LEADERSHIP The art of influencing people so that they will strive willingly and enthusiastically toward the achievement of groups goals The ability to influence people toward the attainment of organizational objectives

The art of influencing people so that they will strive willingly and enthusiastically toward the achievement of groups goals

The ability to influence people toward the attainment of organizational objectives

The art of influencing people by persuasion or example to follow a line of action Interpersonal influence directed through communication toward goal attention

Principle of Leadership People tend to follow those who offer then a means of satisfying their own personal goals “ The more managers understand what motivates their subordinates that more they are effective they are likely to be leaders”

People tend to follow those who offer then a means of satisfying their own personal goals

“ The more managers understand what motivates their subordinates that more they are effective they are likely to be leaders”

Ingredients of Leadership Ability to use power effectively and in a responsible manner Ability to comprehend that human beings have different motivation forces at different times and in different situations Ability to inspire Ability to act in a manner that will develop a climate conducive to responding to and arousing motivations.

Ability to use power effectively and in a responsible manner

Ability to comprehend that human beings have different motivation forces at different times and in different situations

Ability to inspire

Ability to act in a manner that will develop a climate conducive to responding to and arousing motivations.

Leaders Those who are able to influence others and who possess managerial authority

Those who are able to influence others and who possess managerial authority

Autocratic style Describes authority, dictate work methods make unilateral decisions, and limit subordinate participation

Describes authority, dictate work methods make unilateral decisions, and limit subordinate participation

Democratic style Describes a leader who tends to involve subordinates in decision making, delegate authority, encourage participation in deciding work methods and objectives, and use feedback as an opportunity for training.

Describes a leader who tends to involve subordinates in decision making, delegate authority, encourage participation in deciding work methods and objectives, and use feedback as an opportunity for training.

Laissez-fair style (or free-rein) Describes a leader who generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit

Describes a leader who generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit

Roles of Leaders Figurehead Spokesperson Negotiator Coach Team builder Team player Technical problem solver Entrepreneur

Figurehead

Spokesperson

Negotiator

Coach

Team builder

Team player

Technical problem solver

Entrepreneur

Types of Leaders Transactional Leader A leader who clarifies subordinate’s role and task requirements, initiates structure, provides rewards and displays consideration for subordinates

Transactional Leader

A leader who clarifies subordinate’s role and task requirements, initiates structure, provides rewards and displays consideration for subordinates

Charismatic Leader A leader who has the ability to motivate subordinates to excel and surpass expected performance.

A leader who has the ability to motivate subordinates to excel and surpass expected performance.

Transformational Leader A leader distinguished by a special ability to bring about innovation and change.

A leader distinguished by a special ability to bring about innovation and change.

Interactive Leader A leader who is concerned with consensus building, is open and accommodating, and encourages participation

A leader who is concerned with consensus building, is open and accommodating, and encourages participation

Servant Leader A leader of works to fulfill subordinate’s needs and goals as well as to achieve the organizations larger objectives and mission

A leader of works to fulfill subordinate’s needs and goals as well as to achieve the organizations larger objectives and mission

Satisfaction of Leaders A feeling of power and prestige A chance to help others High income Respect and status Good opportunities for advancements Knowing “inside” information opportunities of control money and other resources

A feeling of power and prestige

A chance to help others

High income

Respect and status

Good opportunities for advancements

Knowing “inside” information opportunities of control money and other resources

Dissatisfaction & Frustration of Leaders Too much uncompensated time Too many “headaches” Not enough authority to carryout responsibility Too many “people” problems To much organizational “politics” Pursuit of conflicting objects( or goals)

Too much uncompensated time

Too many “headaches”

Not enough authority to carryout responsibility

Too many “people” problems

To much organizational “politics”

Pursuit of conflicting objects( or goals)

Personality Traits of Effective Leaders Self confidence Trust worthiness Dominance Extroversion Assertiveness Emotional stability Enthusiasm Sense of humor Sincerity & warmth High tolerance of frustration Self-awareness & self -objectivity

Self confidence

Trust worthiness

Dominance

Extroversion

Assertiveness

Emotional stability

Enthusiasm

Sense of humor

Sincerity & warmth

High tolerance of frustration

Self-awareness & self -objectivity

Task – Related Personality Trait Initiative Sensitivity to other & empathy Flexibility & adaptability Internal locus of control Courage Moral Physical Resiliency

Initiative

Sensitivity to other & empathy

Flexibility & adaptability

Internal locus of control

Courage

Moral

Physical

Resiliency

Leadership vrs Management Leadership Deals with change, inspiration, motivation and influence Management Deals with planning, organizing, directing, controlling and maintaining status quo

Leadership

Deals with change, inspiration, motivation and influence

Management

Deals with planning, organizing, directing, controlling and maintaining status quo

Leadership Direction , vision and strategies Network ,influencing people, creating teams & coalitions Motivation ,inspiration, ideas ,dealing with needs Dramatic change Management Plans,budgets,detailed steps&time tables Organization, staffing, creating structures delegates responsibilities, policies, procedure monitoring Controlling,solving problems,creative actions Predictability, order, implementing planned action meeting deadlines

Leadership

Direction , vision and strategies

Network ,influencing people, creating teams & coalitions

Motivation ,inspiration, ideas ,dealing with needs

Dramatic change

Management

Plans,budgets,detailed steps&time tables

Organization, staffing, creating structures delegates responsibilities, policies, procedure monitoring

Controlling,solving problems,creative actions

Predictability, order, implementing planned action meeting deadlines

Systems of Management Exploitive – authoritative Benevolent - authoritative Conclusive Participative -group

Exploitive – authoritative

Benevolent - authoritative

Conclusive

Participative -group

Power The potential ability to influence behavior

The potential ability to influence behavior

Legitimate power Power that stems from a formal management position in an organization and authority granted to it

Power that stems from a formal management position in an organization and authority granted to it

Coercive Power Power that stems from the authority to punish or recommend punishment

Power that stems from the authority to punish or recommend punishment

Reward Power Power that results from the authority to reward others

Power that results from the authority to reward others

Expert Power Power that stems from special knowledge of or skill in the tasks performed by subordinates. (In non-organization situation, by customers, clients, and those seeking professional advice)

Power that stems from special knowledge of or skill in the tasks performed by subordinates.

(In non-organization situation, by customers, clients, and those seeking professional advice)

Referent Power Power that results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to equal excel or imitate zealously

Power that results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to equal excel or imitate zealously

Leadership Grid Managerial Grid

1.9 Management / Country-club Management 9.9 Management / Team management 1.1 Management / Impoverished management 9.1 Management / Task management. 5.5 Management / Middle-Of-The-Road management

1.9 Management / Country-club Management

9.9 Management / Team management

1.1 Management / Impoverished management

9.1 Management / Task management.

5.5 Management / Middle-Of-The-Road management

1.9 Management Thoughtful attention to needs of people leads to a friendly and comfortable organization atmosphere and easy and relaxed work tempo. Country club management

Thoughtful attention to needs of people leads to a friendly and comfortable organization atmosphere and easy and relaxed work tempo.

9.9 Management work accomplished is from committed people through a common stake in organization purpose with trust and respect. Team Management

work accomplished is from committed people through a common stake in organization purpose with trust and respect.

1.1Management exertion of minimum effort is required to get minimum work done and sustain organization morale. Impoverished Management

exertion of minimum effort is required to get minimum work done and sustain organization morale.

9.1 Management Efficiency result from arranging work in such a way that human elements have little effect. Task Management

Efficiency result from arranging work in such a way that human elements have little effect.

5.5 Management satisfactory performance through balance of work requirements and maintaining satisfactory morale. Middle of the Road Management

satisfactory performance through balance of work requirements and maintaining satisfactory morale.

Committee Is a group of person to whom, as a group, some matter is committed,

Is a group of person to whom, as a group, some matter is committed,

Process of Committees Forming Storming Norming Performing Adjourning

Forming

Storming

Norming

Performing

Adjourning

Forming The first stage of process during which people join the group and a get to know each other.

The first stage of process during which people join the group and a get to know each other.

Storming The second stage of process in which members determine the objectives of the meeting. Conflicts arise.

The second stage of process in which members determine the objectives of the meeting. Conflicts arise.

Norming The third stage in which members agree on norms and conflicts begin to be resolved.

The third stage in which members agree on norms and conflicts begin to be resolved.

Performing The fourth stage where full functionality is achieved and conflicts are turned into agreements.

The fourth stage where full functionality is achieved and conflicts are turned into agreements.

Adjourning The final stage characterized with ending activities of committee.

The final stage characterized with ending activities of committee.

TYPE OF COMMITTEES Formal A committee created by the organization as part of the formal organization structure with specific delegation of authority.

Formal

A committee created by the organization as part of the formal organization structure with specific delegation of authority.

Informal A committee formed without specific delegation of authority and usually in advisory capacity (without any authority to take decisions)

Informal

A committee formed without specific delegation of authority and usually in advisory capacity (without any authority to take decisions)

Vertical A formal committee composed of a manager and his subordinates in the organization’s formal chain of command.

A formal committee composed of a manager and his subordinates in the organization’s formal chain of command.

Horizontal A formal committee composed of persons from about the some hierarchical level but from different areas of expertise.

A formal committee composed of persons from about the some hierarchical level but from different areas of expertise.

Special Purpose A committee created outside the formal organization to under take a project of specific importance or creativity.

A committee created outside the formal organization to under take a project of specific importance or creativity.

Self Directed An informal committee formed by persons on voluntary basis to discuss ways of improving quality, efficiency and working conditions.

An informal committee formed by persons on voluntary basis to discuss ways of improving quality, efficiency and working conditions.

Virtual A committee that uses computer technology and groupware so that geographically distant members can interact to reach objectives

A committee that uses computer technology and groupware so that geographically distant members can interact to reach objectives

Reasons for Using Committees Group deliberation and judgment Representation of interested groups Dissipation of authority Coordination of plans, policies & departments Transmission & sharing of information Motivation through participation Avoidance of action

Group deliberation and judgment

Representation of interested groups

Dissipation of authority

Coordination of plans, policies & departments

Transmission & sharing of information

Motivation through participation

Avoidance of action

Misuse of Committees Replacement of a manager Research or study Unimportant decisions Decisions beyond authority Consolidation of divided authority

Replacement of a manager

Research or study

Unimportant decisions

Decisions beyond authority

Consolidation of divided authority

Disadvantages of Committees High Cost in time and money Compromise at the least common denominator Indecision Tendency to be self destructive Splitting of responsibility Imposition of view by strong minority

High Cost in time and money

Compromise at the least common denominator

Indecision

Tendency to be self destructive

Splitting of responsibility

Imposition of view by strong minority

Characteristics of Effective Committees Clear agenda/objectives Relevant skills and experience. Mutual trust Unified commitment Good Management/Communication Negotiating skills Appropriate Leadership Internal and external support

Clear agenda/objectives

Relevant skills and experience.

Mutual trust

Unified commitment

Good Management/Communication

Negotiating skills

Appropriate Leadership

Internal and external support

Group Two or more interdependent people interacting in a unified manner toward achievement of common goals

Two or more interdependent people interacting in a unified manner toward achievement of common goals

Characteristics of Groups Common Goal(s) Communication Roles Norms and conformity Belongingness

Common Goal(s)

Communication

Roles

Norms and conformity

Belongingness

Functions of Groups Disciplining members Decision making, negotiating and bargaining Effective group interaction Motivation

Disciplining members

Decision making, negotiating and bargaining

Effective group interaction

Motivation

Advantages of Groups Social satisfaction Support for needs Security Promote communication Promote self-esteem through recognition

Social satisfaction

Support for needs

Security

Promote communication

Promote self-esteem through recognition