Your SlideShare is downloading. ×
Leadership
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Leadership

23,485

Published on

Published in: Education, Business, Technology
5 Comments
25 Likes
Statistics
Notes
No Downloads
Views
Total Views
23,485
On Slideshare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
2,881
Comments
5
Likes
25
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • 08884048652
  • Transcript

    • 1. Leadership
    • 2. Story
      A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port.
      The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible.
      Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.
    • 3. Leadership Story
      And shouts down to the assembled group below…
      “Wrong Way!”
      (Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People” Simon & Schuster).
      “Management is doing things right, leadership is doing the right things”
      (Warren Bennis and Peter Drucker)
    • 4. Definition
      The ability to positively influence people and systems to have a meaningful impact and achieve results.
      • Leading People
      • 5. Influencing People
      • 6. Commanding People
      • 7. Guiding People
    • Characteristics of Leadership
      Leader must have followers
      It is working relationship between leader and followers
      Purpose is to achieve some common goal or goals
      A leader influences his followers willingly not by force
      Leadership is exercised in a given situation
      Leadership is a power relationship
      It is a continuous process
    • 8. A Question…
      A leader need not be a manager but a manager must have many of the qualities of a good leader?????
      Managerial Leadership
    • 9. Significance
      Setting Goals
      Motivating Employees
      Building morale
      Creating Confidence
      Discipline
      Developing Team-work
      Facilitates Change
      Representing the group
    • 10. Leadership Styles
      • Leader by the position achieved
      • 11. Leader by personality, charisma
      • 12. Leader by moral example
      • 13. Leader by power held
      • 14. Intellectual leader
      • 15. Leader because of ability to accomplish things
    • LeadershipManagement
      Working in the system
      React
      Control risks
      Enforce organizational rules
      Seek and then follow direction
      Control people by pushing them in the right direction
      Coordinate effort
      Provide instructions
      Working on the system
      Create opportunities
      Seek opportunities
      Change organizational rules
      Provide a vision to believe in and strategic alignment
      Motivate people by satisfying basic human needs
      Inspire achievement and energize people
      Coach followers, create self-leaders and empower them
    • 16. LeadershipManagement
      Establishing Direction
      Develop future vision
      Develop change strategies to achieve vision
      Aligning People
      Communicate directly by words & deeds to those whose cooperation needed
      Influence creation of coalition/teams that understand & accept vision and strategies
      Motivating/inspiring
      Energy to overcome barriers (ex. Political resource, bureaucratic) to change by satisfying basic needs
      Tends to Produce
      Change often dramatic
      Provides potential for very useful change (ex. New products)
      Planning/Budgeting
      Develop detailed steps/ timetables for results
      Allocate necessary resources
      Organizing/Staffing
      Develop necessary planning, staffing, delegation structures
      Provide policies/procedures for guidance and methods/systems for monitoring
      Control/Problem Solving
      Monitor results vs. plan in detail
      Identify results/plan deviations and plan and organize to correct
      Tends to Produce
      Order/predictability
      Key results expected by stakeholders
      Agenda
      Network Development for Agenda Achievement
      Execution
      Outcomes
    • 17.
      • The manager administers; the leader innovates.
      • 18. The manager maintains; the leader develops.
      • 19. The manager accepts reality; the leader investigates it.
      • 20. The manager focuses on systems and structures; the leader focuses on people.
      • 21. The manager relies on control; the leader inspires trust.
      • 22. The manager has a short-range view; the leader has a long-range perspective.
      • 23. The manager asks how and when; the leader asks what and why.
      • 24. The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon.
      • 25. The manager imitates; the leader originates.
      • 26. The manager accepts the status quo; the leader challenges it.
      • 27. The manager is the classic good soldier; the leader is his or her own person.
    • Leadership Traits
      Intelligence
      More intelligent than non-leaders
      Scholarship
      Knowledge
      Being able to get things done
      Physical
      Doesn’t seem to be correlated
      Personality
      Verbal facility
      Honesty
      Initiative
      Aggressive
      Self-confident
      Ambitious
      Originality
      Sociability
      Adaptability
    • 28. Leadership styles
      Autocratic:
      • Leader makes decisions without reference to anyone else
      • 29. High degree of dependency on the leader
      • 30. Can create de-motivation and alienation of staff
      • 31. May be valuable in some types of business where decisions need to be made quickly and decisively
    • Democratic:
      Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation
      Consultative: process of consultation before decisions are taken
      Persuasive: Leader takes decision and seeks to persuade others that the decision is correct
    • 32. Laissez-Faire:
      ‘Let it be’ – the leadership responsibilities are shared by all
      Can be very useful in businesses where creative ideas are important
      Can be highly motivational, as people have control over their working life
      Can make coordination and decision making time-consuming and lacking in overall direction
      Relies on good team work
      Relies on good interpersonal relations
    • 33. Paternalistic:
      • Leader acts as a ‘father figure’
      • 34. Paternalistic leader makes decision but may consult
      • 35. Believes in the need to support staff
    • LeadershipTheories
      Trait Theory
      Early on, it was thought that leaders were born with
      inherent physiological and personality traits
      Age
      Height
      Intelligence
      Academic achievements
      Stogdill (1974) – identified several general factors that differentiate leaders from non-leaders…
    • 36. LeadershipTheories
      Trait Theory (continued)
      Capacity: problem-solving capabilities, making judgments and working hard
      Achievements: accomplishments such as academic record, knowledge and sports
      Responsibility: dependability, reliability, self-drive, perseverance, aggressiveness and self-confidence
      Participation and involvement: highly developed social interaction, popularity, swift adaptation to changing situations, and easier cooperation compared to non-leaders
      Socio-economic status: effective leaders usually belong to higher socio-economic classes
    • 37. Leadership Theories
      Behavioral Theories
      Ohio State studies focused on task and social behavior of leaders
      Identified two dimensions of leader behavior
      Initiating Structure: role of leader in defining his/her role and roles of group members
      Consideration:leader’s mutual trust and respect for group members’ ideas and feelings
      Two different behavioral theories:
      • Role Theory
      • 38. Managerial Grid
    • Leadership Theories
      Role Theory
      Assumptions about leaders’ in organizations are shaped by culture, training sessions, modeling by senior managers, etc.
      People define roles for themselves and others based on social learning and reading.
      People form expectations about the roles that they and others will play.
      People subtly encourage others to act within the role expectations they have for them.
      People will act within the roles they adopt.
    • 39. Leadership Theories
      Managerial Grid
      Developed by Drs. Robert R. Blake and Jane S. Mouton
      Believed managers have different leadership styles which led to two different dimensions of leadership:
      Concern for Production: manager who is task-oriented and focuses on getting results or accomplishing the mission (X-axis of grid)
      Concern for People: manager who avoids conflicts and strives for friendly relations with subordinates (Y-axis of grid)
    • 40. Leadership Theories
      Managerial Grid (continued)
      9
      8
      7
      6
      5
      4
      3
      2
      1
      **manager’s goal is 9,9**
      1 2 3 4 5 6 7 8 9
    • 41. Leadership Theories
      Participative Theories
      Assumes the following
      Involvement in decision-making improves the understanding of the issues involved and the commitment of those who must carry out the decisions.
      People are less competitive and more collaborative when they are working on joint goals.
      Several people deciding together make better decisions than one person alone.
      Two different participative theories:
      • Lewin’s leadership styles
      • 42. Likert’s leadership styles
    • Leadership Theories
      Lewin’s Leadership styles
      Kurt Lewin’s studies at the University of Iowa (1939)
      Identified three different styles of leadership:
      Autocratic: centralized authority, low participation
      (works where input would not change decision or employee motivation, excessive styles lead to revolution)
      Democratic: involvement, feedback
      (appreciated by people, most effective style but problematic when there are a range of opinions)
      Laissez-Faire: hands-off management
      (works when people are motivated and there is no requirement for central coordination)
    • 43. Likert’s system of Leadership
      RensisLikert and his associates studied the patterns and styles of managers for three decades at the University of Michigan, USA, and identified a four-fold model of management systems.
      The model was developed on the basis of a questionnaire administered to managers in over 200 organizations and research into the performance characteristics of different types of organizations.
      The four systems of management system or the four leadership styles identified by Likert are:
    • 44. System 1 - Exploitative Authoritative: Responsibility lies in the hands of the people at the upper echelons of the hierarchy. The superior has no trust and confidence in subordinates. The decisions are imposed on subordinates and they do not feel free at all to discuss things about the job with their superior. The teamwork or communication is very little and the motivation is based on threats.
      System 2 - Benevolent Authoritative: The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship). Here again, the subordinates do not feel free to discuss things about the job with their superior. The teamwork or communication is very little and motivation is based on a system of rewards.
      System 3 - Consultative: Responsibility is spread widely through the organizational hierarchy. The superior has substantial but not complete confidence in subordinates. Some amount of discussion about job related things takes place between the superior and subordinates. There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job.
      System 4 - Participative: Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation.
    • 45. Conclusion
      According to RensisLikert, the nearer the behavioral characteristics of an organization approach System 4 (Participative), the more likely this will lead to long-term improvement in staff turnover and high productivity, low scrap, low costs, and high earnings, if an organization wants to achieve optimum effectiveness, then this is the ideal system
    • 46. Leadership Continuum
      A simple model which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team's freedom is increased, so the manager's authority decreases. This is a positive way for both teams and managers to develop.
    • 47.
    • 48. Michigan Studies
      Studies conducted by Michigan University beginning in the 1950s
      Found 3 critical characteristics of effective leaders:
      • Task-oriented behavior
      Effective Leaders didn’t do the same work as their subordinates.
      • Relationship-oriented behavior
      Focus on task, but also on relationship with subordinates
      • Participative leadership
      Use a participative style, managing at the group level as well as individually
      The role of the manager is more facilitative than directive
      Leadership Theories
    • 49. Leadership Theories
      Contingency Theory
      Assumptions:
      No one best way of leading
      Ability to lead contingent upon various situational factors:
      Leader’s preferred style
      Capabilities and behaviors of followers
      Various other situational factors
      Effect:
      Leaders who are successful in one situation may become unsuccessful if the factors around them change
    • 50. Leadership Theories
      Contingency Theory: Fiedler’s Least Preferred Co-Worker (LPC) Theory
      Assumptions:
      Leaders prioritize between task-focus and people-focus
      Leaders don’t readily change their style
      Key situational factor in matching leader to situation:
      Relationships
      Power
      Task structure
      LPC Questionnaire
      Determines leadership style by measuring responses to 18 pairs of contrasting adjectives.
      High score: a relationship-oriented leadership style
      Low score: a task-oriented leadership style
      Tries to identify the underlying beliefs about people, in particular whether the leader sees others as positive (high LPC) or negative (low LPC).
    • 51. Leadership Theories
      Findings of the Fiedler Model
      Exhibit 17.4
    • 52. Situational Leadership
      Situational factors (motivation, capability of followers, relationship between followers and leader) determine the best action of leader
      Leader must be flexible to diagnosis leadership style appropriate for situation and be able to apply style
      No one best leadership style for all situations
      Leadership Theories
    • 53. Hersey & Blanchard’s Situational Leadership (1977)
      Identified 4 different leadership styles based on readiness of followers
      R1. Telling (high task/low relationship behavior)
      • Giving considerable attention to defining roles and goals
      • 54. Recommended for new staff, repetitive work, work needed in a short time span
      • 55. Used when people are unable and unwilling
      R2. Selling (high task/high relationship behavior)
      • Most direction given by leader encouraging people to ‘buy into’ task
      • 56. Used when people are willing but unable
      R3. Participating (high relationship/low task behavior)
      • Decision making shared between leaders and followers, role of leader to facilitate and communicate
      • 57. Used when people are able but unwilling
      R4. Delegating (low relationship/low task behavior)
      • Leader identifies problem but followers are responsible for carrying out response
      • 58. Used if people are able and willing
      Leadership Theories
    • 59. Leadership Theories
      Hersey & Blanchard’s Model
      Source:Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved.
    • 60. Summary of Leadership Theories
    • 61. Transactional Vs. TransformationalLeadership
    • 62. Queries…????

    ×