior - consulting - consulting subordinates, soliciting suggestions, and allowing subordinates, soliciting suggestions, and allowing participation in decision making. participation in decision making.
achievement-oriented behavior achievement-oriented behavior - setting - setting challenging goals, expecting subordinates to challenging goals, expecting subordinates to perform at high levels, encouraging subordinates perform at high levels, encouraging subordinates and showing confidence in subordinates' abilities.and showing confidence in subordinates' abilities.
Path-Goal Situations &Path-Goal Situations &Preferred Leader Preferred Leader
BehaviorBehavior
Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.
CONTEMPORARY CONTEMPORARY THEORIESTHEORIES
Transactional LeadersTransactional LeadersClarify the role and task requirements Clarify the role and task requirements
of subordinatesof subordinates Initiate structureInitiate structureProvide appropriate rewardsProvide appropriate rewardsDisplay consideration for subordinatesDisplay consideration for subordinatesMeet the social needs of subordinatesMeet the social needs of subordinates
Charismatic LeadersCharismatic LeadersThe ability to inspireThe ability to inspireMotivate people to do more than Motivate people to do more than
they would normally dothey would normally doTend to be less predictable than Tend to be less predictable than
transactional leaderstransactional leadersCreate an atmosphere of changeCreate an atmosphere of changeMayMay be obsessed by visionary ideasbe obsessed by visionary ideas
Transformational LeaderTransformational Leader Similar to charismatic leadersSimilar to charismatic leaders Distinguished by their special ability to Distinguished by their special ability to
bring about innovation and change bybring about innovation and change byRecognizing followers’ needs and Recognizing followers’ needs and
concernsconcernsHelping them look at old problems in Helping them look at old problems in
new waysnew waysEncouraging them to question the status Encouraging them to question the status
quoquo
TEAM LEADER:TEAM LEADER:
Leadership is increasingly taking place Leadership is increasingly taking place within a team context. The role of team within a team context. The role of team leader is different from the traditional leader is different from the traditional leadership role. The challenge for most leadership role. The challenge for most managers is learning how to become an managers is learning how to become an effective team leader. There are four basic effective team leader. There are four basic team leadership roles: team leaders are team leadership roles: team leaders are liaisons with external constituencies, liaisons with external constituencies, troubleshooters, conflict managers and troubleshooters, conflict managers and coaches coaches
LEADERSHIP STYLES
Leadership styles refer to a leader’s behaviour.
It is the result of the philosophy, personality and experience of the leader.
Kurt Lewin's Leadership styles
Autocratic
Democratic
Laissez Faire
Functional
Institutional Paternalistic
Autocratic Leader:Autocratic Leader:
An Autocratic leader will not An Autocratic leader will not entertainentertain any suggestions or any suggestions or initiative from subordinates. Under initiative from subordinates. Under this type of leadership, one person this type of leadership, one person decides for the whole group. An decides for the whole group. An autocratic leader does not trust autocratic leader does not trust anybodyanybody..
MeritsMerits: : It helps to make quick decisionsIt helps to make quick decisions Inefficient and insincere workers can easily Inefficient and insincere workers can easily
be identifiedbe identified
DemeritsDemerits It kills initiatives for work and results in It kills initiatives for work and results in
frustration among workers.frustration among workers. It often gives scope for conflicts between It often gives scope for conflicts between
the leader and his followersthe leader and his followers
Participative or Democratic Participative or Democratic Leader:Leader:
A A democratic leader can win the cooperation of democratic leader can win the cooperation of his group and can motivate them effectively his group and can motivate them effectively and positively.and positively.
MeritsMerits The decision finally made is mutually accepted.The decision finally made is mutually accepted. It improves the job attitudes of the sub-It improves the job attitudes of the sub-
ordinate staff.ordinate staff.
DemeritsDemerits this leadership is suitable only if the this leadership is suitable only if the
subordinates are all capable of making subordinates are all capable of making worthwhile suggestions.worthwhile suggestions.
It may, sometimes be very difficult to evolve a It may, sometimes be very difficult to evolve a solution that is acceptable to everyone.solution that is acceptable to everyone.
Laissez Faire or Free Rein Leader:Laissez Faire or Free Rein Leader: A free rein leader will leave the group entirely A free rein leader will leave the group entirely
to itself such as a leader allows maximum to itself such as a leader allows maximum freedom to subordinates.freedom to subordinates.
MeritsMerits 1. The superior subordinate relationship is 1. The superior subordinate relationship is
found to be very good.found to be very good. Highly efficient subordinates, can make use of Highly efficient subordinates, can make use of
the freedom given to them to excel.the freedom given to them to excel.
DemeritsDemerits Control may become difficult As the leader Control may become difficult As the leader
does not involve himself at all in the activities.does not involve himself at all in the activities. The subordinates are deprived of the expert The subordinates are deprived of the expert
advice and moral support of their leader.advice and moral support of their leader.
Functional Leader:Functional Leader: A functional leader is one who is an expert in A functional leader is one who is an expert in
a particular field of activity. Such a leader a particular field of activity. Such a leader always thinks of the task he has undertaken always thinks of the task he has undertaken and spends most of his time finding out ways and spends most of his time finding out ways and means of doing it better.and means of doing it better.
Merits Merits The very presence of an expert is beneficial to The very presence of an expert is beneficial to
the followers and the organisation.the followers and the organisation. the subordinates can certainly enrich their job the subordinates can certainly enrich their job
knowledge and skill.knowledge and skill.
Institutional Leader:Institutional Leader:
An institutional leader is one who has An institutional leader is one who has become a leader by virtue of his official become a leader by virtue of his official position in the organisational hierarchy. position in the organisational hierarchy. An institutional leader may not be an An institutional leader may not be an expert in his field of activity.expert in his field of activity.
MeritsMerits He has official authority to act.He has official authority to act. He may initiate action against a He may initiate action against a
subordinate who is shirking duties.subordinate who is shirking duties.
DemeritsDemerits
He will not be in a position to offer proper He will not be in a position to offer proper guidance to his followers because he may guidance to his followers because he may not be an expert in his field of activity. not be an expert in his field of activity.
Although the leader has the official right Although the leader has the official right to demand performance from his to demand performance from his followers, he may not have the moral rightfollowers, he may not have the moral right
Paternalistic Leader:Paternalistic Leader: A paternalistic leader takes care of his A paternalistic leader takes care of his
followers in the way the head of the followers in the way the head of the family takes care of the family membersfamily takes care of the family members
MeritsMerits He assumes a paternal role to protect his He assumes a paternal role to protect his
sub-ordinates.sub-ordinates. He is always ready to provide the necessary He is always ready to provide the necessary
physical amenities to the sub-ordinatesphysical amenities to the sub-ordinates
DemeritsDemerits
He is not in a position to offer He is not in a position to offer intellectual help to his followers.intellectual help to his followers.
DemeritsDemerits
The functional leader will not be able to The functional leader will not be able to go down to the level of an average go down to the level of an average worker and offer any help.worker and offer any help.
Misunderstandings may also arise Misunderstandings may also arise between the leader and his followers.between the leader and his followers.
IMPORTANT KEYS FOR IMPORTANT KEYS FOR LEADERSHIPLEADERSHIP
IMPORTANT KEYS FOR IMPORTANT KEYS FOR LEADERSHIPLEADERSHIP
Trust and confidence in top leadership Trust and confidence in top leadership is the single most reliable predictor of is the single most reliable predictor of employee satisfaction in an employee satisfaction in an organization.organization.
Effective communication by Effective communication by leadership in the critical areas is the leadership in the critical areas is the key to winning organizational trust key to winning organizational trust and confidence:and confidence:
Helping employees understand the Helping employees understand the company's overall business strategy.company's overall business strategy.
Helping employees understand how Helping employees understand how they contribute to achieving key they contribute to achieving key business objectives.business objectives.
Sharing information with employees Sharing information with employees on both how the company is doing on both how the company is doing and how an employee's own division and how an employee's own division is doing relative to strategic business is doing relative to strategic business objectives.objectives.
LEADERSHIP SECRETSLEADERSHIP SECRETS
1. DECISIVENESS IS KEY1. DECISIVENESS IS KEY((LALIT KHAITANLALIT KHAITAN, Chairman and , Chairman and Managing Director, Radico khaitan)Managing Director, Radico khaitan)
The most distinguished trait that The most distinguished trait that defines a good leader is the defines a good leader is the willingness to make decisions that willingness to make decisions that are need of the hour no matter how are need of the hour no matter how difficult they may be. And the most difficult they may be. And the most significant component of such significant component of such decision-making is self-confidence.decision-making is self-confidence.
2.VISIONARY LEADERSHIP2.VISIONARY LEADERSHIP((B.MUTHURAMANB.MUTHURAMAN, Managing , Managing Director, Tata steel)Director, Tata steel)
The ability to create a shared vision The ability to create a shared vision among team members is the primary among team members is the primary trait of a true leader.trait of a true leader.
3. RELATE AND RULE3. RELATE AND RULE ((N.LAKSHMI NARAYANN.LAKSHMI NARAYAN, CEO AND , CEO AND President, Cognizant Technology President, Cognizant Technology Solutions)Solutions)
Good leadership is the ability to Good leadership is the ability to recognize all the factors that would recognize all the factors that would make the leader succeed in make the leader succeed in motivating the group.motivating the group.
4. TAKE RESPONSIBILTY4. TAKE RESPONSIBILTY((R.V.SHASTRIR.V.SHASTRI, Chairman and Managing , Chairman and Managing Director, Canara bank)Director, Canara bank)
A leader is only as good as his team. A leader is only as good as his team. Leadership involves two steps: helping Leadership involves two steps: helping subordinates take advantage of their subordinates take advantage of their talents, and then fine tuning their talents, and then fine tuning their performance. Good leaders always take performance. Good leaders always take responsibility for both the success and responsibility for both the success and failure of their teamsfailure of their teams