leader ship Motivated ppt

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leader ship Motivated ppt

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leader ship Motivated ppt

  1. 1. SUNIL KUMAR
  2. 2.  One who gives you the reason to follow,  And the freedom to follow. SUNIL KUMAR
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  6. 6.  What characteristics or traits make a person a leader?  Trait theories of leadership sought personality, social, physical, motivating skills, communicative skills and empathy…….  Thomas Carlyle was a precursor of the trait theory SUNIL KUMAR
  7. 7.  Based on assumption that leaders can be made if specific behaviours are identified and are taught…. OHIO STATE STUDIES- Initiating structure and consideration UNIVERSITY OF MICHIGAN STUDIES- employee oriented and production oriented SUNIL KUMAR
  8. 8. 1,9 Country club management Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo 9,9 Team management Work accomplishment is from committed people, interdependence through a “common stake” in organization purpose leads to relationship of trust and respect 1,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 5,5 Organization Man Management Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 9,1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree 1 2 3 4 5 6 987 1 2 3 4 5 6 7 8 9 Concern for productionLow High Low High Concernforpeople SUNIL KUMAR
  9. 9. Key Characteristics of Charismatic leaders 1. Self Confidence- They have complete confidence in their judgment and ability. 2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader. 3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force. 4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision. 5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers. 6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo. 7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change. SUNIL KUMAR
  10. 10. Characteristics of Transactional and transformational leaders Transactional Leaders  Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishment  Management by exception (active): Watches and searches for deviations from rules and standards, takes corrective action.  Management by exception (passive): Intervenes only if standards are not met  Laissez faire: Abdicates responsibilities, avoids making decisions Transformational Leaders  Charisma : Provides vision and sense of mission, instills pride, gains respect trust.  Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.  Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.  Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises. SUNIL KUMAR
  11. 11.  Situational Leadership attempts to explain effective leadership within the context of the larger situation in which it occurs. ◦ Fiedler’s Contingency Theory. ◦ House’ Path-Goal Theory. ◦ Vroom and Yetton’s Normative Theory. ◦ Hersey and Blanchard’s Situational Leadership Theory. SUNIL KUMAR
  12. 12.  The situational contingency theory proposes that the effectiveness of a leader or the organization is contingent on two elements: ◦ The leaders’ motivational structures or leadership style. ◦ The degree to which the leadership situation provides the leader with control and influence over the outcomes. SUNIL KUMAR
  13. 13.  Two leadership styles were proposed: ◦ Task-oriented. ◦ Person-oriented.  Whether the person-oriented or task-oriented is expected to be more effective depends on the favorableness of certain factors: ◦ The favorableness of the leader-member relations. ◦ The degree to which the tasks performed by the group ◦ were structured. ◦ The leader’s position. SUNIL KUMAR
  14. 14.  House suggests that the leader should make desired rewards available (goal) and clarify for the subordinate the kinds of behavior that will lead to the reward (path).  The theory proposes four types of leader behavior and two situational variables. SUNIL KUMAR
  15. 15.  Four types of leader behavior: ◦ Directive leadership- characterized by a leader who informs subordinates what is expected of them and provides specific guidance. ◦ Supportive Leadership- characterized by a leader who is friendly and approachable and shows concerns for the status, well-being, and personal needs of the subordinates. SUNIL KUMAR
  16. 16.  Cont…d ◦ Achievement-oriented leadership- characterized by a leader who sets challenging goals, expected subordinates to perform at best, and shows confidence that subordinates will perform well ◦ . ◦ Participative leadership- characterized by a leader who consults with subordinates and asks for their suggestions before making a decision. SUNIL KUMAR
  17. 17.  The two situational variables are: ◦ Subordinate characteristics- which includes ability (for esteem and self-actualization) and personality traits (authoritarianism, close-mindedness). ◦ Task characteristics- which includes, simple versus difficult, stressful versus non-stressful, dull versus interesting, and safe versus dangerous tasks. SUNIL KUMAR
  18. 18.  The normative theory offers guidelines on how decisions ought to be made in specific situations  .  Five decision-making methods ranging from highly autocratic to highly participative are identified.  The appropriate method depends on the answer to seven questions relating to the problem being solved and subordinates involved.  The first three protects the quality of the decision and final four enhance the subordinate acceptance. SUNIL KUMAR
  19. 19.  Hersey & Blanchard developed a “two dimensional” model where it is possible to be high or low in both task and relation behavior. SUNIL KUMAR
  20. 20.  The framework of H&B is a function of three variables.  Task Behavior: ◦ Amount of direction demonstrated by the leader. ◦ Guidance a leader gives-task behavior.  Relationship Behavior: ◦ Amount of emotional support demonstrated by the leader. ◦ Relations behavior.  Maturity Level: ◦ Ability of followers on a particular task. ◦ Readiness of followers to perform the task- maturity. SUNIL KUMAR
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  22. 22.  Telling: ◦ Leader decides on course of action and announces it. ◦ High task, low relationship.  Selling: ◦ Leader decides on course of action and sells it. ◦ High task, high relationship.  Participating: ◦ Leader involves followers in the decision making process. ◦ High relationship, low task.  Delegating: ◦ Leader allows followers to decide/implement. ◦ Low relationship, low task. SUNIL KUMAR
  23. 23.  Horizontal Axis: the leader’s concern for task behavior.  Vertical Axis: the leader’s concern for relationship behavior.  “Mature” followers respond to delegating and participating styles.  “Immature” followers respond to telling and selling styles. SUNIL KUMAR
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  25. 25.  Hersey & Blanchard’s theory provides a useful and understandable framework for situational leadership.  The model suggests that there is no one best leadership style for all situations.  Manager’s leadership style must be adaptable and flexible to meet the changing needs of employees and situation. ◦ Know your style. ◦ Match your style to follower maturity and task situation. SUNIL KUMAR
  26. 26. www.sam-design.com The Leadership Model 1.Jack Welch 2. Tom Peters 3. Kevin Roberts 4. Ken Blancard 5. Tanadi Santoso SUNIL KUMAR
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  32. 32. Jo nahin ho sakta hai, wahi to karna hai..." WE SHOULD TRY TO MAKE A DIFFERNCE SUNIL KUMAR
  33. 33. “ HR must allow people to work on projects that are demanding, unpredictable and ambiguous , as many enjoy such challenges .And all HR strategies have to be directly linked to the core business of the company and its customer's interest” ---”Dave Ulrich” SUNIL KUMAR
  34. 34. 16 Girls ,different states, different backgrounds,different skills sets but one dream-----WINNING Team was a rag bunch of girls with own agenda SUNIL KUMAR
  35. 35. All Functions must work together towards an objective –creation of success through a die hard attitude ,team work, high energy and extreme passion for work among their team SUNIL KUMAR
  36. 36. Jo nahin ho sakta hai, wahi to karna hai..." Run to Win……. Rajnish Sood-Human Resources SUNIL KUMAR
  37. 37. Its very important to possess right attitude…. A positive body language can make a huge difference…. SUNIL KUMAR
  38. 38. Because he believes that it is not that we can't win. It's just that we have never believed we can. Winners don’t quit….. Quitters don’t win……. Power of Expectations Rajnish Sood-Human Resources SUNIL KUMAR
  39. 39. T: Together E: Everyone A: Achieves M: More…. Rajnish Sood-Human Resources SUNIL KUMAR
  40. 40. Don’t Build an organization Build Cross Functional And Mulitskilled teams to achieve your dream. SUNIL KUMAR
  41. 41. “Success does not mean the absence of failure…. Its about winning the war and not every battle…” SUNIL KUMAR
  42. 42. Harnessing the right talent for the right job Strategize your move and know what you want to achieve… SUNIL KUMAR
  43. 43. Like the story of Kabir Khan…and his 16 girls, all organizations and its employees should work towards a common vision and be a part of a TEAM that believes in creating a World Class Organization. Rajnish Sood-Human Resources SUNIL KUMAR
  44. 44. SUNIL KUMAR DESINGED BY Sunil Kumar Research Scholar/ Food Production Faculty Institute of Hotel and Tourism Management, MAHARSHI DAYANAND UNIVERSITY, ROHTAK Haryana- 124001 INDIA Ph. No. 09996000499 email: skihm86@yahoo.com , balhara86@gmail.com linkedin:- in.linkedin.com/in/ihmsunilkumar facebook: www.facebook.com/ihmsunilkumar webpage: chefsunilkumar.tripod.com

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