Ledership comparison


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  • create a climate of openness and feedback
  • Transactional is management, (the what) ;transformational is leadership (the how). Obviously we need both. Managers who take responsibility and manage and leaders who challenge the status quo and help set the new direction I worked for a manager once who was really dynamic and enthusiastic- couldn’t organise anything to save his life - used to leave a trail of chaos behind him, other people were left picking up the pieces . I worked for another one who was brilliant at managing data , producing reports but useless at dealing with people Tried really hard after we ran some training- almost like he had been programmed to ask “how are you?” Never listened to the answer!!! Its about being transactional in a transformational way, thinking in how can we go about this in a way that will help me get the best out of my staff
  • The problem is that motivation levels change over time . When someone starts a new post they are only 40-50% effective for the first 6 months and that’s if it’s a familiar role . Once they become highly proficient motivation will wain if we don’t continue to give them challenging tasks. Eighteen months is usually the point at which they start looking for something else. The leaders role is to recognise that and intervene give them stretching projects Leadership is about saying how can I improve the way I interact with people to improve organisational performance Quick Q and A How good are you at valuing people in LES? How good are you at engaging people whose motivation might be dropping (due to quality of work rather than JE?) What do you need to do more of?
  • Ledership comparison

    1. 1. Leadership Comparison Ravi Kumdesh Dip(MLT)/BSc(Mgt)/PG Dip(ExMgt)
    2. 2. Group 9 <ul><li>Mr. Ravi Kumudesh (IHRA/ESmgt/01/30) </li></ul><ul><li>Mr. Lalath Abeyagunawardana (IHRA/ESmgt/01/02) </li></ul><ul><li>Mr. BJ Seneviratna(IHRA/ESmgt/01/60) </li></ul><ul><li>Mr. W Pathum Waas(IHRA/ESmgt/64) </li></ul><ul><li>Mr. MADS Dilruk(IHRA/EDSMgt/11) </li></ul>
    3. 3. Overview <ul><li>Introduction </li></ul><ul><li>Styles for Leading </li></ul><ul><li>Best leadership style </li></ul><ul><li>Selected Leadership behaviors </li></ul><ul><li>Analysis of Characteristic futures </li></ul><ul><li>Data Resaving </li></ul><ul><li>Data Analysis </li></ul><ul><li>Conclusions </li></ul><ul><li>Recommendations </li></ul>
    4. 4. What is a Leader? <ul><li>A Leader is someone in authority to lead others to accomplish a goal(s). A leader needs to be able to motivate others to accomplish a goal(s) while at the same time encourage others to work toward their own professional goals. </li></ul>
    5. 5. Leadership Styles <ul><li>Autocratic </li></ul><ul><li>Democratic </li></ul><ul><li>Delegative </li></ul>
    6. 6. Autocratic Leadership <ul><ul><li>Authoritarian </li></ul></ul><ul><ul><li>Tells employees/students what they want done and how to do it (without getting the advice from others). </li></ul></ul><ul><ul><li>Works well if you don’t have much time to accomplish goals or if employees are well motivated. </li></ul></ul><ul><ul><li>Generally, this style is not a good way to get the best performance from a team. </li></ul></ul>
    7. 7. Delegative Leadership <ul><ul><li>Free Reign (lais ser faire) </li></ul></ul><ul><ul><li>Leader allows employees/students to make the decisions. </li></ul></ul><ul><ul><li>Leader is still responsible for the decisions. </li></ul></ul><ul><ul><li>Employees/students analyze the situation and determine what needs to be done and how to do it. Leader sets priorities and delegates. </li></ul></ul><ul><ul><li>Leader has little control. Team has little direction or motivation. </li></ul></ul>
    8. 8. Managers vs. Leaders Management Produces Order & Consistency Leadership Produces Change & Movement • Planning and Budgeting • Establishing agendas • Setting timetables • Allocating resources • Establishing Direction • Creating a vision • Clarifying the big picture • Setting strategies • Organizing and Staffing • Provide structure • Making job placements • Establishing rules and procedures • Aligning People • Communicating goals • Seeking commitment • Building teams and coalitions • Controlling and Problem Solving • Developing incentives • Generating creative solutions • Taking corrective action • Motivating and Inspiring • Inspiring and energize • Empowering subordinates • Satisfying unmet needs
    9. 9. Leadership Goals <ul><li>Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. </li></ul><ul><li>Leaders vary their styles. A leader is not strictly one or another style. Most leaders use all three styles; one style, however, becomes the dominate one. </li></ul><ul><li>Positive Leaders use rewards (independence, education) to motivate employees. </li></ul><ul><li>Negative Leaders use penalties with employees. These leaders act domineering and superior w/people. Negative penalties include: days off without pay, reprimanding in front of others, assigning unpleasant job tasks. </li></ul>
    10. 10. Factors Affecting Style <ul><li>Leadership style may be dependent on various factors: </li></ul><ul><ul><li>Risk - decision making and change initiatives based on degree of risk involved </li></ul></ul><ul><ul><li>Type of business – creative business or supply driven? </li></ul></ul><ul><ul><li>How important change is – change for change’s sake? </li></ul></ul><ul><ul><li>Organisational culture – may be long embedded and difficult to change </li></ul></ul><ul><ul><li>Nature of the task – needing cooperation? Direction? Structure? </li></ul></ul>
    11. 11. Leader Member Exchange In-Group Out-Group Leader <ul><li>In-Group </li></ul><ul><ul><li>more information, influence, confidence & concern from Leader </li></ul></ul><ul><ul><li>more dependable, highly involved & communicative than out-group </li></ul></ul><ul><ul><ul><li>Out-Group </li></ul></ul></ul><ul><ul><ul><li>less compatible with Leader </li></ul></ul></ul><ul><ul><ul><li>usually just come to work, do their job & go home </li></ul></ul></ul>S Subordinate S S S S S S S S S S S S
    12. 12. Perfect Leadeship
    13. 13. Critical Success Factors <ul><li>Be clear about why you are using it </li></ul><ul><li>Is the organisation ready? </li></ul><ul><li>Ethics/confidentiality agreement- the person owns the data </li></ul><ul><li>Develop feedback skills first </li></ul><ul><li>Chose a valid, reliable instrument which reflects your strategic aims </li></ul><ul><li>Cost and complexity can be a problem </li></ul>
    14. 14. The Importance Of Balance “ It’s about being transactional in a transformational way”
    15. 15. Selected Leadership behaviors <ul><li>National Hospital Sri Lanka </li></ul><ul><li>Lanka Hospital PLC </li></ul>
    16. 16. National Hospital Sri Lanka <ul><li>Vision statement </li></ul><ul><li>Become Centre of Excellence in Health Care.   </li></ul>
    17. 17. Lanka Hospital PLC <ul><li>Vision statement </li></ul><ul><li>To be the foremost and preferred Private Healthcare facility in the Country, which will serve the Nation and her People to build a healthier community and to be recognized as one of the best in the region. </li></ul>
    18. 18. Analysis of the Characteristics <ul><li>Decision Making </li></ul><ul><li>Power Delegation </li></ul><ul><li>Welfare </li></ul><ul><li>Customer Relations </li></ul>
    19. 19. Data Receiving <ul><li>Managers Managers Anzwer summery.docx </li></ul><ul><li>Employers employee answer summery.docx </li></ul>
    20. 20. Data Analysis <ul><li>Cordiality of the company </li></ul><ul><li>Team work Concept </li></ul><ul><li>vocational Influence </li></ul><ul><li>Efficiency and Enthusiasm </li></ul><ul><li>Hospitality </li></ul>
    21. 21. TIME PERF motivation competence Motivation Over Time 40-50% effective
    22. 22. Challenge The Unwritten Rules Explore the contradictions
    23. 23. Conclusions
    24. 24. Recomendations
    25. 25. Thank You !