LEADERSHIP

“ ONE MAN MAKES THE DIFFERENCE”

LEADERSHIP Introduction. Nature of leadership. Path-goal model of leadership. Different leadership styles. Case study. Conclusion .

Introduction.

Nature of leadership.

Path-goal model of leadership.

Different leadership styles.

Case study.

Conclusion .

DEFINITION OF LEADERSHIP . Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor that binds a group together and motivates it towards goals.

DEFINITION OF LEADERSHIP .

Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor that binds a group together and motivates it towards goals.

LEADER vs. MANAGER MANAGER APPOINTED OFFICIALLY DRAW AUTHORITY FROM CHAIR. HAS TO PLAN & ORGANIZE TO MEET OBJECTIVES. A GOOD MANAGER MAY OR MAY NOT BE A GOOD LEADER. LEADERSHIP EVOLVED THROUGH CONSENSUS. DRAW AUTHORITY BY PERSONALITY & SUPPORT OF FOLOWERS. A GOOD LEADER MAY OR MAY NOT BE A GOOD MANAGER.

MANAGER

APPOINTED OFFICIALLY

DRAW AUTHORITY FROM CHAIR.

HAS TO PLAN & ORGANIZE TO MEET OBJECTIVES.

A GOOD MANAGER MAY OR MAY NOT BE A GOOD LEADER.

LEADERSHIP

EVOLVED THROUGH CONSENSUS.

DRAW AUTHORITY BY PERSONALITY & SUPPORT OF FOLOWERS.

A GOOD LEADER MAY OR MAY NOT BE A GOOD MANAGER.

GOAL DEFINITION OF GOAL: AN OBJECTIVE TO BE ACHIEVED.

DEFINITION OF GOAL:

AN OBJECTIVE TO BE ACHIEVED.

GOAL SETTING INVOLVES THREE ACTIVITIES : GOAL DEFINITION. SPECIFIC GOALS. FEEDBACK ABOUT GOAL ACHIEVEMENT.

INVOLVES THREE ACTIVITIES :

GOAL DEFINITION.

SPECIFIC GOALS.

FEEDBACK ABOUT GOAL ACHIEVEMENT.

PATH GOAL MODEL OF LEADERSHIP THIS MODEL STATES THAT A LEADERS JOB IS TO DEVELOP MORE DESIRE FOR GOALS, AND TO IMPROVE THE PATH TOWARDS GOALS, SO THAT THE GOALS ARE BETTER ACHIEVED.

THIS MODEL STATES THAT A LEADERS JOB IS TO DEVELOP MORE DESIRE FOR GOALS, AND TO IMPROVE THE PATH TOWARDS GOALS, SO THAT THE GOALS ARE BETTER ACHIEVED.

PATH GOAL LEADERSHIP PROCESS LEADER CONNECTS REWARDS WITH GOALS IMPROVES & CLARRIFIES PATH TOWARDS GOALS. EMPLOYEES BECOME MORE MOTIVATED EFFECTIVE PERFORMANCE BOTH ORGANIZATION OCCURS. & EMPLOYEES REACH THEIR GOALS.

LEADER CONNECTS

REWARDS WITH GOALS

IMPROVES & CLARRIFIES

PATH TOWARDS GOALS.

EMPLOYEES BECOME

MORE MOTIVATED

EFFECTIVE PERFORMANCE BOTH ORGANIZATION

OCCURS. & EMPLOYEES REACH

THEIR GOALS.

LEADERSHIP STYLE IS THE TOTAL PATTERN OF LEADERS ACTIONS IN RELATION TO FOLLOWERS. IT REPRESENTS, PHILOSOPHY, SKILLS AND ATTITUDE

IS THE TOTAL PATTERN OF LEADERS ACTIONS IN RELATION TO FOLLOWERS. IT REPRESENTS, PHILOSOPHY, SKILLS AND ATTITUDE

DIFFERENT LEADERSHIP STYLES POSITIVE AND NEGATIVE LEADERS. AUTOCRATIC LEADERS. PARTICIPATIVE LEADERS. FREE REIGN LEADERS. PRAGMATIC LEADERSHIP STYLE.

POSITIVE AND NEGATIVE LEADERS.

AUTOCRATIC LEADERS.

PARTICIPATIVE LEADERS.

FREE REIGN LEADERS.

PRAGMATIC LEADERSHIP STYLE.

LEADERS USE OF CONSIDERATION & STRUCTURE . CONSIDERATION : ORIENTATION TOWARDS WELL BEING OF EMPLOYEES. STRUCTURE: TASK ORIENTATION.

CONSIDERATION : ORIENTATION TOWARDS WELL BEING OF EMPLOYEES.

STRUCTURE: TASK ORIENTATION.

CASE STUDY XYZ SOFTWARE COMPANY Mr. Shankaran is the vice-president of this company. Mr. Negi is the Manager-HR, reporting to Mr. Shankaran. Mr. Negi is a bit rigid on the topic of increase in wages. He likes to stick to policy and does not entertain ex-post facto sanctions. On many occasions he has had arguments with Mr. Shankaran as well as other VPs and directors. Most of the times Mr.Negi has his way. One day, Mr.shankaran called Mr.Negi. Mr.Shankaran : Mr.Negi, Rohit, our hardworking software engineer, deserves a raise. I promised him a hike of 2 lac per annum. He is ready to switch over to another company,if he does not get a raise. And we don’t want to loose a talented employee. Therefore, please do make a salary revision letter and give it to him in the next two days.

XYZ SOFTWARE COMPANY

Mr. Shankaran is the vice-president of this company. Mr. Negi is the Manager-HR, reporting to Mr. Shankaran. Mr. Negi is a bit rigid on the topic of increase in wages. He likes to stick to policy and does not entertain ex-post facto sanctions. On many occasions he has had arguments with Mr. Shankaran as well as other VPs and directors. Most of the times Mr.Negi has his way.

One day, Mr.shankaran called Mr.Negi.

Mr.Shankaran : Mr.Negi, Rohit, our hardworking software engineer, deserves a raise. I promised him a hike of 2 lac per annum. He is ready to switch over to another company,if he does not get a raise. And we don’t want to loose a talented employee. Therefore, please do make a salary revision letter and give it to him in the next two days.

Mr.Negi : Mr.shankaran, I cannot do that. Undue revision is against our policy. Moreover Rohit is already drawing 9lac, which is excellent for his level. Mr.Shankara: I am the boss, so kindly do as I say. Mr.Negi: Sorry sir, I can’t comply with your decision. After a brief pause: Mr.Shankaran: Mr.Negi, who is the in charge here? Mr.Negi: You are sir. Mr.Shankaran : Then do as I say. Issue the revision letter.

Mr.Negi : Mr.shankaran, I cannot do that. Undue revision is against our policy. Moreover Rohit is already drawing 9lac, which is excellent for his level.

Mr.Shankara: I am the boss, so kindly do as I say.

Mr.Negi: Sorry sir, I can’t comply with your decision.

After a brief pause:

Mr.Shankaran: Mr.Negi, who is the in charge here?

Mr.Negi: You are sir.

Mr.Shankaran : Then do as I say. Issue the revision letter.

Mr.Negi : No, sir, I will not do it. Mr.Shankaran : Mr.Negi, I have had enough of arrogance from you. You are Fired. Mr.Negi : you cant do that! Mr.Shankaran : I just did. Off you go.

Mr.Negi : No, sir, I will not do it.

Mr.Shankaran : Mr.Negi, I have had enough of arrogance from you. You are Fired.

Mr.Negi : you cant do that!

Mr.Shankaran : I just did. Off you go.

Shankaran did not retreat from his position, Negi was removed from the company payroll that afternoon . Q1) Discuss the style used by Shankaran. Was it effective? Were Negi’s need being considered? What kind of organizational climate was being created? Q2) What could have been a better way to handle this situation?

Shankaran did not retreat from his position, Negi was removed from the company payroll that afternoon .

Q1) Discuss the style used by Shankaran. Was it effective? Were Negi’s need being considered? What kind of organizational climate was being created?

Q2) What could have been a better way to

handle this situation?

TEAM BUILDING

TEAM BUILDING INTRODUCTION. GROUPS AND TEAMS. PROFILE OF A TEAM. TEAM DEVELOPMENT. CASE STUDY. CONCLUSION .

INTRODUCTION.

GROUPS AND TEAMS.

PROFILE OF A TEAM.

TEAM DEVELOPMENT.

CASE STUDY.

CONCLUSION .

ESSENTIALS OF A GROUP SOCIAL INTERACTION. STABLE RELATIONS. COMMON INTERESTS. PERCIEVE THEMSELVES AS PART OF THE GROUP.

SOCIAL INTERACTION.

STABLE RELATIONS.

COMMON INTERESTS.

PERCIEVE THEMSELVES AS PART OF THE GROUP.

WHY GROUPS ARE FORMED? SENSE OF SECURITY. TO SATISFY MUTUAL INTEREST’S. TO FULFILL SOCIAL NEEDS. TO FULFILL NEEDS FOR SOCIAL ESTEEM.

SENSE OF SECURITY.

TO SATISFY MUTUAL INTEREST’S.

TO FULFILL SOCIAL NEEDS.

TO FULFILL NEEDS FOR SOCIAL ESTEEM.

TYPES OF GROUPS. GROUPS FORMAL GROUPS INFORMAL GROUPS COMMAND TRASH INTEREST FRIENDSHIP GROUPS GROUPS GROUPS GROUPS

GROUPS

FORMAL GROUPS INFORMAL GROUPS

COMMAND TRASH INTEREST FRIENDSHIP

GROUPS GROUPS GROUPS GROUPS

STRUCTURE OF GROUPS ROLE OF EACH MEMBER. NORMS TO BE FOLLOWED WITHIN THE GROUP. STATUS. COHESIVENESS.

ROLE OF EACH MEMBER.

NORMS TO BE FOLLOWED WITHIN THE GROUP.

STATUS.

COHESIVENESS.

ROLE OF MEMBERS LEADER FOLLOWER CONTRIBUTOR. MEDIATORS. OPPOSERS.

LEADER

FOLLOWER

CONTRIBUTOR.

MEDIATORS.

OPPOSERS.

NORMS DEFINITION: GENERALLY AGREED UPON RULES OF CONDUCT IN A GROUP. TYPES OF NORMS: DESCRIPTIVE. PROSCRIPTIVE.

DEFINITION: GENERALLY AGREED UPON RULES OF CONDUCT IN A GROUP.

TYPES OF NORMS:

DESCRIPTIVE.

PROSCRIPTIVE.

HOW NORMS ARE MADE PROCEDURES REPEATED TIME AND AGAIN. CARRY OVER FROM OTHER SITUATIONS. EXPLICIT STATEMENTS FROM OLDER MEMBERS. SOME CRITICAL EVENT IN GROUP HISTORY.

PROCEDURES REPEATED TIME AND AGAIN.

CARRY OVER FROM OTHER SITUATIONS.

EXPLICIT STATEMENTS FROM OLDER MEMBERS.

SOME CRITICAL EVENT IN GROUP HISTORY.

TEAM DEFINITION: A TEAM IS A SMALL NUMBER OF PEOPLE WITH COMPLIMENTARY SKILLS WHO ARE COMMITTED TO A COMON PURPOSE, PERFORMANCE, GOAL AND APPROACH FOR WHICH THEY HOLD THEMSELVES MUTUALLY ACCOUNTABLE.

DEFINITION: A TEAM IS A SMALL NUMBER OF PEOPLE WITH COMPLIMENTARY SKILLS WHO ARE COMMITTED TO A COMON PURPOSE, PERFORMANCE, GOAL AND APPROACH FOR WHICH THEY HOLD THEMSELVES MUTUALLY ACCOUNTABLE.

MANAGEMENT ROLE IN TEAM BUILDING PREWORK. CREATING PERFORMANCE CONDITIONS. FORMING THE TEAM. PROVIDE ONGOING ASSISTANCE.

PREWORK.

CREATING PERFORMANCE CONDITIONS.

FORMING THE TEAM.

PROVIDE ONGOING ASSISTANCE.

TEAM BUILDING SKILLS-LEADER LEADERSHIP SKILLS. INTERPERSONAL SKILLS. CONFLICT RESOLUTION SKILLS. COMMUNICATION & FELICITATION SKILLS. OTHER SKILLS: PROBLEM SOLVING & DECISION MAKING SKILS. COUNSELLING SKILLS. TRAINING SKILLS. FEEDBACK SKILS.

LEADERSHIP SKILLS.

INTERPERSONAL SKILLS.

CONFLICT RESOLUTION SKILLS.

COMMUNICATION & FELICITATION SKILLS.

OTHER SKILLS:

PROBLEM SOLVING & DECISION MAKING SKILS.

COUNSELLING SKILLS.

TRAINING SKILLS.

FEEDBACK SKILS.

CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS UNDERSTANDING,AND IS COMMITED TO THE TASK. IS FRIENDLY, CONCERNED AND INTERESTED IN OTHERS. IS ABLE TO FACE CONFLICT WITH UNDERSTANDING. LISTEN TO OTHERS WITH UNDERSTANDING

UNDERSTANDING,AND IS COMMITED TO THE TASK.

IS FRIENDLY, CONCERNED AND INTERESTED IN OTHERS.

IS ABLE TO FACE CONFLICT WITH UNDERSTANDING.

LISTEN TO OTHERS WITH UNDERSTANDING

CONTRIBUTES IDEAS AND SOLUTIONS. INCLUDES OTHERS IN THE DECISION MAKING PROCESS RECOGNISES AND RESPECTS INDIVIDUAL DIFFERENCES. VALUES THE IDEAS AND CONTRIBUTION OF OTHERS. APPRECIATES COMMENTS IN A POSITIVE WAY .

CONTRIBUTES IDEAS AND SOLUTIONS.

INCLUDES OTHERS IN THE DECISION MAKING PROCESS

RECOGNISES AND RESPECTS INDIVIDUAL DIFFERENCES.

VALUES THE IDEAS AND CONTRIBUTION OF OTHERS.

APPRECIATES COMMENTS IN A POSITIVE WAY .

TRAIT COMPARISION:GROUP VS. TEAM GROUP TRAITS TEAM INTERPERSONAL SKILLS. CONFLICT RESOLUTION FEELINGS EXPRESSED. INTE- DEPENDENCE. WEAK SHARED VALUES. STRONG COMMITMENT. COOPERATION. CONSISTENCY. INTENSITY. TRUST.

GROUP TRAITS TEAM

INTERPERSONAL SKILLS.

CONFLICT RESOLUTION

FEELINGS EXPRESSED.

INTE- DEPENDENCE.

WEAK SHARED VALUES. STRONG

COMMITMENT.

COOPERATION.

CONSISTENCY.

INTENSITY.

TRUST.

GREAT PEOPLE DON’T EQUAL GREAT TEAMS -TOM PETERS

STAGES OF TEAM DEVELOPMENT STAGE 1- FORMING. STAGE 2- STORMING. STAGE 3- NORMING. STAGE 4- PERFORMING. STAGE 5- ADJOURNING.

STAGE 1- FORMING.

STAGE 2- STORMING.

STAGE 3- NORMING.

STAGE 4- PERFORMING.

STAGE 5- ADJOURNING.

TEAM DEVELOPMENT GRAPH 80 70 60 50 1 2 3 4 5 TIME & STAGES OF DEVELOPMENT

80

70

60

50

1 2 3 4 5

TIME & STAGES OF DEVELOPMENT