leadership styles & tactics


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leadership styles & tactics

  1. 1. Leadership Styles & Tactics By Nisha Hariyani
  2. 2. <ul><li>After the september 11, 2001 terrorist attacks, entire airline industry in US faced devasting lossess. </li></ul><ul><li>South west airlines did not go for layoffs. But also posted profits in the same year. </li></ul><ul><li>How???????????????? </li></ul><ul><li>Through leadership of Herbert Kelleher </li></ul>
  3. 3. Points To ponder <ul><li>Leadership Styles </li></ul><ul><li>Likert’s four styles </li></ul><ul><li>Tannenbaum & SCHMIDT CONTINUUM of leader behavior </li></ul>
  4. 4. Leadership styles <ul><li>Clear about what he is doing and why he is doing it </li></ul><ul><li>Instills the same clarity in his followers </li></ul><ul><li>Determines the end and leaves the choice of means to his people. </li></ul>Authoritative Style
  5. 5. Leadership style… <ul><li>Retains all authority and decision making power </li></ul><ul><li>No suggestions – no considerations </li></ul><ul><li>Instruct on what to do and how to do </li></ul>Autocratic Style
  6. 6. Leadership style… <ul><li>Keeps employees happy & in harmony </li></ul><ul><li>Ensures better communication </li></ul><ul><li>Relationship builder </li></ul>Benevolent style
  7. 7. Leadership style… <ul><li>Helps employees to identify their strengths & weakness </li></ul><ul><li>Aligning employees </li></ul><ul><li>Encourages long term development </li></ul><ul><li>Issues challenging assignments </li></ul>Coaching style
  8. 8. Leadership style… <ul><li>Involves employees in decision making process </li></ul><ul><li>Gets ideas from his people </li></ul><ul><li>Creates trust </li></ul><ul><li>Sets realistic goals </li></ul>Democratic Style
  9. 9. <ul><li>Sets high standards and adheres on it </li></ul><ul><li>Passionate about increase in quality and productivity </li></ul><ul><li>You perform or leave organization is the attitude </li></ul>Leadership style… Pacesetting style
  10. 10. Leadership style… Expert Style Manipulative Style Bureaucratic Style Participative Style
  11. 11. Likert’s Four Style <ul><li>System 1 management – “exploitative-authoritative” style </li></ul><ul><li>System 2 management – “benevolent-authoritative” style </li></ul><ul><li>System 3 management – “consultative” style </li></ul><ul><li>System 4 management – “participative leadership” style </li></ul>
  12. 12. Tannenbaum & SCHMIDT CONTINUUM of leader behavior <ul><li>Leader as an announcer </li></ul><ul><li>Leader as a seller </li></ul><ul><li>Leader as a clarifier </li></ul><ul><li>Leader as a senior partner </li></ul><ul><li>Leader as a seeker </li></ul><ul><li>Leader as a equal partner </li></ul><ul><li>Leader as a follower </li></ul>
  13. 13. Points To Remember <ul><li>Leadership Styles </li></ul><ul><li>Likert’s four styles </li></ul><ul><li>Tannenbaum & SCHMIDT CONTINUUM of leader behavior </li></ul>
  14. 14. Leadership skills & Tactics Nisha Hariyani
  15. 15. Points to Learn <ul><li>Persuasion skills </li></ul><ul><li>Motivational skills </li></ul><ul><li>Conflict resolution skills </li></ul><ul><li>Leadership tactics </li></ul>
  16. 16. Persuasion skills <ul><li>Consider a situation where a company has to take an important decision about funding a lucrative yet risky project. …..!!!!!!!!!!!!!!!!!!!!! </li></ul><ul><li>Learn how to persuade by analyzing whom to persuade </li></ul>
  17. 17. How to persuade a Skeptics <ul><li>Skeptics are highly suspicious </li></ul><ul><li>Skeptics trust same backgrounds </li></ul><ul><li>They don’t like oppositions or challenges thrown to them </li></ul><ul><li>Gain as much credibility </li></ul><ul><li>Find out something common with him </li></ul><ul><li>Handle them delicately, if they are wrong correct smartly </li></ul>
  18. 18. How to persuade a Charismatic <ul><li>Charismatic are talkative & enthusiastic </li></ul><ul><li>They look for facts to support their emotions </li></ul><ul><li>Charismatic have short attention span </li></ul><ul><li>While deciding they take suggestions from high profile executes </li></ul><ul><li>Persuader should control the urge to match his enthusiasm </li></ul><ul><li>Don’t hide the facts, discuss the risk with him/her </li></ul><ul><li>Present information at earliest </li></ul><ul><li>Give them one and give time </li></ul>
  19. 19. How to persuade a Followers <ul><li>Followers rely on past decisions made </li></ul><ul><li>They fear making wrong choices </li></ul><ul><li>Followers like proven and reliable ideas. </li></ul><ul><li>Make them feel confident give E.g. </li></ul><ul><li>Provide testimonials & take a safe dwell in past </li></ul><ul><li>Don’t suggest out of box ideas </li></ul>
  20. 20. How to persuade a Charismatic <ul><li>Thinker are more academic and logical </li></ul><ul><li>They like arguments which are quantitative and backed by data </li></ul><ul><li>They don’t forget bad experiences and have contradictory view </li></ul><ul><li>Persuader should communicate the draw – backs initially </li></ul><ul><li>Using presentations and arguments to appeal their intelligence </li></ul><ul><li>Talk intellectually and proposal should appear to be best option </li></ul>
  21. 21. Motivational Skills <ul><li>How do one ensures high level of enthusiasm and commitment during bad times?????????................ </li></ul><ul><li>Motivating people is not as easy as it sounds </li></ul>
  22. 22. General Methods of Motivation <ul><li>Truth as the highest virtue </li></ul><ul><li>Desire to be great </li></ul><ul><li>Communicate, communicate & communicate </li></ul><ul><li>Sharing the burden of risk </li></ul><ul><li>Motivating by caring </li></ul><ul><li>Motivating people at different levels </li></ul><ul><li>Motivating by setting difficult goals </li></ul><ul><li>Motivating in times of crisis </li></ul>
  23. 23. Motivating frontline staff <ul><li>Emotionally energies frontline people </li></ul><ul><li>How???? </li></ul>Take an example of US Marine Corps Who invested time and energy to cultivate strong values, Encouraging to take up leadership positions Clarity between team and leader
  24. 24. Motivating Problem People <ul><li>Motivational lectures, cash incentives, or memos etc … will it motivate all of them???? </li></ul><ul><li>What about problem employees… or difficult people…!!!!!!!!!!! </li></ul>Learn more about them, about yourself and about situation <ul><li>Have a range of alternatives </li></ul><ul><li>Have a formal one to one sessions </li></ul>
  25. 25. Conflict resolution skills <ul><li>What to do?????? </li></ul><ul><li>Skills required are: </li></ul><ul><li>Listening </li></ul><ul><li>Questioning </li></ul><ul><li>Communicating </li></ul><ul><li>Non verbal signs </li></ul><ul><li>Mediation skills </li></ul>
  26. 26. Leadership Tactics <ul><li>A model of Power & Influence </li></ul><ul><li>Relationships beyond chain of command </li></ul><ul><ul><li>Step 1: identify the people who have to be led </li></ul></ul><ul><li>How do leaders identify these relationships? </li></ul><ul><ul><li>Step 2: identify people who may resist cooperation </li></ul></ul><ul><li>How do leaders assess power? </li></ul><ul><ul><li>Step 3: develop relationship with resisting parties </li></ul></ul><ul><li>How do leaders develop such relationships? </li></ul><ul><ul><li>Step 4: good relations & good communication </li></ul></ul>
  27. 27. <ul><li>A model of Power & Influence continue…. </li></ul><ul><li>Relations with Subordinates </li></ul><ul><li>Relations with superiors </li></ul><ul><li>How do effective leaders deal with their superiors ????? </li></ul>Evaluate your boss strength and weakness Evaluate your strength and weakness Build a relationship & maintain it Communicate, utilize his time prudently
  28. 28. Model of effectiveness and influence Setting Agenda Building Network Implementing agenda
  29. 29. summary <ul><li>Persuasion skills </li></ul><ul><li>Motivational skills </li></ul><ul><li>Conflict resolution skills </li></ul><ul><li>Leadership tactics </li></ul>