The Leadership Style of Palli Karma-Sahayak Foundation (PKSF)
WELCOME TO OUR PRESENTATION
Our Presentation topic isThe Leadership style of Palli Karma-Sahayak Foundation (PKSF)
GROUP MEMBERS Student Name Student ID No. Md. Nadimur Rahman Sujon 09102101191 Md. Bellal Hossain Raju 09102101198 Kamrun Nahar Shila 09102101208Md. Habibur Rahman Khan Naim 09102101217 Md. Fagly Rabbi (18th) 08092101072
PREPARED FOR Farhana Islam Lecturer, Department of Management,Bangladesh University of Business & Technology (BUBT)
OBJECTIVE OF THE PRESENTATION To get a overview of the Palli Karma-Sahayak Foundation. To obtain information concerning the pattern of leadership that practices by Palli Karma-Sahayak Foundation. To obtain general idea about leadership and its types. To obtain general idea about behavioral, path-goal, and trait theories of leadership. To identify the leadership style of Palli Karma-Sahayak Foundation, To identify the position of Palli Karma-Sahayak Foundation in managerial grid.
Palli Karma-Sahayak Foundation (PKSF) Type Government Industry Microcredit Founded 1990 PKSF Bhaban, Plot: E-4/B, Headquarters Agargaon Administrative Area, Share-E-Bangla Nagar, Dhaka- 1207, Bangladesh Key people Dr. Qazi Kholiquzzaman Ahmad Chairman Products Microcredit loans, finacial services etc. Website www.pksf-bd.org
Palli Karma-Sahayak Foundation (PKSF)PKSF was established by the Government ofBangladesh in 1990 as the apex organizationwith the mandate to alleviate poverty throughgenerating employment. PKSF disburses fund tomicrofinance institutions (MFIs) who are itsPartner Organizations (POs) to implementdevelopment programs designed for the poor ofBangladesh.
PKSF’s Partner OrganizationsAs shown in Figure, in fiscal year 2009 PKSF has 257POs, giving it access to all districts in the country.
PKSF’s VisionPKSF’s vision is to alleviate poverty andimprove the quality of life of the poor – thelandless and the asset less people by providingthem with resources for creation of employmentwith a view to enhancing economic conditions.
PKSF’s Operational ActivitiesPKSF comprises six core programs and five specialprograms, amounting to eleven activities. These are:Core Programs: Rural Microcredit (RMC) Urban Microcredit (UMC) Agricultural Sector Microcredit (ASMC) Microenterprise (ME) Seasonal Loan (SL) Ultra Poor (UP)
Special programs Special Assistance for Housing of SIDR-affected Borrowers (SAHOS) Food Security for Vulnerable Group Development (FSVGD) Rehabilitation of SIDR-affected Coastal Fishery, Small Business & Livestock Enterprises (RESCUE) Rehabilitation of Non-Motorized Transport Pullers and Poor Owners (RNPPO) Financial Services for the Overseas Employment of the Ultra Poor (FSOEUP)
Questions on leadership What is leadership? Discuss the types of leader or different types of leadership. Discuss the behavioral theory of leadership. Discuss the path-goal theory of leadership. Discuss the traits theory of leadership.
WHAT IS LEADERSHIP? LEADERSHIP IS THE ABILITY TO INFLUENCE A GROUP TOWARD THE ACHIEVEMENT OF GOALS. THE SOURCE OF THIS INFLUENCE MAY BE FORMAL. According to Stephen P. Robbins & Timothy A. Judge:“Leadership is the ability to influence a group toward theachievement of a vision or set of goals”.
TYPES OF LEADERSHIPLeadership can be divided from three views such as: On the basis of the formalities, On the basis of the use of authority, On the basis of the nature of people.
ON THE BASIS OF FORMALITIES Two types of leadershipFormal Leadership: When theleadership is created by thedesignation according to theformal organogram of theorganization, is called formalleadership.Informal Leadership: Whilepeople working together in aorganization; their class, race,attitude, perception, personalliking and disliking etc createinformal leadership.
ON THE BASIS OF THE USE OF AUTHORITY Three types of leadershipAutocratic Leadership: In this leadership,leaders centralize power and decision making inthemselves. The leaders take full authority andassume full responsibility.Participative or Democratic Leadership: Inthis leadership, leaders clearly decentralizeauthority. The leader and the group act as asocial unit.Laissez-faire or Free-rein Leadership: Afree-rein leader does not lead, but leaves thegroup entirely to itself. Such a leader allowsmaximum freedom to subordinates; they aregiven a free hand in deciding their own policiesand methods.
ON THE BASIS OF THE NATURE OF PEOPLE Two types of leadershipPositive Leadership: If theleaders approach people tomotivate emphasizes rewards(economic or otherwise) theleader uses positive leadership.Negative Leadership: If theleaders approach people tomotivate emphasizes threats, fear,harshness and penalties, theleader applying negativeleadership.
BEHAVIORAL THEORIESTheories proposing that specificbehaviors differentiate leaders fromnonreaders.Relationship based behavioral theoriesfocus on the development andmaintenance of relationships – processorientated
BEHAVIOR PERSPECTIVE COND..People-oriented Behaviors Showing mutual trust and respect Concern for employee needs Desire to look out for employee welfareTask-oriented Behaviors• Assign specific tasks.• Ensure employees follow rules.• Push employees to reach peak performance.
IMPORTANT BEHAVIORAL STUDIES Ohio State UniversityStudies that sought to identify independent dimensions ofleader behavior. It has two key dimensions of leader behavior:Initiating structure - attempts to organize work, workrelationships, and goals.Consideration - concern for followers’ comfort, well-being, status, and satisfaction. Both are important.
IMPORTANT BEHAVIORAL STUDIES University of MichiganStudies that sought to identify the behavioralcharacteristics of leaders related to performanceeffectiveness. Also it has two key dimensions of leader behavior: Employee-oriented – emphasize interpersonal relationships and is the most powerful dimension Production-oriented – emphasize the technical aspects of the job
THE MANAGERIAL GRIDA two-dimensional view of leadership style that is based on concern for people versus concern for production. •Style is determined by position on the graph
THE MANAGERIAL GRID 1 (1,9) (9,9) 2 3Concern for People 4 5 (5,5) 6 7 8 9 (1,1) (9,1) 1 2 3 4 5 6 7 8 9 Concern for Production
LEADERSHIP STYLES ASSOCIATED WITH MANAGERIAL GRIDBlake and Mouton recognize five extreme of styles which are:The Indifferent or Impoverished Management (1, 1)The Country Club or Accommodating Management (1, 9)The Status Quo or Middle-of-the-Road Management (5, 5)The Dictatorial or Task Management (9, 1)The Sound or Team Management (9, 9)
PATH-GOAL THEORYIn path goal theory Leader’s job is to providefollowers with the information, support or otherresources necessary for them to achieve their goals. Four leadership behaviors in path goal theory: I. Directive leader II. Supportive leader III.Participative leader IV.Achievement-oriented leader
CONTINGENCY FACTORSThe theory states that each of these styles will beeffective in some situations but not in others. Itfurther states that the relationship between aleader’s style and effectiveness is dependent onthe following variables: Employee characteristics Characteristics of work environment
TRAIT THEORIES Theories that attempt to isolate characteristics that differentiate leaders from nonreaders. Core traits identified are- Achievement drive: High level of effort, high levels of ambition, energy and initiative . Honesty and integrity: trustworthy, reliable, and open. Self-confidence: Belief in one’s self, ideas, and ability. Leadership motivation: An intense desire to lead others to reach shared goals
TRAIT THEORIESCognitive ability: Capable of exercising good judgment, strong analytical abilities, and conceptually skilled. Knowledge of business: Knowledge of industry and other technical matters.Emotional Maturity: well adjusted, does not suffer from severe psychological disorders.
LEADERSHIP STYLE OF PALLI-KARMA SAHAYAK FOUNDATION Palli Karma-Sahayak FoundationBasis of leadership model Concentrate on partnership.Management orientation toward Both individual and teamwork.performing specific taskEmployee orientation toward Both individual and groupperforming specific task responsibility.Management orientation toward Both production and people oriented.achieving goalEmployee orientation toward Either individual or groupachieving goal responsibility.
FINDINGS AND ANALYSES Base of PKSF Explanationleadership styleBased on the Formal leadership Because PKSF follow the formal organogram of the formality organization that is designed by top authority of the organization, this provides a sequential authority of leadership.Based on the Participative leadership Because decisions are taken department wise and use of individually together by a discussion with top level authority management who decentralize their power of decision making to those.Based on the Positive leadership Because management provide employee motivation nature of through training or a give a chance to solve while they do people mistake, they also provide rewards if they achieve specific goal perfectly.
PLACE OF LEADERSHIP STYLE OF PKSF IN THE MANAGERIAL GRID
By discussing with the deputy manager of operations department ofPKSF we find that Palli Karma-Sahayak Foundation follow ParticipativeLeadership style and stay at the middle of-the-road management which alsoknown as 5,5 of the managerial grid, which consider as fair leadershippractices.Impact on employees: Employees are not really discontent nor are they happy. Good harmony within the group. Impact on organization: Average performance but satisfactory.
CONCLUSIONOver the last year, PKSF has been able to reach a wider sectionof society and to meet their demands by providing training in manyfields; and throughout the year, PKSF has continued to deepen and scaleup its mainstream programs and projects. Responding to the evolvingneeds of the poor PKSF has become the house for financial andprogrammatic innovations, where a number of new initiatives are inthe process of development.This is the ultimate result of their leadership practices and activities
RECOMMENDATIONSOur recommendations toward their leadership style are, They should hold their leadership practices, They should more concentrate on their production , They should hold their positive attitude toward their employees, They should more efficient to handle internal conflict, They should improve their performance appraisal process because maximum employees are not fairly satisfied with it, They should practice informal leadership sometimes because it provides better feedback than formal leadership.