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Leadership
The document discusses various leadership theories and styles, including Max Weber's types of authority: traditional, charismatic, and legal-rational leadership. It emphasizes the importance of adapting leadership styles to fit the situation and the competence level of followers, as outlined in situational leadership theory. The text concludes by discussing trait theory, noting both its advantages and limitations in assessing effective leadership traits.
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Leadership
- 1. INSTITUTE OF HUMANRESOURCE ADVANCEMENT UNIVERSITY OF COLOMBO Masters Degree in Human Resource Management – Course No. 05 / Batch I
- 4. DEFINITION : • Theability to influence the behavior of an individual or a group with the purpose of achieving goals of a particular organization. • The process of directing and influencing job related activities of group members.
- 5. MAX WEBER’S THEORYOF LEADERSHIP Traditional Leadership Charismatic Leadership Legal (Rational) Leadership
- 6. GENERAL MANAGER (MARKETING)OF DSI GROUP OF COMPANIES ASST. PRESIDENT (SLIM)
- 7. leader isa dealer in hope NAPOLEAN BONAPART French Military and Political leader
- 8. PETER DRUKER American ManagementConsulter Leadershipis lifting a person’s vision to high sight , the raising of a person’s performance to higher standard, The building of personality beyond its normal limitation.
- 9. LAO TZE was aphilosopher and poet of ancient China A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves
- 10. GROUP PRESENTATION • Threetype of authority proposed by Max Weber • Using leadership power • Contingency approaches • Situational approach • Leadership trait
- 11. Three types ofauthority proposed by Max Weber 1. Traditional leadership 2. Charismatic leadership 3. Legal Rational leadership
- 12. How do youexplain the Traditional leadership Traditional leader ship is very strong leader ship style with some basic characteristic like • Men dominate style • Rule over others with out question • Handed down from past • Given legitimacy by custom
- 13. Is Traditional leadershipapplicable for present business environment Really in my point of views : Present competitive business world it is not practicable, But it would be true that traditional leadership is much applicable for military or religious frameworks which has strong hierarchy and clear orders.
- 14. Do you haveany experience on that Indeed, Not in business life but in privet life. That is form My mother. She was very strong lady who dose not change here words
- 15. How do youdescribe charismatic leadership • Charismatic leader is a real leader among the leaders. • He has very balance mind about his fellows and vision. • He enrich with very specific characteristics: • Stimulation to do creative works • Self confidence • Imaginative ability • Strong ability to convince his thought • Every time mingle with subordinate • Take risks
- 16. Are charismatic leadersborn or made? Your idea In my perception , it is very difficult to give an answer; because During my carrier I have witness there are some born talent leaders And there some leaders who have developed their skills in mid of their age
- 17. To achieve organizationalgoals could we apply charismatic leadership styl Indeed, It could be. Because the leader how has good charisma, He has power to convince his idea, his thoughts to the people under him and get the works done To reach his targets.
- 18. If we concernabout the commercial and industrial organizational 'Is it possible to see the charismatic leadership' Really it not charismatic style, but I could say that it is a combination of Leadership styles. Because all commercial organizations are profit oriented organization. Some how they need cover the give targets. So leaders are compelled to practice deferent styles.
- 19. Do you thinkboss centered leader is coursed to reduce the efficiency of organization. No Boss centered leader ship consist many advantage like: Quick decision making Streamlined work process Absolute control Close supervision
- 20. According to youviews, What are the advantages of subordinate centered leadership It has many advantage • It consist highly motivated employees • Employees are energetic • Employees have self confidence • Job satisfaction level usually rise • New innovation will be introduced • Managers are mentally free to implement more development projects • And also Employees believe they have a "say" in decision-making and workplace efficiency
- 21. What is theuse of contingency theory for the organization Really it is very important. To achieve expected organizational goals With in the given time period , it should be annualized employees Capabilities, skill, competencies and motivations then leader should Suggest his leadership style accordingly. That helps organization to achieve their goals effectively efficiently.
- 22. Do you practicecontingency theory leader ship Nothing much deferent from theory. For example, I evaluate newly Joined staff members every day and I will give them advices and guidance Until I satisfied, but I evaluate senior members every two weeks. Managers will be evaluated in every month.
- 24. SITUATIONAL LEADERSHIP THEORY Itwas developed in the late 1960’s by Dr. Ken Blanchard and Dr. Paul Hersey. It focuses in Leadership in Situations. Other name is “Life Cycle Theory of Leadership” Different Situations demand different kinds of Leadership.
- 25. DIRECTIVE & TASKBEHAVIOUR SUPPORTIVE/ RELATIONSHIP BEHAVIOUR
- 26. LEADERSHIP VARIABLES •Follower •Boss •Associates /Peers •Organization •Job Demands •Time
- 27.
- 28. SUBORDINATES’ DEVELOPMENT LEVEL Ability (Competence) : Knowledge, Experience and Skills Willingness (Commitment) : Motivation and Commitment
- 29. DEVELOPMENT LEVEL ISTASK SPECIFIC….. ☺ D 1 - E N T H U S I A S T I C B E G I N N E R L O W C O M P E T E N C E , H I G H C O M M I T M E N T ☺ D 2 - D I S I L L U S I O N E D L E A R N E R S O M E C O M P E T E N C E , L O W C O M M I T M E N T ☺ D 3 – R E L U C T A N T C O N T R I B U T O R M O D E R A T E T O H I G H C O M P E T E N C E , V A R I A B L E C O M M I T M E N T ☺ D 4 – P E A K P E R F O R M E R H I G H C O M P E T E N C E , H I G H C O M M I T M E N T
- 30.
- 31. ‘‘YOUR COMPANY HASHIRED NEW STAFF FOR YOUR DEPARTMENT; THEY HAVE NO IDEA HOW TO DO THE TASK BUT ARE WILLING TO LEARN. WHAT DO YOU DO AS A LEADER?’’
- 32. ‘‘AS A LEADERYOU NOTICE ONE OF YOUR STAFF IN RECEPTION AREA IS EXCELLENT IN CHECKING- IN AND OUT OF GUEST AND YOU ALWAYS LEAVE HIM TO DO THE WORK, BUT WHEN IT COMES TO PROBLEM SOLVING HE DOESN’T KNOW HOW TO HANDLE IT WELL. WHAT WOULD YOU DO?’’
- 33. ‘‘MEMBERS OF YOURTEAM ARE UNABLE TO SOLVE A PROBLEM THEMSELVES. IN THE PAST YOU HAVE NORMALLY LEFT THEM ALONE AS GROUP PERFORMANCE AND INTERPERSONAL RELATIONSHIPS HAVE BEEN GOOD. WHAT KIND OF LEADERSHIP STYLE IS BEST WHEN MATCHED TO THIS GROUP?’’
- 34. ‘‘AS A LEADERYOU NOTICE A GROUP OF FOLLOWERS OPERATING EXTREMELY WELL ON GIVEN TASK, THEY GET ALONG TOGETHER AND DELIVER THE BEST. YOU WANT TO INSURE THAT THIS CONTINUES, WHAT DO YOU DO?’’
- 35. “DIFFERENT STROKES FORDIFFERENT FOLKS”
- 36. FIVE STEPS TOTRAINING WINNERS Tell them what you want to do Show them what you want to do Let them Try – There is some risk Observe Performance – Focus on the Positive Manage the Consequences
- 37. THE LEADER’S GOAL BUILDYOUR FOLLOWER’S DEVELOPMENT LEVEL SO YOU CAN START USING LESS TIME- CONSUMING STYLES (S3 AND S4) AND GET HIGH QUALITY
- 38. THERE IS NOBEST LEADERSHIP STYLE. THE BEST STYLE IS A MATCH
- 39. “SITUATIONAL LEADERSHIP IS NOT SOMETHINGYOU DO TO PEOPLE BUT SOMETHING YOU DO WITH PEOPLE”
- 40. THANK YOU FORYOUR KIND RESPONSE.
- 41.
- 42. SEQUENCE 1. INTRODUCTION 2. CHARACTERISTICSOF TRAITS LEADERSHIP a. INTELLIGENCE b. TALKING RESPONSIBILITY c. SELF CONFIDENCE d. HUMAN RELATION SKILL e. LOYALTY f. GETTING THING DONE FROM THE OTHERS g. TEAM WORK
- 43. h. ABILITY OFCONTROL OTHER i. ABILITY TO KEEP TRUST j. COMMUNICATION SKILLS 3. ADVANTAGES OF TRAIT THEORY 4. LIMITATION OF TRAIT THEORY 5. CONCLUSION
- 44. 1. INTRODUCTION Traits arethe distinguishing personnel characteristics. Traits theory basically states that leaders are born with certain character traits. Traits theories that consider personality, social, physical or intellectual. Traits theorist refers to people. Mr Somawansha was the born leader.
- 45. 2. CHARACTERISTICS OFTRAITS LEADERSHIP a. Intelligence • Since background • Change his background • He doesn’t know how to do the sales • He learnt and he was qualified • He joint as Sales Trainee • He took this place with his 75% experience
- 46. b. Taking responsibility preparingbusiness planning for further without knowing many thing and uncontrollable Plan should be strategic and plan with responsibilities. c. Self confidence
- 47. d. Human relationskill e. Loyalty f. Getting thing done from the others g. Team work Ability of control other i. Ability to keep trust j. Communication skills
- 48. FACTOR MR SOMAWANSHA MR DHARANA MY CHARITH EKANAYAKE OBSERVER MARKS INTELLIGENC E 0808 08 TAKING RESPOSIBILIT Y 10 10 07 SELF CONFIDENCE 10 10 07 HUMAN RELATION SKILL 10 10 07 LOYALITY 10 10 07 GETTING THING FROM OTHERS 10 10 08 TEAM WORK 10 10 08 ABLITY OF CONTROL 10 10 07 ABILITY TO KEEP TRUST 10 10 08
- 49. 3.ADVANTAGES OF TRAITTHEORY 1. It is naturally good theory 2. This is foundation and basis of the theory 3. It serves as a measurement against which the leadership traits of an individual can assessed. 4. It gives a details knowledge and understanding of the leader element in the leadership.
- 50. 4.LIMITATION OF TRAITTHEORY 1. The list of possible traits tends to be very long. 2. The theory is very complex. 3. Traits predicted behavior better in “weak” than “strong” situation. 4. There is also a disagreement over which traits are the most important for an effective leader.
- 51. 5.CONCLUSION I believe thatMr Somawansa is an effective leader. He is good at leading in his career. Due to changing his back ground he change the path of the company. We definitely need to identify our own traits
Editor's Notes
- #26 Clearly Telling People What to do How to do it Where to do it When to do it And closely supervising their Performance.
- #28 Scenario 1 - Mr. Shevin (Mgr.- Marketing & Communications) has just been hired by the marketing dept. of DSI Group that specializes in producing ads for corporate clients which are published in Sunday NewsPapers. Shevin just graduated from University and has no experience related to producing print ads. He’s been tasked with creating an ad layout on newly introduced children’s footwear for both kids and teenagers to be placed in next week’s ad. He’s very eager to learn and contribute anyway he can. A) Take a moment and identify the level of development Shevin is at. Mr. Somawansa said that he was able to identify Shevin’s development level as D1 . B) What leadership style (quadrant in the model) is appropriate to apply for this individual? Why? He said that Shevin is a “Enthusiastic Beginner”. This interprets Mr. Somawansa’s diagnosis skill. C) What tools/techniques could be utilized to put the model in action? He described that most appropriate Leadership Style for Shevin is S1 – that is “Directing”. So he has done that by closely supervise the guy and provide guidance to complete the task.
- #29 Scenario 2 – Dharana (Mgr.-Marketing & Communication) is a new employee in the Marketing Department at DSI Group. Mr. Somawansa said that Mr. Dharana has been assigned to assist in the implementation of new marketing project of the Group. Dharana isn’t not sure where to begin but has participated in and conducted several marketing projects when he was a intern at the other Group of companies. Take a moment and identify the level of development Dharana is at. Mr. Somawansa said that he has identified Dharana’s development level as D2 (Disillusioned Learner). (He is at an intermediate level of development while he’s new to the company he’s not necessarily new to the above task. Mr. S told “He is at the D2 Level.”) B) What leadership style is appropriate to apply for this individual? Why? Based on his Development Level, the appropriate leadership style is “Coaching”, he said. Since he’s not sure where to start and may lack confidence, encouragement from leadership would assist with making him effective. C) What tools/techniques could be utilized to put the model in action? Dharana’s lack of experience,/competence is implied based on his hesitation to begin the task. Here I would likely provide ideas on where to start the task and provide direction through task completion. In addition, I would provide encouragement, Mr. S says.
- #30 Scenario 3 – Mr. Tharaka (Software Engineer) has over 10 years experience in creating and designing web pages. He’s just been tasked to create a new Home Page for his department. He has no problem working independently and gets started right away. Take a moment and identify the level of development Tharaka is at. Mr. Somawansa said that he has identified Tharaka’s development level as D4 (Peak Performer or Self Reliant Achiever). (Tharaka is at the highest level of development stage in the Model.) B) What leadership style is appropriate to apply for this individual? Why? The most appropriate leadership style is “Delegating”, he said. C) What tools/techniques could be utilized to put the model in action? Tharaka may already have a rapport with his Leader and here the biggest thing is just recognizing that he’s at the highest level of development, so from a leadership standpoint this resource does not need much support or direction, Mr. Somawansa stated. Scenario 4 – Mr. Charitha (Brand Executive) of DSI Group has been working in the Marketing Field for around two years. He’s constantly asked to share his knowledge but is often reserved. He’s just been tasked with designing a Brand Manual for newly launched international market in Singapore. He begins to work on the manual sparingly but often needs encouragement to continue. The level of development Charith is at : D3 (Reluctant Contributor/ Capable but Cautious Performer) Charith has significant experience, but is not interested in the task. Leadership Style: Most appropriate leadership style in this case would be the Supporting approach. What tools/techniques could be utilized to put the model in action? In this case Charith already has the knowledge needed to do the task. The component he doesn’t have is the motivation / commitment to get the task done. Therefore Charith needs “cheerleading” and recognition, Mr. S stated. Further Mr. S. said that he is using all 03 skills i.e., Diagnosis, Flexibility and Partnering for Performance and mapping Leadership Style to Development Level of Followers.
- #31 Summary of S.L.M. Effective leaders are flexible and adjust their style to meet situations and followers’ needs. Responding to follower’s needs is the surest way to achieve effectiveness and success. SLM applies not only to business situations but also to all international relationships. As follower become more self-reliant and competent, leaders become more hands-off and delegate more decision-making responsibility. Remember that leadership style is defined by the perceptions of others. Leaders can perform self-assessments for determine not only the needs of their followers but also to determine their dominate leadership styles. Base assessment of ability upon proven performance results, not on what think followers know or should know. Inflexible leaders only use one leadership style and are ineffective in situations that require using any of the other 03 styles. SLM has applications beyond managerial leadership training.
- #38 There is a saying that Mr. Rohan Somawansa uses around here. It is “Think”, “Feel”, “DO”
- #40 The situational leadership theory,is a leadership theory developed by Paul Hersey, professor and author of the book Situational Leader, and Ken Blanchard, leadership guru and author of The One Minute Manager, while working on the first edition of Management of Organizational Behavior (now in its 10th edition).[1] The theory was first introduced as "Life Cycle Theory of Leadership".[2] During the mid-1970s, "Life Cycle Theory of Leadership" was renamed "Situational Leadership theory".[3] In the late 1970s/early 1980s, the authors both developed their own models using the situational leadership theory; Hersey - Situational Leadership Model and Blanchard et al. Situational Leadership II Model.[4] The fundamental underpinning of the situational leadership theory is that there is no single "best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity ("the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task") of the individual or group they are attempting to lead or influence. Effective leadership varies, not only with the person or group that is being influenced, but it also depends on the task, job or function that needs to be accomplished.[5] The Hersey-Blanchard Situational Leadership Model rests on two fundamental concepts; leadership style and the individual or group's maturity level. Three Skills of a Situational Leader: Goal Setting : Aligning on what needs to be done, when. Diagnosing : Collaboratively assessing an individual’s competence and commitment on a specific goal or task. Matching : Using a variety of leadership styles, comfortably to provide individual’s with what they need.