basic ledership skills

Basic Leadership Skills

By L.B.Singh

The Managerial Grid/ The Power to Change*The managerial grid model (1957) is a behavioral leadership model developed by Robert R. Blake and Jane Mouton. This model originally identified five different leadership styles based on theconcern for people and the concern for production.

Managerial Grid/ The Power to ChangeRobert Blake and Jane Mouton studied managerial behaviour and concluded that:authoritarian and democratic styles of management were not two ends of a continuum but are different dimensions of leadership behaviourmanagerial behaviour could be explored in terms of attitudes, values and beliefsdifferent managerial styles could be depicted in the form of a managerial grid.

Dimensions of the Managerial GridBlake and Mouton explored two basic leadership behaviours (concerns) and used these as the axes for their grid:Concern for production e.g.employee productivitynumber of products soldnumber of items processed in a given timeConcern for people e.g.personal commitmentjob satisfactionequitable workingFrom these two dimensions, five leadership styles are identifiable

THE MANAGERIAL GRID/ THE POWER TO CHANGEConcern for People (Relationships) Robert Blake & Jane MoutonConcern for Task (Results)High 91, 99,9Team ManagementCountry Club Management1,19,1Low 1Low 1High 95,5Middle-of-the-road managementImpoverished managementAuthority compliance management

Possible leadership stylesImpoverished management (1,1)Exertion of minimum effort to get required work done is appropriate to sustain organisation membership

Country club management (1,9)Thoughtful attention to needs of people for satisfying relationships leads to comfortable, friendly atmosphere and work tempo

Possible leadership stylesMiddle-of-the-road management (5,5)Adequate organisational performance is possible through balancing the necessity to get work with maintaining the morale of people at a satisfactory level.Authority Compliance (9,1)Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree.Team management (9,9)Work accomplished is from committed people; interdependence through a common stake in organisation purpose leads to relationships of trust & respect.

Managerial Grid/ The Power to Change

Old StyleNew StyleBehaviorGoalImpoverished management (1,1)Indifferent management styleEvade and EludeTo preserve job and seniority, not to be held responsible for any mistakesCountry-Club (1,9)Accommodating styleYield and ComplyTo pay attention to the security and comfort of employees, win support & loyaltyAuthority Compliance management (9,1)Dictatorial style(Theory X)Control and DominateTo pressure employees through rules and punishments to achieve company goalsMiddle-of the-road management (5,5)Status Quo styleBalance and CompromiseTo achieve balance between company goals and employee needs.Team management (9,9)Sound style(Theory Y)Contribute and CommitTo encourage teamwork and commitment, employee engagement

Managerial Grid/ The Power to ChangeTwo more styles were added to the Grid theory before 1999

New StyleBehaviorGoalOpportunistic Style [no fixed coordinates]Exploit and ManipulateAdopt whatever behaviour offers the greatest personal benefitPaternalistic Style [alternate between 1,9 and 9,1 styles]Prescribe and GuidePraise and support employees to get work done, but discourage challenges to their thinking.

Blake & Moutons Grid - A ReviewAdvantageshighlights two main areas of managerial concern, i.e. production (task, results) and peopleencourages managers to think about their own balance between task orientation and people orientationDisadvantagesdoesnt encourage managers to think and act flexibly according to the circumstances in which they are managing

The Grid Elements

Element Description Initiative Taking action, driving and supporting Inquiry Questioning, researching and verifying understanding Advocacy Expressing convictions and championing ideas Decision Making Evaluating resources, choices and consequences Conflict Resolution Confronting and resolving disagreements Resilience Dealing with problems, setbacks and failures Critique Delivering objective, candid feedback

Brain-teaser (1)How many squares in this picture?

Brain-teaser (2)Can you join all 9 dots without:Using more than 4 straight lines;Lifting your pen once you begin;Going over a line again?

***

***

***

Brain-teaser (3)What do you see?PARISIN THETHE SPRING

Brain-teaser (4)246?What should be the 4th number?What is the logic behind your answer?

Defining Leadership*Leadership is the process of influencing a group of followers, adding value, and helping the community adapt to change

It is also the quality exhibited by those who lead

Some Perspectives on LeadershipConventional image of a leader is of a striking figure on a horse commanding Follow me.This is an out-dated view in todays context.The most appropriate leader is one who can lead others to lead themselves.He is a catalyst. He brings out the wealth of talent employees possess.We must go beyond thinking of the leader as a hero to thinking of him as a hero-maker

Perspectives on Leadership (2)The leader as a curator of talentThe leader as a teacher or coachThe leader as a servantThe leader as an orchestra conductorThe leader as a result-oriented driverThe leader as a strategistThe leader as a change-agentThe leader as a narcissistic power-wielder

Transformational Vs Transactional Leadership

Why Do People Follow You ?

Level 5 LeadersLevel 1: Highly capable individualTalented, knowledgeable, skilledLevel 2: Contributing team memberPursues team objectives; good team manLevel 3: Competent managerOrganizes people & resourcesLevel 4: Effective leaderStimulates high performanceLevel 5: Truly great executiveThe combined power of Humility + Will

The Yin of Level 5 LeadershipPersonal Humility:Modest; shuns public adulation; never boastfulActs with quiet, calm determinationRelies on inspiring standards (not personal charisma) to motivateChannels ambition into the company---not self.Sets up successors for more greatness.Looks in the mirror, not out the window, to apportion responsibility for poor results

The Yang of Level 5 LeadershipProfessional Will:Catalyst for great resultsUnwavering resolve to prevail---no matter how difficult.Sets the standard of building an enduring great company---instead of focusing on short-term results.Looks out the window, not the mirror, to apportion credit for success

Servant LeadershipIs the leader meant to be a boss or is he meant to be a servant?Leadership is about responsibility---not self.The acid test of your leadership: have the people you lead grown as persons---and become wiser, healthier, happier, freer, more creative / productive? Servant leadership deals with the reality of power: its legitimacy, the ethical restraints upon it, and the beneficial results that can be attained through the appropriate use of power.

10 Characteristics of the Servant LeaderListeningEmpathyHealingAwarenessPersuasionConceptualizationForesightStewardshipCommitment to the growth of peopleBuilding community

Lao-Tzu on Leadership

The superior leader gets things done with very little motion.He imparts instructions not through many words but through a few deeds. He keeps informed about everything but interferes hardly at all. He is a catalyst.

(From Tai-Ti Ching; 6th century BC)

Lao-Tzu (2)

And though things wouldnt get done as well if he werent there, when they succeed he takes no credit. And because he takes no credit, credit never leaves him

Lao-Tzu (3)

Be still, manage things quietly, and keep good control over everything. In managing the affairs of men, let rule be entrustedto those who treat their responsibilities as their very soul. Leadership can be committed to that man who loves all people as he loves himself.

Lao-Tzu (4)As for the leader at the very top, it is best if people barely know he exists. Because he says very little, his words have more value. And when the work is done, the people are pleased, because they think they did it all themselves.

3 R of A Success leaderResourcesRelationshipResults

Now Go & Take The Lead !

Thank You

*Examples: Authoritarian Army; Country Club mgmt WB under Jyoti Basu; Impoverished Russian economy; Team mgmt GE, Southwest, IBM, HLL