21903222 leadership ppt

8/6/2019 21903222 Leadership PPT

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LEADERSHIP


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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 othersto 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


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CHARACTERISTICS OF LEADERSHIP

Co-existence with follower ship

Responsibility

Understanding nature

Precedence

Situation


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CoCo--existence with follower ship :existence with follower ship :

a leader cannot exist without followersa leader cannot exist without followers

existing.existing.A leader exercises authority over theA leader exercises authority over the

group, and it should be willingly acceptedgroup, and it should be willingly acceptedby his followers.by his followers.

Leadership is not conferred or ordered butLeadership is not conferred or ordered butis one to be earnedis one to be earned


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Responsibility:Responsibility:

a leader is expected to assume fulla leader is expected to assume fullresponsibility in all situations.responsibility in all situations.

he must steer the group clear of allhe must steer the group clear of alldifficulties.difficulties.

he has to assume responsibility for allhe has to assume responsibility for all

actions of the group.actions of the group.


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Understanding nature:Understanding nature:

important characteristic feature of leadership isimportant characteristic feature of leadership isits nature to understand the feelings andits nature to understand the feelings and

problems of the group as a whole as well as theproblems of the group as a whole as well as theindividuals.individuals.

guide a leader is looked upon as a friend and aguide a leader is looked upon as a friend and aphilosopher.philosopher.

a leader should strive to satisfy the personal anda leader should strive to satisfy the personal andsocial needs of his followers, which is very muchsocial needs of his followers, which is very muchexpected by themexpected by them


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Precedence:Precedence:

Since the leader influences the behaviorSince the leader influences the behavior

and the activities of the followers heand the activities of the followers heshould be endowed with the technicalshould be endowed with the technicalcompetence and personality traits.competence and personality traits.

He should also be well aware of his ownHe should also be well aware of his ownpreferences and limitations to impresspreferences and limitations to impressupon his followersupon his followers


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Situation:Situation:

Leadership patterns changes according toLeadership patterns changes according to

the type of group and the situation inthe type of group and the situation inwhich the group is operating.which the group is operating.

A leader should know on the role to beA leader should know on the role to beadopted on different situationsadopted on different situations


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IMPORTANCE OF LEADERSHIP

1. Initiates action

2.Motivation

3.Providing guidance

4.Creating confidence

5. Building morale

6. Builds work environment

7.Co-ordination


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Initiates action

Leader communicates the policies andplans to the subordinates from where thework actually starts.


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Motivation

A leader motivates the employees witheconomic and non- economic rewardsand thereby gets the work from thesubordinates.


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Providing guidance

A leader guides by instructing the subordinates

the way they have to perform their workeffectively and efficiently.


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Creating confidence

Confidence is an important factor which can be

achieved through expressing the work efforts tothe subordinates, explaining them clearly theirrole and giving them guidelines to achieve thegoals effectively.

It is also important to hear the employees withregards to their complaints and problems.


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Building morale

A leader can be a morale booster by achieving

full co-operation so that they perform with bestof their abilities as they work to achieve goals.


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Builds work environment

Management is getting things done frompeople. An efficient work environmenthelps in sound and stable growth.Heshould listen to his subordinates problemsand solve them.

He should treat employees onhumanitarian terms.


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Co-ordination

Co-ordination can be achieved through reconciling

personal interests with organizational goals. Thissynchronization can be achieved through properand effective co-ordination which should beprimary motive of a leader.


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Leadership and human behavior

Human nature is the comman qualities of all

people have similar needs .

A leader must understand these needs becausethey are powerful motivators.


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Leadership and Communication

Communication is very important

because a leader coach, coordinate,counsel, evaluate, and supervisethrough this process.


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Leadership and motivation

A person's motivation is a combination of desire and

energy directed at achieving a goal.


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LEADERSHIP

THEORIES

1.TRAITAPPROACH

2.BEHAVIOURALAPPROACH

3.SITUATIONALAPPROACH


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TRAITAPPROACHTRAITAPPROACH

Keith davis has summarized four of theKeith davis has summarized four of themajor traits which might have an impactmajor traits which might have an impacton successful organizational leadership.on successful organizational leadership.

They are:They are: IntelligenceIntelligence

Social maturity and breath:Social maturity and breath:

Inner motivation and achievementInner motivation and achievementdrivesdrives

Human relations attitudeHuman relations attitude


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Intelligence:Intelligence: Research has shown that generally aResearch has shown that generally aleader has higher intelligence that the averageleader has higher intelligence that the averageintelligence of the followers. However the leader cannotintelligence of the followers. However the leader cannot

be exceedingly much more intelligent than his followersbe exceedingly much more intelligent than his followers Social maturity and breath:Social maturity and breath: Leaders tend to beLeaders tend to be

emotionally stable and mature and to have broademotionally stable and mature and to have broadinterests and activities. They have an assured,interests and activities. They have an assured,respectful self conceptrespectful self concept

Inner motivation and achievement drives:Inner motivation and achievement drives: LeadersLeadershave relatively intense motivational drives of thehave relatively intense motivational drives of theachievement type. The strive for intrinsic than extrinsicachievement type. The strive for intrinsic than extrinsicrewards.rewards.

Human relations attitude:Human relations attitude: Successful leadersSuccessful leadersrecognize the worth and dignity of their followers andrecognize the worth and dignity of their followers and

are able to emphasize with them. According to researchare able to emphasize with them. According to researchstudies leaders possess consideration and are employeestudies leaders possess consideration and are employeecentered rather than production centeredcentered rather than production centered..


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BEHAVIOURALAPPROACHBEHAVIOURALAPPROACH

AutocraticAutocratic

Participative or supportiveParticipative or supportive

Instrumental or instrumentalInstrumental or instrumentalsupportivesupportive


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Autocratic:Autocratic: An autocratic leader is one whoAn autocratic leader is one whocommands and expects compliance. He is dogmatic andcommands and expects compliance. He is dogmatic andpositive and leads by his ability to withhold or givepositive and leads by his ability to withhold or giverewards and punishments.rewards and punishments.

Participative orParticipative or supportive:supportive:TheThe participative orparticipative orsupportive leadershipsupportive leadership behaviourbehaviour is based on theis based on theassumption that people essentially want to participate,assumption that people essentially want to participate,want to accomplish and will work well if generalwant to accomplish and will work well if generalsupervision is employed and where they are allowed tosupervision is employed and where they are allowed touse their own initiative and support is given whileuse their own initiative and support is given whileaccomplishing their task.accomplishing their task.

Instrumental or instrumentalInstrumental or instrumentalsupportive:supportive:InstrumentalInstrumental behaviourbehaviour of leadershipof leadership

emphasizes the leaders role as a manager in the rationalemphasizes the leaders role as a manager in the rationalaspects of management namely planning, organizing,aspects of management namely planning, organizing,controlling etc.controlling etc.


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SITUATIONALAPPROACHSITUATIONALAPPROACH

Stagdill and his associates researchStagdill and his associates researchfindings revealed that leadership ability isfindings revealed that leadership ability isheavily affected by situational factors likeheavily affected by situational factors like

their job, the organizational environmenttheir job, the organizational environmentin which they operated history of thein which they operated history of theenterprise, community in which theenterprise, community in which theorganization operates, psychologicalorganization operates, psychological

climate of the group their characteristics,climate of the group their characteristics,group member personalities and culturalgroup member personalities and culturalinfluences and so oninfluences and so on


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CONTIGENCY THEORIES:CONTIGENCY THEORIES:THE FIEDLER MODEL:THE FIEDLER MODEL:Fred E. Fiedler argued thatFred E. Fiedler argued that

effectiveness depends on two interacting factors:effectiveness depends on two interacting factors:

leadership style and the degree to which the situationleadership style and the degree to which the situationgives the leader control and influence. Three things aregives the leader control and influence. Three things areimportant here:important here:

The relationship between the leaders andThe relationship between the leaders andfollowers:followers: If leaders are liked and respected they areIf leaders are liked and respected they aremore likely to have the support of others.more likely to have the support of others.

The structure of the task:The structure of the task: If the task is clearly spelledIf the task is clearly spelledout as to goals, methods and standards of performanceout as to goals, methods and standards of performancethen it are more likely that leaders will be able to exertthen it are more likely that leaders will be able to exertinfluence.influence.

Position power:Position power: If an organization or group confersIf an organization or group confers

powers on the leader for the purpose of getting the jobpowers on the leader for the purpose of getting the jobdone, then this may well increase the influence of thedone, then this may well increase the influence of theleader.leader.


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SITUATIONALLEADERSHIPSITUATIONALLEADERSHIPTHEORY:THEORY:

It is a contingency theory that focusesIt is a contingency theory that focuseson followers' readiness.on followers' readiness. ReadinessReadinessrefers to the extent to which people haverefers to the extent to which people have

the ability and willingness to accomplishthe ability and willingness to accomplisha specific task. There are four stages ofa specific task. There are four stages ofreadiness:readiness: able and willingable and willing,, able andable and

unwillingunwilling,, unable and willingunable and willing andandunable and unwillingunable and unwilling


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THEPATHTHEPATH--GOAL THEORY:GOAL THEORY:

PathPath--goal theory identifies four kinds of leadergoal theory identifies four kinds of leaderbehavior.behavior.

directive leader behaviordirective leader behavior -- letting subordinates knowletting subordinates knowwhat is expected of them, giving guidance and direction,what is expected of them, giving guidance and direction,and scheduling work.and scheduling work.

supportive leader behaviorsupportive leader behavior -- being friendly andbeing friendly and

approachable, showing concern for subordinate welfare,approachable, showing concern for subordinate welfare,and treating members as equals.and treating members as equals.

participative leader behaviorparticipative leader behavior -- consultingconsultingsubordinates, soliciting suggestions, and allowingsubordinates, soliciting suggestions, and allowingparticipation in decision making.participation in decision making.

achievementachievement--oriented behaviororiented behavior -- setting challengingsetting challenginggoals, expecting subordinates to perform at high levels,goals, expecting subordinates to perform at high levels,encouraging subordinates and showing confidence inencouraging subordinates and showing confidence insubordinates' abilities.subordinates' abilities.


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PathPath--Goal Situations &Goal Situations &Preferred Leader BehaviorPreferred Leader Behavior

Source: Adapted from Gary A. Yukl,Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.


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CONTEMPORARYCONTEMPORARYTHEORIESTHEORIES

Transactional LeadersTransactional Leaders

Clarify the role and task requirementsClarify the role and task requirements

of subordinatesof subordinates Initiate structureInitiate structure

Provide appropriate rewardsProvide appropriate rewards

Display consideration for subordinatesDisplay consideration for subordinates

Meet the social needs of subordinatesMeet the social needs of subordinates


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Transformational LeaderTransformational Leader Similar to charismatic leadersSimilar to charismatic leaders

Distinguished by their special ability to bringDistinguished by their special ability to bringabout innovation and change byabout innovation and change by

Recognizing followers needs and concernsRecognizing followers needs and concerns

Helping them look at old problems in newHelping them look at old problems in new

waysways Encouraging them to question the status quoEncouraging them to question the status quo


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TEAMLEADER:TEAMLEADER:

Leadership is increasingly taking place within aLeadership is increasingly taking place within ateam context. The role of team leader isteam context. The role of team leader is

different from the traditional leadership role. Thedifferent from the traditional leadership role. Thechallenge for most managers is learning how tochallenge for most managers is learning how tobecome an effective team leader. There are fourbecome an effective team leader. There are fourbasic team leadership roles: team leaders arebasic team leadership roles: team leaders are

liaisons with external constituencies,liaisons with external constituencies,troubleshooters, conflict managers and coachestroubleshooters, conflict managers and coaches


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LEADERSHIP STYLES

Leadership styles refer to a leaders

behaviour.

It is the result of the philosophy,

personality and experience of the leader.


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Kurt Lewin's Leadership styles

Autocratic

Democratic

Laissez Faire

Functional

Institutional

Paternalistic


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MeritsMerits::

It helps to make quick decisionsIt helps to make quick decisions

Inefficient and insincere workers can easily beInefficient and insincere workers can easily beidentifiedidentified

DemeritsDemerits

It kills initiatives for work and results inIt kills initiatives for work and results in

frustration among workers.frustration among workers. It often gives scope for conflicts between theIt often gives scope for conflicts between the

leader and his followersleader and his followers


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Participative or Democratic Leader:Participative or Democratic Leader:

A democratic leader can win the cooperation of hisA democratic leader can win the cooperation of hisgroup and can motivate them effectively andgroup and can motivate them effectively andpositively.positively.

MeritsMerits

The decision finally made is mutually accepted.The decision finally made is mutually accepted. It improves the job attitudes of the subIt improves the job attitudes of the sub--ordinateordinate

staff.staff.

DemeritsDemerits

this leadership is suitable only if the subordinatesthis leadership is suitable only if the subordinatesare all capable of making worthwhile suggestions.are all capable of making worthwhile suggestions.

It may, sometimes be very difficult to evolve aIt may, sometimes be very difficult to evolve asolution that is acceptable to everyone.solution that is acceptable to everyone.


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Laissez Faire or Free Rein Leader:Laissez Faire or Free Rein Leader:

A free rein leader will leave the group entirely toA free rein leader will leave the group entirely toitself such as a leader allows maximum freedom toitself such as a leader allows maximum freedom tosubordinates.subordinates.

MeritsMerits

1. The superior subordinate relationship is found to1. The superior subordinate relationship is found tobe very good.be very good.

Highly efficient subordinates, can make use of theHighly efficient subordinates, can make use of thefreedom given to them to excel.freedom given to them to excel.

DemeritsDemerits Control may become difficult As the leader does notControl may become difficult As the leader does not

involve himself at all in the activities.involve himself at all in the activities.

The subordinates are deprived of the expert adviceThe subordinates are deprived of the expert advice

and moral support of their leader.and moral support of their leader.


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Functional Leader:Functional Leader: A functional leader is one who is an expert in aA functional leader is one who is an expert in a

particular field of activity. Such a leader alwaysparticular field of activity. Such a leader alwaysthinks of the task he has undertaken and spendsthinks of the task he has undertaken and spendsmost of his time finding out ways and means ofmost of his time finding out ways and means ofdoing it better.doing it better.

MeritsMerits

The very presence of an expert is beneficial to theThe very presence of an expert is beneficial to the

followers and the organisation.followers and the organisation. the subordinates can certainly enrich their jobthe subordinates can certainly enrich their job

knowledge and skill.knowledge and skill.


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Institutional Leader:Institutional Leader:

An institutional leader is one who has becomeAn institutional leader is one who has becomea leader by virtue of his official position in thea leader by virtue of his official position in theorganisational hierarchy. An institutional leaderorganisational hierarchy. An institutional leadermay not be an expert in his field of activity.may not be an 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 subordinateHe may initiate action against a subordinatewho is shirking duties.who is shirking duties.


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DemeritsDemerits

He will not be in a position to offer properHe will not be in a position to offer properguidance to his followers because he may notguidance to his followers because he may notbe an expert in his field of activity.be an expert in his field of activity.

Although the leader has the official right toAlthough the leader has the official right to

demand performance from his followers, hedemand performance from his followers, hemay not have the moral rightmay not have the moral right


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Paternalistic Leader:Paternalistic Leader:

A paternalistic leader takes care of hisA paternalistic leader takes care of hisfollowers in the way the head of the familyfollowers in the way the head of the familytakes care of the family memberstakes care of the family members

MeritsMerits

He assumes a paternal role to protect his subHe assumes a paternal role to protect his sub--ordinates.ordinates.

He is always ready to provide the necessaryHe is always ready to provide the necessary

physical amenities to the subphysical amenities to the sub--ordinatesordinatesDemeritsDemerits

He is not in a position to offer intellectualHe is not in a position to offer intellectualhelp to his followers.help to his followers.


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DemeritsDemerits

The functional leader will not be able to go

The functional leader will not be able to godown to the level of an average worker anddown to the level of an average worker and

offer any help.offer any help.

Misunderstandings may also arise between theMisunderstandings may also arise between the

leader and his followers.leader and his followers.


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IMPORTANT KEYSFORIMPORTANT KEYSFORLEADERSHIPLEADERSHIP


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IMPORTANT KEYSFORIMPORTANT KEYSFORLEADERSHIPLEADERSHIP

Trust and confidence in top leadership isTrust and confidence in top leadership isthe single most reliable predictor ofthe single most reliable predictor of

employee satisfaction in an organization.employee satisfaction in an organization. Effective communication by leadership inEffective communication by leadership in

the critical areas is the key to winningthe critical areas is the key to winningorganizational trust and confidence:organizational trust and confidence:

Helping employees understand theHelping employees understand thecompany's overall business strategy.company's overall business strategy.


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Helping employees understand how theyHelping employees understand how theycontribute to achieving key businesscontribute to achieving key businessobjectives.objectives.

Sharing information with employees onSharing information with employees onboth how the company is doing and howboth how the company is doing and howan employee's own division is doingan employee's own division is doing

relative to strategic business objectives.relative to strategic business objectives.


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LEADERSHIPSECRETSLEADERSHIPSECRETS

1.DECISIVENESSIS KEY1.DECISIVENESSIS KEY((LALIT KHAITANLALIT KHAITAN, Chairman and Managing, Chairman and ManagingDirector, Radico khaitan)Director, Radico khaitan)

The most distinguished trait that defines aThe most distinguished trait that defines agood leader is the willingness to makegood leader is the willingness to makedecisions that are need of the hour nodecisions that are need of the hour nomatter how difficult they may be. And thematter how difficult they may be. And themost significant component of suchmost significant component of suchdecisiondecision--making is selfmaking is self--confidence.confidence.


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2.VISIONARY LEADERSHIP2.VISIONARY LEADERSHIP((B.MUTHURAMANB.MUTHURAMAN, Managing Director,, Managing Director,Tata steel)Tata steel)

The ability to create a shared vision amongThe ability to create a shared vision amongteam members is the primary trait of ateam members is the primary trait of atrue leader.true leader.


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3.RELATEANDRULE3.RELATEANDRULE((N.LAKSHMI NARAYANN.LAKSHMI NARAYAN, CEO AND, CEO ANDPresident, CognizantTechnologyPresident, CognizantTechnologySolutions)Solutions)

Good leadership is the ability to recognizeGood leadership is the ability to recognizeall the factors that would make the leaderall the factors that would make the leader

succeed in motivating the group.succeed in motivating the group.


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4.TAKERESPONSIBILTY4.TAKERESPONSIBILTY((R.V.SHASTRIR.V.SHASTRI, Chairman and Managing Director,, Chairman and Managing Director,CanaraCanara bank)bank)

A leader is only as good as his team. LeadershipA leader is only as good as his team. Leadershipinvolves two steps: helping subordinates takeinvolves two steps: helping subordinates takeadvantage of their talents, and then fine tuningadvantage of their talents, and then fine tuningtheir performance. Good leaders always taketheir performance. Good leaders always take

responsibility for both the success and failure ofresponsibility for both the success and failure oftheir teamstheir teams

21903222 leadership ppt

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