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The slides to be used to explain Leadership styles, difference between Manager and leader and also situational leadership- for senior executives

The slides to be used to explain Leadership styles, difference between Manager and leader and also situational leadership- for senior executives

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  • Appropriate when a decision has to be made quickly and the stakes are high. Fire in the Building. Appropriate for inexperienced people who you think have the potential to be self-directive. Appropriate for some one who has some skills but doesn’t know the company its priorities, policies, or ways of doing business.
  • Seagull Management. Seagull managers fly in, make a lot of noise, dump on everyone and then fly out. This style works best when disillusionment sets in. Experience people dislike directing or coaching.
  • Appropriate for experienced people– Possess Competence and experience Has lot of ideas, tries to test his or her ideas. Needs to be involved in decision making. Needs recognition.
  • Delegating is appropriate for people who are peak performers. Young Girl asking her mother why Daddy brings so much work home at night.
  • Different strokes for different folks Different strokes for same folks

Transcript

  • 1. Leading & Team Building Skills R.Ganesh, DGM & VP, State Bank Staff College At JN IDBI on 21.10.2010
  • 2. Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (a) Interpersonal roles
  • 3. Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (b)
  • 4. Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (c)
  • 5. Eight role combinations were 'natural' configurations of the job
    • contact manager -- figurehead and liaison
    • political manager -- spokesperson and negotiator
    • entrepreneur -- entrepreneur and negotiator
    • insider -- resource allocator
    • real-time manager -- disturbance handler
    • team manager -- leader
    • expert manager -- monitor and spokesperson
    • news manager -- liaison and monitor
  • 6. Who is a leader?
    • We are all leaders.
    • “ A leader is someone you choose to follow to a place you wouldn’t go by yourself”.
    • Leaders build bridges that help us to move from where we are to where we want to be.
  • 7. Characteristics of Leadership Conscience Spirit Vision (Mind) Discipline (Body) Passion (Heart)
  • 8. WHAT IS LEADERSHIP?
    • Leadership is the process of influencing people for fulfilling organizational goals.
    • It involves creating appropriate work culture so that people do on their own what the organization needs them to do .
  • 9. Power Defined Power is the ability to get things done in the way one wants them to be done. Influence
  • 10. Leadership Defined Using influence in an organizational setting or situation, producing effects that are meaningful and have a direct impact on accomplishing challenging goals. Leadership is measured by followers
  • 11. TRAITS OF A LEADER
    • Drive or inner motivation to pursue goals.
    • Leadership motivation or motivation to influence people to succeed.
    • Integrity
    • Self confidence
    • Intelligence
    • Knowledge of environment & business
    • Emotional intelligence.
  • 12. MANAGER VS LEADER
    • Administers
    • A copy
    • Maintains
    • Focuses on systems & structures
    • Relies on control
    • Short range view
    • Asks how & when
    • Innovates
    • An original
    • Develops
    • Focuses on people
    • Inspires trust
    • Long range perspective
    • Asks what & why
    A MANAGER A LEADER
  • 13. MANAGER VS LEADER
    • Eye on the bottom line
    • Imitates
    • Accepts the status quo
    • Classic good soldier
    • Does things right
    • Eye on the horizon
    • Originates
    • Challenges the status quo
    • Own person
    • Does the right things
    A MANAGER A LEADER
  • 14. You Manage Things, But Lead People Leadership is Getting people to follow you
    • The Difference Between Leadership and Management by James N. Farr
  • 15. Leaders and Managers: Distinguishing their roles Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s Job Manager’s Job
  • 16. MANAGING & LEADING – ARE THESE MUTUALLY EXCLUSIVE?
    • Managing and leading are in a continuum & complimentary.
    • When & where I am leading? What is the mix?
    • As one rises in the organization, one leads people with higher & higher competencies, and should progressively graduate to leading.
  • 17. Leadership Scale—Communication
    • Great
    • Fair
    • Average
    • Poor
    • Unsatisfactory
    • Talks to workers
    • Talks above workers
    • Talks about workers
    • Talks below workers
    • Talks to self
  • 18. Components of leadership function Relationship Task
  • 19. Task behaviour
    • Goal setting
    • Organising
    • Setting time limits
    • Directing
    • Controlling
  • 20. Relationship Behaviour
    • Giving Support
    • Communicating
    • Facilitating interactions
    • Active listening
    • Providing feed back .
  • 21. Itay Talgam – Leadership traits
  • 22. Leadership styles Participating Selling Delegating Telling High Low High Relationship Behaviour Task Behaviour
  • 23. Telling Style {Directing}
    • High Directive and low supportive
    • Provides specific instructions
    • Closely supervises
    • One way communication
    • Decision solely by the leader
  • 24. Selling Style{Coaching}
    • High directive and high supportive
    • Consulting style
    • Leader explains decisions
    • Solicits suggestions
    • Continues to direct
  • 25. Participating Style {Supporting)
    • Makes decisions together with followers
    • Supports their efforts
    • Two way communication
    • Listens actively
    • Facilitates decisions making
  • 26.
    • Joint problem identification
    • Delegates decision making
    • Allowed to “run their own show”.
    Delegating Style
  • 27. Situational Leadership
    • There is no best style.
    • Adopt the style to fit the situation/person you work with.
    • Situational variables.
      • A Situations
      • B Time
      • C Job demands
      • D Organisational climate
      • E Skill
      • F Expectations
      • G Development level of followers
  • 28. Management Skills needed at various levels of organisation SKILLS NEEDED Management Level Senior Middle Junior TECHNICAL CONCEPTUAL HUMAN
  • 29. SITUATIONAL LEADERSHIP
    • DEVELOPMENT LEVEL
    • Low Competence / High Commitment
    • Some Competence/Low Commitment
    • High Competence/Variable Commitment
    • High Competence/High Commitment
    • APPROPRIATE LEADERSHIP STYLE
    • Directing
    • Coaching
    • Supporting
    • Delegating
  • 30.