leadership final ppt

8/3/2019 Leadership Final Ppt

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Leadership

Leadership is the art of turningfollowers into burning

passion to achieve predeterminedobjectives.

Leadership inspires mans vision to highersights & builds his personality beyond its

normal limitation.


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What is leadership?

Leading Influencing

Guiding Commanding


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Leaders v/s Managers

eaders ManagersCreate a new order Maintain existing order

Opportunity focused Resource focused

Comfort in ambiguity Comfort in clarity

Informal Formal

Active Passive

Innovative Adaptive

Do different things Do things differently


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Management vs. Leadership


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THEROIES OF LEADERSHIP

TRAIT THEORY BEHAVIOURIAL

CONTIGENCYCONTIGENCY


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Theories of Leadership

1.Trait theory: Leaders are born, not made.

e.g. Napolean and Alexander.


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Theories of Leadership

2.Behavioral theoryOhio state studies

Initiating structure

Consideration

University of Michigan studies

Employee-oriented dimension

Product oriented dimension

Scandinavian studiesDevelopment oriented behavior


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MANAGERIAL GRID


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Napoleon Aziz Premji


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Leadership styles

Autocratic

Consultative

Subordinate-centered


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Bureaucratic

Manipulative

Expert


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Transformational

1. Charismatic

2. Focused on vision

3. Inspiration

4. IntellectualStimulation

5. Motivates to breaklimits

6. Challenge existing

structure

Transactional

1. Management byexception

2. Are hardworking

3. Stress plans,schedules andbudgets

4. Manages by lookingfor deviations from

rules.

5. Traditionalmotivation

6. Accept existingstructure


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Guru

Qualities QuotesVISION

PASSION

FOCUSSED

ACCEPTS CHALLENGES

REMOVES HURDLES

CONFIDENT

I keep revising myvision. Only when youdreamit you can do it."

"Don't give up, courageis my conviction.

"We cannot change ourRules, but we canchange the way they Rule Us.

"Pursue yourgoalseven in the face ofdifficulties, and convert adversities intoopportunities."

St t l / Sit ti l


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Structural v/s Situational

Leadership

The Bison Herd Model

The Bird Model


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The Bison Herd Model


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The Bird Model


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LEADERSHIP TRUTH

WePraiseLeadersToo Much When

Organizations Succeed, andBlameThem Too Much WhenOrganizations

Fail.


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Contingency theories

All Consider the Situation

Fiedlers Contingency Model

Hersey and Blanchards Situational

Leadership Model Leader Member Exchange Theory

Leadership participation model

Path Goal Theory


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Fielders contingency model

Earliest model Leadership requirement upon situation Leadership style depends upon favorable

and unfavorable situation Favorable and unfavorable situation aredecided on the basis of

1. Leader member relationship2. Degree of task structure3. Leaders position


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Fiedlers Model: Defining the

SituationLeader-Member Relations

The degree of confidence, trust, and respect subordinateshave in their leader.

Position Power

Influence derived from ones formal structural position in theorganization; includes power to hire, fire, discipline, promote,and give salary increases.

Task Structure

The degree to which the job assignments are procedurized.

Fi ld ti d l


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Fielders contingency modelHIGHLY FAVORABLE MODERATELY

FAVORABLEHIGHLY UN FAVORABLE

TASK MOTIVATED LEADERSPERFORM BETTER RELATIONSHIP- MOTIVATEDLEADER PERFORM BETTER TASK MOTIVATED LEADERSPERFORM BETTER

ENJOY WORKINGTOGETHER

WORK ON CLEARLYDEFINED TASK

LEADER HAVE FORMALAUTHORITY

A COMBINATION OF BOTHFAVORABLE AND

UNFAVORABLE FACTORS

DO NOT ENJOY WORKINGTOGETHER

WORK ON VAGUELYDEFINED TASK

LEADER LACKS FORMALAUTHORITY

WORKING FROM THE BASE

OF MUTUAL TRUST ANDRELATIVE CERTAINTYAMONG FOLLOWERS ANDTASK AND, REWARDS,LEADER CAN DEVOTEPRIMARY ATTENTION TOGETTING THE JOB DONE

FOLLOWERS NEED SUPORT

FROM LEADERR TO HELPTHEM COPE WITHUNCERTAINTIES ABOUTTRUST, TASK, AND/ ORREWARD

IN THE FACE OF MUTUAL

MISTRUST AND HIGHUNCERTAINTY AMONGFOLLOWERS, LEADERSNEED TO DEVOTE PRIMARYATTENTION TO CLOSESUPERVISION

Hersey and Blanchard's


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Hersey and Blanchard'ssituational theory

Also know as life cycle model Maturity level plays an important role in influencing

leadership style

According to Hersey and Blanchard, leadership style canbe categorized into four types-

1. Telling

2. Selling

3. Participating

4. Delegating

Hersey and Blanchard's


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Hersey and Blanchard'ssituational theory

L d b h th


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Leader member- exchange theory

By George Green states thatsubordinate are not treated equally byleader

Leader establishes special relationshipwith small group of subordinates knowas in group and rest are referred as out

group

The Leader Member Exchange


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The Leader-Member ExchangeModel

In-Group Typically consists of a small number of

employees with which the supervisor

establishes a special relationship. Members of the in-group receive a

disproportionate amount of the supervisorstime and attention.

As a result, members of the in-group usuallyreceive special privileges and opportunities.

Th L d M b E h


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The Leader-Member ExchangeModel

Out-Group Consists of the majority of a

supervisors employees.

Members of the out-group receive lessof the supervisors time and attention.

As a result, the members of the out-group are afforded fewer privileges andopportunities.


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Leader-Participation Model

By Victor Vroom & Philip Yetton to establishrelationship between leadership behavior anddecision making style

Premise:Rule based decision tree to guide leaders aboutwhen and when not to include subordinate

participation in decision makingConsiders 12 contingency variables to considerwhether or not to include subordinates indecision making

L d hi P i i i


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Leadership ParticipationModel

Features of the Model Selection of the appropriate decision making process

involves considering two criteria of decision effectiveness:

1. Decision quality - referring to the extent to whichthe decision impacts job performance. E.g. cost

consideration, information availability, and nature ofproblem structure

2. Subordinate commitment - refers to howimportant it is that the subordinate be committed toor accept the decision in order that it may besuccessfully implemented. E.g. commitment, priorapproval, congruence of goal with that oforganization, and conflict among employee.

L d hi P ti i ti


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Leadership Styles

1. Autocratic I (A-I)

2. Autocratic II(A-II)

3. Consultative I (C-I)

4. Consultative II (C-II)

5. Group (G)

6. Delegated (D)

L d hi P i i i


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Assumptions

Leaders can classify the problem by

following the decision tree format Capable of adapting their style to suit the

situation

Employee should accept the leaders

classification of the situation and hischanging leadership style from situation tosituation


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Path-Goal Theory

A theory which describes how leaderscan motivate their followers to achieve

group and organizational goals and thekinds of behaviors leaders can engagein to motivate followers.


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Path-Goal TheoryBy Robert House

Leader should provide support and guidance andhelp followers to achieve organizational goals

Establishes path and remove hurdles

Premise

Leader must help followers attaining goals andreduce roadblocks to success

Leaders must change behaviors to fit the situation(environmental contingencies & subordinatecontingencies)


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PATH-GOAL THEORY OF LEADERSHIP

LEADER STYLES

DIRECTIVE

SUPPORTIVE

ACHIEVEMENT-ORIENTED PARTICIPATIVE

THE LEADER COMPENSATES FOR THINGS LACKINGIN EITHER THE EMPLOYEE OR THE WORK SETTINGTO HELP THE WORKER PERFORM EFFECTIVELY

H P th G l


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Houses Path-GoalTheory of Leadership

Asserts four types of leader behaviours:

Directive

Suggested when task is vague, especially if workerauthoritarian, close-minded

Supportive Suggested when tasks repetitive or unpleasant

Achievement-oriented

Suggested will help those in ambiguous, non-repetitive

jobs increase expectations Participative

Suggested to promote satisfaction in non-repetitive tasksthat allow for ego involvement, or on repetitive tasks with

open-minded, non-authoritarian subordinates


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Level 5 Leadership: modern theory

The key to an organization becoming great

is having a Level 5 leader

Who is a level 5 leader?

The Level 5 Hierarchy


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Sits on top of a hierarchy of capabilities

Each one is appropriate in its own right, but

none with the power of Level 5

But to be a fully-fledged Level 5, we need the

capabilities of all the lower levels, plus thespecial characteristics of level 5


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Level 5 Leaders


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Not by Level 5 Alone

Level 5 leadership is an essential factor for taking anorganization from good to great, but its not the only one

There are other drivers, combined with Level 5 thecombined package which takes the organization beyondunremarkable

The drivers are

1. First Who

2. Stockdale Paradox,

3. The Flywheel,

4. The Hedgehog Concept

Th H d h C t


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The Hedgehog Concept


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The Hedgehog model


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A Compelling Modesty

Level 5 leaders are extremely modest

They dont talk about themselves

They would talk about the

organization, about the contributionof others and

instinctively deflect discussion about

their own role

Th Yi d Y f L l 5


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The Yin and Yang of Level 5

Th L l 5 Hi h


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The Yin and Yang ofLevel 5

Th Wi d d th Mi


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The Window and the Mirror

Born or Bred? : Can Level 5 be


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Born or Bred? : Can Level 5 bedeveloped??


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Unwavering Resolve An

Besides extreme humility, Level 5 leadersalso display tremendous professional will

They possess inspired standards, cannot

stand mediocrity in any form, and utterlyintolerant of anyone who accept the ideathat good is good enough

Th fi t t


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The first category

Will never bring themselves to greater ambition ofsomething larger and more lasting than themselves

Work will always be first and foremost of what theyget fame, fortune, power, adulation, etc.

Work will never be about what they build, create and

contribute The great irony is that the animus and personal

ambition that often drives people to become a

Level 4 leader stands at odds with the humility

required to rise to Level 5


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The second category

Could evolve to level 5 Capability resides in them, perhaps

buried or ignored or simply nascent

Under the right circumstanceswithself-reflection, a mentor, a significant lifeexperience, loving parents, or other

factorsthe seed can begin to develop


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Level 5

A key component inside the black box of what ittakes to shift an organization from good to great

Inside this black box is anotherthe innerdevelopment of a person to Level 5 leadership

A very satisfying idea, a truthfulidea, a powerful idea, and to make the move fromgood to great, very likely an essential

Idea A


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Thank you

A group of donkeys lead by alion can defeat a group of lionslead by a donkeyThats leadership

leadership final ppt

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