Jnidbi 211010

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The slides to be used to explain Leadership styles, difference between Manager and leader and also situational leadership- for senior executives

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  • Appropriate when a decision has to be made quickly and the stakes are high. Fire in the Building. Appropriate for inexperienced people who you think have the potential to be self-directive. Appropriate for some one who has some skills but doesn’t know the company its priorities, policies, or ways of doing business.
  • Seagull Management. Seagull managers fly in, make a lot of noise, dump on everyone and then fly out. This style works best when disillusionment sets in. Experience people dislike directing or coaching.
  • Appropriate for experienced people– Possess Competence and experience Has lot of ideas, tries to test his or her ideas. Needs to be involved in decision making. Needs recognition.
  • Delegating is appropriate for people who are peak performers. Young Girl asking her mother why Daddy brings so much work home at night.
  • Different strokes for different folks Different strokes for same folks
  • Jnidbi 211010

    1. 1. Leading & Team Building Skills R.Ganesh, DGM & VP, State Bank Staff College At JN IDBI on 21.10.2010
    2. 2. Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (a) Interpersonal roles
    3. 3. Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (b)
    4. 4. Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (c)
    5. 5. Eight role combinations were 'natural' configurations of the job <ul><li>contact manager -- figurehead and liaison </li></ul><ul><li>political manager -- spokesperson and negotiator </li></ul><ul><li>entrepreneur -- entrepreneur and negotiator </li></ul><ul><li>insider -- resource allocator </li></ul><ul><li>real-time manager -- disturbance handler </li></ul><ul><li>team manager -- leader </li></ul><ul><li>expert manager -- monitor and spokesperson </li></ul><ul><li>news manager -- liaison and monitor </li></ul>
    6. 6. Who is a leader? <ul><li>We are all leaders. </li></ul><ul><li>“ A leader is someone you choose to follow to a place you wouldn’t go by yourself”. </li></ul><ul><li>Leaders build bridges that help us to move from where we are to where we want to be. </li></ul>
    7. 7. Characteristics of Leadership Conscience Spirit Vision (Mind) Discipline (Body) Passion (Heart)
    8. 8. WHAT IS LEADERSHIP? <ul><li>Leadership is the process of influencing people for fulfilling organizational goals. </li></ul><ul><li>It involves creating appropriate work culture so that people do on their own what the organization needs them to do . </li></ul>
    9. 9. Power Defined Power is the ability to get things done in the way one wants them to be done. Influence
    10. 10. Leadership Defined Using influence in an organizational setting or situation, producing effects that are meaningful and have a direct impact on accomplishing challenging goals. Leadership is measured by followers
    11. 11. TRAITS OF A LEADER <ul><li>Drive or inner motivation to pursue goals. </li></ul><ul><li>Leadership motivation or motivation to influence people to succeed. </li></ul><ul><li>Integrity </li></ul><ul><li>Self confidence </li></ul><ul><li>Intelligence </li></ul><ul><li>Knowledge of environment & business </li></ul><ul><li>Emotional intelligence. </li></ul>
    12. 12. MANAGER VS LEADER <ul><li>Administers </li></ul><ul><li>A copy </li></ul><ul><li>Maintains </li></ul><ul><li>Focuses on systems & structures </li></ul><ul><li>Relies on control </li></ul><ul><li>Short range view </li></ul><ul><li>Asks how & when </li></ul><ul><li>Innovates </li></ul><ul><li>An original </li></ul><ul><li>Develops </li></ul><ul><li>Focuses on people </li></ul><ul><li>Inspires trust </li></ul><ul><li>Long range perspective </li></ul><ul><li>Asks what & why </li></ul>A MANAGER A LEADER
    13. 13. MANAGER VS LEADER <ul><li>Eye on the bottom line </li></ul><ul><li>Imitates </li></ul><ul><li>Accepts the status quo </li></ul><ul><li>Classic good soldier </li></ul><ul><li>Does things right </li></ul><ul><li>Eye on the horizon </li></ul><ul><li>Originates </li></ul><ul><li>Challenges the status quo </li></ul><ul><li>Own person </li></ul><ul><li>Does the right things </li></ul>A MANAGER A LEADER
    14. 14. You Manage Things, But Lead People Leadership is Getting people to follow you <ul><li>The Difference Between Leadership and Management by James N. Farr </li></ul>
    15. 15. Leaders and Managers: Distinguishing their roles Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s Job Manager’s Job
    16. 16. MANAGING & LEADING – ARE THESE MUTUALLY EXCLUSIVE? <ul><li>Managing and leading are in a continuum & complimentary. </li></ul><ul><li>When & where I am leading? What is the mix? </li></ul><ul><li>As one rises in the organization, one leads people with higher & higher competencies, and should progressively graduate to leading. </li></ul>
    17. 17. Leadership Scale—Communication <ul><li>Great </li></ul><ul><li>Fair </li></ul><ul><li>Average </li></ul><ul><li>Poor </li></ul><ul><li>Unsatisfactory </li></ul><ul><li>Talks to workers </li></ul><ul><li>Talks above workers </li></ul><ul><li>Talks about workers </li></ul><ul><li>Talks below workers </li></ul><ul><li>Talks to self </li></ul>
    18. 18. Components of leadership function Relationship Task
    19. 19. Task behaviour <ul><li>Goal setting </li></ul><ul><li>Organising </li></ul><ul><li>Setting time limits </li></ul><ul><li>Directing </li></ul><ul><li>Controlling </li></ul>
    20. 20. Relationship Behaviour <ul><li>Giving Support </li></ul><ul><li>Communicating </li></ul><ul><li>Facilitating interactions </li></ul><ul><li>Active listening </li></ul><ul><li>Providing feed back . </li></ul>
    21. 21. Itay Talgam – Leadership traits
    22. 22. Leadership styles Participating Selling Delegating Telling High Low High Relationship Behaviour Task Behaviour
    23. 23. Telling Style {Directing} <ul><li>High Directive and low supportive </li></ul><ul><li>Provides specific instructions </li></ul><ul><li>Closely supervises </li></ul><ul><li>One way communication </li></ul><ul><li>Decision solely by the leader </li></ul>
    24. 24. Selling Style{Coaching} <ul><li>High directive and high supportive </li></ul><ul><li>Consulting style </li></ul><ul><li>Leader explains decisions </li></ul><ul><li>Solicits suggestions </li></ul><ul><li>Continues to direct </li></ul>
    25. 25. Participating Style {Supporting) <ul><li>Makes decisions together with followers </li></ul><ul><li>Supports their efforts </li></ul><ul><li>Two way communication </li></ul><ul><li>Listens actively </li></ul><ul><li>Facilitates decisions making </li></ul>
    26. 26. <ul><li>Joint problem identification </li></ul><ul><li>Delegates decision making </li></ul><ul><li>Allowed to “run their own show”. </li></ul>Delegating Style
    27. 27. Situational Leadership <ul><li>There is no best style. </li></ul><ul><li>Adopt the style to fit the situation/person you work with. </li></ul><ul><li>Situational variables. </li></ul><ul><ul><li>A Situations </li></ul></ul><ul><ul><li>B Time </li></ul></ul><ul><ul><li>C Job demands </li></ul></ul><ul><ul><li>D Organisational climate </li></ul></ul><ul><ul><li>E Skill </li></ul></ul><ul><ul><li>F Expectations </li></ul></ul><ul><ul><li>G Development level of followers </li></ul></ul>
    28. 28. Management Skills needed at various levels of organisation SKILLS NEEDED Management Level Senior Middle Junior TECHNICAL CONCEPTUAL HUMAN
    29. 29. SITUATIONAL LEADERSHIP <ul><li>DEVELOPMENT LEVEL </li></ul><ul><li>Low Competence / High Commitment </li></ul><ul><li>Some Competence/Low Commitment </li></ul><ul><li>High Competence/Variable Commitment </li></ul><ul><li>High Competence/High Commitment </li></ul><ul><li>APPROPRIATE LEADERSHIP STYLE </li></ul><ul><li>Directing </li></ul><ul><li>Coaching </li></ul><ul><li>Supporting </li></ul><ul><li>Delegating </li></ul>

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