Leadership & Impact On Organisation Climate

13,995 views
13,593 views

Published on

Talking about the different style of leadership and how it impacts on organization climate.

Published in: Business
3 Comments
9 Likes
Statistics
Notes
No Downloads
Views
Total views
13,995
On SlideShare
0
From Embeds
0
Number of Embeds
58
Actions
Shares
0
Downloads
490
Comments
3
Likes
9
Embeds 0
No embeds

No notes for slide
  • According to Daniel Goleman, there are six leadership styles which are associated with the various elements of emotional intelligence in different combinations.
  • According to Daniel Goleman, there are six leadership styles which are associated with the various elements of emotional intelligence in different combinations.
  • According to Daniel Goleman, there are six leadership styles which are associated with the various elements of emotional intelligence in different combinations.
  • According to Daniel Goleman, there are six leadership styles which are associated with the various elements of emotional intelligence in different combinations.
  • According to Daniel Goleman, there are six leadership styles which are associated with the various elements of emotional intelligence in different combinations.
  • According to Daniel Goleman, there are six leadership styles which are associated with the various elements of emotional intelligence in different combinations.
  • According to Daniel Goleman, there are six leadership styles which are associated with the various elements of emotional intelligence in different combinations.
  • According to Daniel Goleman, there are six leadership styles which are associated with the various elements of emotional intelligence in different combinations.
  • Leadership & Impact On Organisation Climate

    1. 1. LEADERSHIP & IMPACT ON ORGANISATION CLIMATE
    2. 2. Different leadership styles on the organizational climate and performance directs the organization in a way that makes it more cohesive and coherent. Leadership is a process by which a person influences others to accomplish an objective
    3. 3. 6 Leadership Styles The Affiliative Style The Coercive Style The Pacesetting Style The Democratic Style The Authoritative Style The Coaching Style Leadership Styles
    4. 4. 6 Leadership Styles Overall impact on climate When the style works best Underlying EI competencies The style in a phrase Leader’s modus operandi Most strongly positive Negative appropriate when a new direction is required or a clarification of the goals to be achieved appropriate in emergencies and severe situations Self confidence, empathy, change catalyst Drive to achieve, initiative, self control “ Come with me” “ Do what I tell you” focuses on the goal or vision of the future and inspires others to follow Demands immediate compliance Authoritative (a.k.a. 'The Visionary') Coercive (a.k.a. 'The Dictator‘)
    5. 5. 6 Leadership Styles Overall impact on climate When the style works best Underlying EI competencies The style in a phrase Leader’s modus operandi Positive Positive a useful style to adopt when attempting to involve a wide range of people in decision making or building a consensus healing dysfunctional relationships within a team Collaboration, team leadership, communication Empathy, building relationships, communication “ What do you think” “ People Come First” Forges consensus through participation focus on people, teambuilding, bonding and forging alliances; create teams and a motivator Democratic (a.k.a. 'The Listener') Affiliative (a.k.a. 'The People Person')
    6. 6. 6 Leadership Styles Overall impact on climate When the style works best Underlying EI competencies The style in a phrase Leader’s modus operandi Positive Negative is especially useful in building skills to develop managers and future leaders To get quick results from a highly motivated and competent team; useful to raise the stakes when a competent and motivated team is working well Developing others, empathy, self-awareness Conscientiousness, drive to achieve, initiative “ Try this” “ Do as I do, now” focuses on helping to improve people's strengths sets an example by working to extremely high standards of performance Coaching (a.k.a. 'The Nurturer') Pacesetting (a.k.a. 'The Superman/Superwoman')
    7. 7. <ul><li>Leadership styles offers clear guidance to the manager, using these styles as appropriate as situation require </li></ul><ul><li>All of these styles are useful at different times, but used at the wrong time they can be disastrous e.g. too much listening when immediate action is required, or only providing a vision when a team needs building or rebuilding. </li></ul><ul><li>The type of leadership styles use will affect performance and results </li></ul>Leadership Styles
    8. 8. <ul><li>Flexibility i.e. how free employees feel to innovate unencumbered by red tape; </li></ul><ul><li>Level of standards that people set; </li></ul><ul><li>The sense of accuracy about performance feedback and aptness of rewards; </li></ul><ul><li>The clarity people have about mission and values; </li></ul><ul><li>The level of commitment to a common purpose </li></ul>6 key factors that influence organization climate
    9. 9. How different leadership styles affects the organizational climate and performance <ul><li>Reap strong loyalty by building strong emotional bonds </li></ul><ul><li>Drives up flexibility and does not impose unnecessary strictures on how work is done </li></ul><ul><li>Offers ample positive feedback for motivation </li></ul><ul><li>Creates a sense of belonging for employees </li></ul><ul><li>Most effective among the 6 leadership styles </li></ul><ul><li>Motivates people and able to lead them to a clear direction </li></ul><ul><li>Maximizes commitment to the business’s goals and strategy with defined standards </li></ul><ul><li>Gives employees the freedom to innovate, experiment and take calculated risks. </li></ul><ul><li>appropriate in severe situations and emergency i.e. during a turnaround or when a hostile takeover is looming </li></ul><ul><li>Able to break failed business habits and shock people into new ways of working </li></ul><ul><li>Can work with problem employees when all else has failed </li></ul>POSITIVE ASPECTS NEGATIVE ASPECTS <ul><li>Exclusive focus on praise can allow poor performance to go uncorrected </li></ul><ul><li>Perception that mediocrity is tolerated </li></ul><ul><li>Rarely offers constructive advice on how to improve (directionless) </li></ul>Affiliative <ul><li>Will not work when working with a team of experts/peers who are more experienced. </li></ul><ul><li>Can undermine an effective team if authoritative becomes overbearing </li></ul><ul><li>top-down decision overrides new ideas </li></ul><ul><li>Staff unable to act on their own initiative, loss of ownership </li></ul><ul><li>has a damaging effect on rewards system </li></ul><ul><li>Undermines motivation to employees </li></ul>Authoritative Coercive
    10. 10. How different leadership styles affects the organizational climate and performance <ul><li>Helps employees to identify their strengths and weaknesses; establish long-term development goals and helps to attain them </li></ul><ul><li>Employees are more responsible when they know what is expected of them and how their work fits in the pic </li></ul><ul><li>Works well when all employees are self-motivated, highly competent and need little direction/coordination </li></ul><ul><li>Get work done on time and even ahead of schedule </li></ul><ul><li>Drives up flexibility and responsibility when letting employees have a say in decisions </li></ul><ul><li>Employees tend to be very realistic about what they can and cannot be accomplished </li></ul>POSITIVE ASPECTS NEGATIVE ASPECTS <ul><li>Ineffective if employees are resistant to learning or changing their ways </li></ul><ul><li>May create fear or apathy through ongoing performance feedback </li></ul>Coaching <ul><li>overwhelmed by demands of excellence; morale will drop </li></ul><ul><li>Employee don’t feel trust to work in their own way or to take initiative as ideas will be shot down </li></ul><ul><li>Work becomes task focused, dependant and routine, with no sense of flexibility and responsibility </li></ul><ul><li>employees may not be competent or informed enough to offer sound advice </li></ul><ul><li>Unable to reach to a consensus/decision </li></ul>Pacesetting Democratic
    11. 11. <ul><li>Leaders who used styles that positively affect the climate had better financial results than those who did not; </li></ul><ul><li>Studies have shown that leaders who have mastered 4 or more styles (esp. the authoritative, democratic, affiliative and coaching styles) have the very best climate and business performance </li></ul>How different leadership styles affects the organizational climate and performance

    ×