Leadership

  • 719 views
Uploaded on

this presentation describes about the different styles of leaderships in organizations, and intercultural differences in leadership styles.

this presentation describes about the different styles of leaderships in organizations, and intercultural differences in leadership styles.

More in: Education , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
719
On Slideshare
0
From Embeds
0
Number of Embeds
2

Actions

Shares
Downloads
65
Comments
0
Likes
4

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

Transcript

  • 1. HBR ARTICLE INTER CULTURAL DIFFERENCES IN LEADERSHIP STYLES -AVINASH CHENNURI
  • 2. Leadership "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task" "organizing a group of people to achieve a common goal". a leader simply as somebody whom people follow, or as somebody who guides or directs others
  • 3. Be the CHANGE, you want to see in the WORLD I Suppose leadership at one time meant muscles; but today it means getting along with people. -father of the India It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur; you take the front line when there is -father danger, then people will appreciate of SA your leadership.
  • 4. Cultural Components that effects leadership styles: Flexibility Employees’ ability to innovate without excessive rules and regulations. Responsibility How responsible employees feel towards the organization. Standards The level of standards expected in the organization. Rewards Clarity The accuracy of performance feedback and its link to rewards. How clear employees are about the mission, vision and core value. Commitment Employees’ commitment to a common purpose.
  • 5. Leadership styles identified by HBR • Coercive • Pacesetting • Coaching • Democratic • Affiliative • Authorative
  • 6. Coercive Do ! What I tell YOU….!
  • 7. Leaders make all the decisions for their departments and tend to show little concern for individuals. The manager makes all the decisions and directs subordinates to complete the project. Manager demands obedience and is not open to questioning, The assumption is that employees are not capable The leader tells others what to do, how to do it and when it should be done, Suggestions from staff are not entertained This leadership style is most effective when deadlines are tight and there are a great many people involved in the project. Typically, this results in high rates of low morale, absenteeism and employee turnover.
  • 8. Pacesetting Do ! As I do NOW….!
  • 9. This is a leader who sets extremely high standards for performance. This leaders set up rules and want them followed precisely. Pacesetters tend to have trouble trusting their followers. Their self esteem rests on being smarter, faster and more thorough than everyone else. It only works with a highly motivated and competent team who are able to "read the leader’s mind." Others will feel overwhelmed and give up, because they cannot see themselves reach unrealistic standards.
  • 10. Coaching Try this,….!
  • 11. This is a leader who is focused on developing people for the future. He is able to recognize talent and how best to develop it. He offers developmental plans, including challenging assignments that push people to cultivate new skills. Coaching leaders are great delegators, and are willing to put up with short-term failures, provided they lead to long-term development. This style works best when you want to help employees improve their performance or develop their long-term strengths.
  • 12. Democratic What do you think….!
  • 13. This is a leader who achieves consensus thorough participation This style builds trust, respect and commitment, and works best when you want to receive input or get employees to "buy-in" or achieve consensus. It doesn’t work under severe time constrains or if employees are confused or uninformed. This style works particularly well when the leader is genuinely not sure what to do and has talented employees who can and will make excellent input
  • 14. Affiliative People come first….!
  • 15. This is a leader who is interested in creating harmony and building emotional bonds with employees. This style works best when leader want to motivate employees, especially when they face stressful situations, when leader want build team harmony, improve communication, increase morale or This leader repair broken trustis a master at establishing positive relationships. Because the followers really like their leader, they are loyal, share information, and have high trust, all of which helps climate. The Affiliative leader gives frequent positive feedback, helping to keep everyone on course.
  • 16. Authoritative Come with me…..!
  • 17. This is a leader who mobilizes people with enthusiasm and a clear vision. This is a visionary leader, who gives people lots of leeway to innovate and take calculated risks, provided that they move in the direction of the stated vision This style works best when change requires a new vision or when employees are looking for a new This style fails when employees are direction. more knowledgeable or experienced than the leader, or if the authoritative style becomes overbearing.
  • 18. THANK YOU…!