what is leadership 1

8/9/2019 What is Leadership 1

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Leadership

The ability to influence a grouptoward the achievement of goals.

Management

Use of authority inherent indesignated formal rank toobtain compliance fromorganizational members.


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D ont have attachment to the outcome,

just do your job; dont bother about what they think of you.

Sam PitrodaCEO, World Tel.


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B rij Mohan L all Munjal Chairman

Hero Honda MotorsL

td

I interact with people from my heart.

I build relationships of trust they are my biggest strength.

I am never arrogant. I care for my people,

they have made me successful.


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J ack WelchFormer CEO,GE

Spent 60 per cent of time inmeeting, talking, identifying,selecting and placing executives tolead his/her businesses.


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Autocratic Democratic Laissez Faire

1. Also called Authoritarian or leader-centered Also called participative or group-centered Called as individual centered

2 The leader believes in Theory X The leader believes in Theory Y Absence of direct leadership

3 The leader is autocratic, task-oriented, restrictive He is democratic, employee-oriented, permissive to a great extent

Leader avoids both power andresponsibility

4 Leader decides on structure of task and strivesfor better methods of doing the task and keepsthe employees busy with the task

Leader is considerate, recognizes the needsof subordinates and respects human dignityand also ways to accomplish them

Tasks are presented to a group whichestablish our goals

5 Communication is only one way- top to bottom C is 2-way There are multiple channels of communication

6 Decision Making is centralized and is quick Decentralized and slow Decisions always made by majority

7 Employees show great resistance toChange.also it is difficult to obtain theemployees co-operation and commitment to task

There is a minimum resistance to change.The employees are generally contentive andact as a cohesive group

Such leadership may result in lack of cohesion and ultimate chaos


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1)W here individually successful work groups existIs useful when one subordinate lacks knowledge and

experience.

When emergencies arise which require immediatedecisionWhen the work group becomes complacent and needs

goadingWhen discipline is poor

Not useful when;1) Individuals are experienced and knowledgeable2)When the job requires team work or cooperation3)There is need to improve moral4)Where individually successful work groups exist


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is useful when

Subordinate accepts the companies goal

When rewards are looked upon as primary motivatesWhen leader is generally interested in the subordinates

viewWhen group is cooperative and efficient

Not useful when;Where employees lack experience and the groups arenot cohesive


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Traits Theories of Leadership

Theories that considerpersonality, social,physical, orintellectual traits todifferentiate leadersfrom nonleaders.

Leadership Traits:Leadership Traits:

Ambition and energyAmbition and energy

The desire to leadThe desire to leadHonest and integrityHonest and integrity

Self Self--confidenceconfidence

IntelligenceIntelligenceHigh self High self--monitoringmonitoring

JobJob--relevant knowledgerelevant knowledge


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B ehavioral Theories of Leadership

Theories proposing that specificbehaviors differentiate leaders from

nonleaders.

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

ehavioral theory:ehavioral theory:Leadership traits can be taught.Leadership traits can be taught.


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Initiating Structure

The extent to which aleader is likely to define andstructure his or her role andthose of sub-ordinates inthe search for goalattainment.

ConsiderationThe extent to which aleader is likely to have jobrelationships characterizedby mutual trust, respectfor subordinate s ideas,and regard for their

feelings


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The Ma a e rialGri

(Blake aM ut


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1,9 - High on people oriented , Low on

task oriented.

HR , IR, Services.

9,9 - High on concern for people aswell as High on concern for task.


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1,1 Low on concern for people aswell as Low on concern for task.

9,1 High on concern for task & Lowon concern for people.

R & D , Production , Software


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5 ,5 Its balance situation.

Concern for both people as well as task.

Marketing , & other Functions.


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F iedler s Contingency Model

The theory that effective groups depend on a propermatch between a leader s style of interacting withsubordinates and the degree to which the situation givescontrol and influence to the leader.

Least Preferred Co-Worker (LPC)Questionnaire

An instrument that purports tomeasure whether a person is task-or relationship-oriented.


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Leader-Member Relations

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

Task Structure

The degree to which the job assignments areprocedurized.

Position Power

Influence derived from one s formal structuralposition in the organization; includes power tohire, fire, discipline, promote, and give salaryincreases


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F indings from F iedler Model


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S ituational Leadership Theory ( SLT)

A contingency theory that focuses on followers readiness.

Unable andunwilling Unable but willing

Able andunwilling

Able andwilling

Follower readiness: Ability and

willingness

Decreasing need for support andsupervision

DIRECTIVEHigh task and relationship

orientations

Supportive

participativeMonitoring


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Follower ReadinessUnwilling

Leadership styles

W illing

AB LE

UNAB LE

Supportiveparticipative Monitoring

Directive

High taskrelationshiporientation


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T he above theory is based on the followers.Here the followers have been segmented intofour basic types:-

Unwilling and unable.Unable but willing.

Able and unwilling.

Able and willing.In this theory , we also discuss the strategies

or the types of leadership to be followed to dealwith such a followers.


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Unwilling n Unable ----------) Telling concept tobe followed.

Willing n Unable --------------) Selling concept tobe followed.

Unwilling n able ----------) Participation conceptto be followed.

Willing n Able -----------------) Delegation

concept to be used.


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Transactional Leaders

Leaders who guide or motivatetheir followers in the direction of established goals by clarifyingrole and task requirements.

Transformational Leaders

Leaders who provideindividualized consideration andintellectual stimulation, and whopossess charisma

Contingent Reward

Management by Exception(active)

Management by Exception(passive)

Laissez- F aire

Charisma

Inspiration

Intellectual Stimulation

Individual Consideration


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Charisma: Provides vision and sense of mission , instills pride , gains respect and trust.

Inspiration: Communicates high expectations , usessymbols to focus efforts , expresses importantpurposes in simple ways.

Intellectual Stimulation : Promotes intelligence , rationality , and careful problem solving.

Individualized Consideration: G ives personalattention , treats each employee individually , coaches ,

advises.


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PO WER IS THE INFLU ENC E

WHICH O NE EXCER CIS E OV ER THE O THER TO AC HIEV E HISP ER S O NAL ANDP RO FESSI O NAL G O AL.


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The theory that it is theleader s job to assist

followers in attaining theirgoals and to provide themthe necessary directionand/or support to ensure

that their goals arecompatible with the overallobjectives of the group ororganization.


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Directive Rigid , Confident , One man army , Semi autocratic ,

Self dependent.

P articipative Friendly , Part of a team , Encouraging.


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Supportive Lending

support but not encouragingideas from subordinates.

Achievement oriented Result oriented , Autocratic.

what is leadership 1

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