Leadership is a complex phenomenon that involves influencing others towards achieving goals. While managers focus on day-to-day operations, leaders inspire people by envisioning the future and motivating excellence. Effective leaders exercise power wisely, serve as role models, and create an environment where teams can solve problems independently. Studies have found that leadership traits alone do not determine effectiveness, and different leadership styles are suited to different situations. Communication is also essential, flowing down from superiors with directives, up from subordinates, and across organizations to coordinate work.

1. LEADERSHIP

2. Leadership is one of the most observed
and least understood phenomena on earth
Influence, vision, mission and goals are
usually present in the definition of
leadership.

3. Difference of a manager and a leader:
To manage means to bring about, to accomplish,
to have charge of or responsibility for to conduct,
while to lead means to influence, guide direction,
course, action, opinion.
Manager- needed to ensure that the organization
operates well on a day-to-day basis.
Leader- Light the way to the future and to inspire
people to achieve excellence

4. Major role of a Leader:
1. A leader must exercise power wisely and
efficiently.
A leader must be temperate and fair, must be
objective and see that they are carried out, and
must make good decisions.
2. Each leader must, through actions,
appearance and articulated values, present a
model that others will want to emulate.

5. Trait approach to the study of leadership:
Leaders were born not made
Only those who possess leadership traits
could be a leader.

6. Many traits studies were conducted, and traits
that were said to be associated with leadership,
such as energy, aggressiveness, persistence,
initiative, appearance and height were identified.
Fifty years of study have failed to produce one
personality trait or set of qualities that can be
used to discriminate between leaders and non-
leaders.

7. Ohio state and University of Michigan
Studies:
This research examined the behavior of
leaders: what they do, what they
emphasize, and how they relate to
subordinates.

8. “ To be an effective leader, you don’t have to be a hero
with all the answers, and you don’t have to be a cop
overseeing clones, instead, imagine that your job is to
create an environment where your people take on the
responsibility to work productively in self-managed, self-
starting teams that identify and solve complex problems
on their own. If you concentrate on doing this, you’ll find
your people will need you only for periodic guidance
and inspiration which frees you to spend your time
confronting big picture, common fate sorts of strategic
organizational issues.”
-Oren Harani-

9. Likert Theory of management:
Management primary responsibility is to assure
the best use of the organization’s resources,
including its human resources.
Strong centralized control of employees is not
the best way to achieve operational efficiency or
sustained productivity.

10. Four prevailing management styles:
1. System 1 management: exploitative-
authoritative
Management has no trust or confidence in
subordinates
Managers are autocratic, and almost all decisions
are made at the top of the organizations.

11. Four prevailing management styles:
2. System 2 management is benevolent-
authoritative:
Management is condescending to employees who
are expected to be loyal, compliant and subservient.
3. System 3 is consultative:
Management has substantial but not total trust in
subordinates.
Top management still makes most of the major
decisions, but often solicits ideas from subordinates.

12. Four prevailing management styles:
4. System 4 participative:
Managers have complete trust in subordinates, and
much of the decision making is accomplished by
group participation.

13. The leadership grid:
In 1914, Robert R. Blake and Jane S. Mouton
published “ The Management Grid”
This theory involve two primary concerns of the
organization: concern for production and
concern for people.
Using this grid, managers at any level should be
able to identify their level of concern for people
and for productivity.

14. Country Club Management
Thoughtful attention to the needs of
people for satisfying relationships
leads to a comfortable, friendly
organization atmosphere and work
tempo.
Team Management
Work accomplishment is from
committed people ; interdependence
through a “common stake” in
organization purpose leads to
relationships of trust and respect.
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
Middle of the road Management
1,9 9,9
1,1
9,1
Adequate organization performance is possible through
balancing the necessity to get out work with maintaining morale
of people at a satisfactory level.
Impoverished management
Exertion of minimum effort to get
required work done is appropriate to
sustain organization membership.
Authority-Compliance
Efficiency in operations results from
arranging conditions of work in such a
way that human elements interfere to a
minimum degree.
5,5
CONCERN FOR PRODUCTION
CONCERNFORPEOPLE

15. Transformational leadership:
Two types of leadership style:
1. Transformational leaders
Skilled at getting subordinates to transform their
own self- interest into the interest of the larger
group.
Brings out the best in their subordinates.

16. Transformational leadership:
Two types of leadership style:
2. Win-win situation
States that an organization with an effective leader,
one whose vision is accepted by the followers, will
empower the employees and make them feel
significant, engage in learning and feel competent,
feel part of a team and feel work is exciting,
challenging, fascinating and fun.

17. Fiedler’s Leadership Contingency Model:
There is no single ideal type of leader but,
instead, a number of leadership styles may
be appropriate, depending on the situation.

18. Three situational variables which
determine how favorable the situation is
for leader:
1. Leader-member relations: the degree to which
group members like and trust a leader and are willing
to follow him/her.
2. Task structure: the clarity and structure of the
elements of the task to be accomplished.
3. Power position: the power and authority that are
associated with leader’s position.

19. 1 2 3 4 5 6 7 8
Increasing
effectiveness of
leader
Correlations
between leadership
styles and group
performance
Task-oriented
styles
Task-oriented
styles
Relationship
oriented
considerate
style
Group situation Decreasing influence of leader

20. GOOD POOR
STRUCTURED UNSTRUCTU
RED
STRUCTURED UNSTRUCTU
RED
STRONG WEAK STRONG WEAK
Leader-member
relations
Task Structure
Leader position power

21. “ In very favorable conditions, where the leader has
power, informal backing, and a relatively well-
structured task, the group is ready to be directed
on how to go about its task. Under a very
favorable condition, however, the group will fall
apart unless the leader’s active intervention and
control can keep the members on the job. In
moderately favorable conditions…a relationship-
oriented, nondirective, permissive attitude may
reduce member anxiety or intra-group conflict,
and this enables the group to operate more
effectively.”

22. The leadership challenge:
Society is suffering from a leadership crisis.
People are dissatisfied with their leaders and
confused about the type of leadership they want.
The present is basically an anti-authoritarian
age, it is not surprising that it is easier to
diagnose the need for more effective leadership
than to effect the cure.

23. COMMUNICATION

24. The process of creating and exchanging
message with in a network of interdependent
relationships to cope with environmental
uncertainty.
The means by which people are linked together
in an organization in order to achieve a central
purpose.
The process that makes it possible to unify
organizational activity
Life-blood of organizations

25. Communication models includes:
Source
Sender of the message. The source has some
thought, need or information to communicate.
Message
The source has to encode the message in some
form that can be understood by both sender and
receiver.

26. Communication models includes:
The channel
The link between the source and the receiver. The
message is transmitted over the channel.
Receiver
Recipient of the message. The receiver has to
decode the message for it to be understood.
Noise
Anything that hinders communication

27. Communication models includes:
Feedback
After the receiver receives and decodes the
message, the receiver can become a source and
provide feedback by encoding and sending a
message through same channel back to the original
source.

28. Noise
Feedback
SOURCE MESSAGE CHANNEL RECEIVER

29. Types of communication:
Written communication:
Memos, letters, reports, directives and policies.
Advantage:
 Provides a lasting record and ensures uniformity in
matters like policy.
Disadvantage:
 May be poorly written and may not fully explain the
action desired or completely define the scope of the
problem.

30. Types of communication:
Oral communication:
Conducted through individual or groups
Advantage:
 Opportunity for feedback
 Best way to resolve conflict situation
Disadvantage:
 Not all oral message are clearly stated
 Ambiguous or misunderstood

31. Types of communication:
Nonverbal communication:
Any type of communication that is not spoken or
written.
Advantage:
 Can provide clues to observer
 Can supplement, substitute for, or complement verbal
communication.
Disadvantage:
 can contradict one’s statement

32. Communication flows:
Three directions:
1. Downward communication:
Communication that flows from superiors to
subordinates
The most common type of communication within
the organization.

33. Five types of downward communication:
Specific job directives or job instruction
Job rationale- information designed to produce
understanding of the task and the relationship to
other organizational tasks.
Information about organizational procedures and
practices
Feedback to the subordinates about
performance

34. Five types of downward communication:
Information and ideological character to
inculcate a sense of mission, or indoctrination of
goals.

35. Communication flows:
Three directions:
2. Upward communication:
Consists of messages that flow from subordinates to
superiors.
3. Horizontal communication:
The lateral exchange of information within an
organization.

36. Fulfills the following purposes:
 Task coordination
 Problem solving
 Information sharing
 Conflict resolution

37. Informal organizational communication
Commonly known as the “grapevine”
Not as predictable nor as neatly designed as
those of the formal communication structure,
they are remarkably efficient at moving
information.
Essential human need for information.
Manager’s task is to make grapevine contribute
to the accomplishment of the organization’s
objectives.

38. Conflict
A state of open, often prolonged fighting
A state of disharmony between incompatible or
antithetical persons, ideas, or interests
One of the most common results of poor
communication.
Conflict is usually characterized as being either
interpersonal or intergroup.

39. Interpersonal conflict:
Conflict of two people, is often the result of
incompatible personalities or different values or
points or view.
Intergroup conflict:
conflict between groups of employees, often arises
because of competition over scarce resources.

40. Five types of handling conflict:
Avoiding
Compromisers: try to split differences down the
middle
Competing: enjoy conflict
Accommodators: almost always give in to
opposition
Collaborators: try to work to find a satisfactory
outcome for all parties.

41. Kind of outcome Negotiators seek:
Win-Lose Negotiators:
Want to take home the bacon. Their minds are totally
fixed on victory.
Lose-Win Negotiators:
Gain what they want by losing.
Passive negotiators

42. Kind of outcome Negotiators seek:
Lose-Lose Negotiators:
Can’t stand the thought of the other person’s
winning, but they don’t want to win, either.
Win-Win Negotiators:
Want both parties to the negotiation to walk away
with enough to show for his efforts for him to still be
friends and partners.

43. Negative effect:
Brings stress and diverts employees attention
The morale of employees suffer, as well as their
motivation to perform well.
Conflict between departments can cause groups
to close ranks and hamper cooperation.

44. Positive effect:
Can bring previously hidden problems to light so
that solutions may be sought.
Essential to innovation; innovation takes place
when different ideas, perceptions, and ways of
processing and judging information collide.”

45. New methods of directing in Modern
Organizations:
Modern managers have taken the three major
elements of directing—motivating, leading and
communicating– and have used them as the
foundations to help reshape modern
organization.

46. Participative management:
Participative management is both philosophy
and method for managing resources in an
environment in which employees are respected
and their contributions valued and utilized.
Centers on the belief that people at all levels of
an organization can develop genuine interest in
its success and can do more than merely
perform their assigned duties.

47. Elements of a “well managed” systems:
From Rosabeth Moss Kanters
A clearly assigned structure and involvement of
the appropriate line people
Assignment of meaningful and manageable
tasks with clear boundaries and parameters
A time frame, a set of accountability and
reporting relationships and standards that
groups must meet.

48. Elements of a “well managed” systems:
Information and training for participation
A mechanism for involving all those with a stake
in the issue, to avoid in the problems of power
and to ensure that those who have input or
interest a chance to get involved
A mechanism for providing visibility, recognition,
and rewards for team effort

49. Elements of a “well managed” systems:
Clearly understood processes for the information
of participative group ending and the transfer of
the learning from them.

50. Japanese management
Japanese enjoyed long term security
Great emphasis was placed on seniority
Japanese employers tended to treat their
employees in a paternalistic manner, showing
concern fro employees both off and on the job.
Imbuing employees with values, including
importance of teamwork, loyalty, and a sense of
family. Decision making was based on the
concept that change and new ideas should come
primarily from below.

51. Quality Circles:
Quality circle concept were originally designed to
deal with problems to product quality.
A quality circle is a group of employees (usually 7 to
15 people) from the same work area who meet
regularly and voluntarily to identify, solve, and
implement solutions to work-related problems.
The QC leader usually is a supervisor who is trained
by some one experienced in the QC process. The
leader trains the circle member

52. Quality Circles:
Ouchi’s Theory Z:
Job security and opportunity for advancement within
the organization to produce strong employee
commitment to organizational goals and purposes.
The use of group dynamics, particularly the quality
circle approach to high-quality products
Shrewd world market penetration
The adaptation of management principles and
techniques to the national culture

53. “ The basic philosophy underlying quality circles is
that quality awareness through participative
management can not only identify the problem
situations but can also assist management in
solving them. As Theory Y discipline, the quality
circle concept recognizes that people know their
jobs best and want to contribute to the success
of their company, if given the chance to do so.