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- 2. Preview Leadership Leadership Theory Leadership Styles Leadersin some situational case Conclusion
- 3. What is leadership? Influencingpeople Commanding people Guiding people Leading people
- 4. LEADERSHIP DEFN… The abilityto influence a group toward the achievement of a vision or set of goals.
- 6. Leadership Theories Situational LeadershipModel (Hersey and Blanchard) - Focuses on amount of guidance given - Relationship oriented behavior - Readiness level of individuals to perform tasks - Forms 4 possible leadership styles - Appropriate style depends on subordinate readiness combined with leader’s view of performance
- 8. Situational Leadership S1 SUPPORTIVEBEHAVIOR DIRECTIVE BEHAVIORlow high high -High Task Directive - High Relationship Supportive Behavior S2 - Low Task Directive - High Supportive Relationship Behavior S3 S4 - High Task Directive - Low Supportive Relationship Behavior - Low Task Directive - Low Supportive Relationship Behavior FOLLOWER DEVELOPMENT READINESS D4 D3 D2 D1
- 9. Situational Approach Description Focuses on leadership in situations Emphasizes adapting style - different situations demand different kinds of leadership Used extensively in organizational leadership training and development Perspective “Leaders match their style to the competence and commitment of subordinates”
- 10. Selecting a Style Some people are motivated by reward . Some people are motivated by punishment. Social systems work best with a chain of command. When people have agreed to do a job, a part of the deal is that they cede authority to their leader.
- 11. Leadership style- the behavior pattern of an individual who attempts to influence others It includes both: Directive (task) behaviors Supportive (relationship) behaviors Definition Leadership Styles
- 12. Leadership Styles, cont’d. DimensionDefinitions Directive behaviors - Help group members in goal achievement via one-way communication through: Giving directions Establishing goals & how to achieve them Methods of evaluation & time lines Defining roles
- 13. Leadership Styles, cont’d. DimensionDefinitions Supportive behaviors - Assist group members via two-way communication in feeling comfortable with themselves, co- workers, and situation Asking for input Problem solving Praising; listening
- 14. S1 - DirectingStyle Leader focuses communication on goal achievement Spends LESS time using supportive behaviors High Directive Low Supportive S 1
- 15. S2 - CoachingStyle Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs Requires leader involvement through encouragement and soliciting subordinate input High Directive High Supportive S 2
- 16. S3 - SupportingStyle Leader does NOT focus solely on goals; rather the leader uses supportive behaviors to bring out employee skills in accomplishing the task Leader delegates day-to-day decision-making control, but is available to facilitate problem solving High Supportive Low Directive S 3
- 17. S4 - DelegatingStyle Leader offers LESS task input and social support; facilitates subordinates’ confidence and motivation in relation to the task Leader lessens involvement in planning, control of details, and goal clarification Gives subordinates control and refrains from intervention and unneeded social support Low Supportive Low Directive S 4
- 18. Leadership Styles Autocratic(Authoritarian) Bureaucratic Democratic Coercive Transactional Transformational Laissez-Faire
- 19. Autocratic (Authoritarian) Managerretains power (classical approach) Manager is decision- making authority Manager does not consult employees for input Subordinates expected to obey orders without explanations Motivation provided through structured rewards and punishments
- 20. Bureaucratic Manager manages“by the book¨ Everything must be done according to procedure or policy If it isn’t covered by the book, the manager refers to the next level above him or her Police officer more than leader
- 21. Democratic Often referredto as participative style Keeps employees informed Shares decision making and problem solving responsibilities “Coach” who has the final say, but… Gathers information from staff members before making decisions
- 22. Coercive Power froma person’s authority to punish Most obvious types of power a leader has. Good leaders use coercive power only as a last resort: In today’s sophisticated and complex workplace, excessive use of coercive power unleashes unpredictable and destabilizing forces which can ultimately undermine the leader using it. You’re Fired!
- 23. Transactional Motivate followersby appealing to their own self-interest Motivate by the exchange process. Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards. Encourage leader to adapt their style and behavior to meet expectations of followers
- 24. Transformational Charismatic andvisionary Inspire followers to transcend their self- interest for the organization Appeal to followers' ideals and values Inspire followers to think about problems in new or different ways Common strategies used to influence followers include vision and framing (Comment by President John Adams about George Washington)
- 25. Laissez-Faire Also knownas the “hands-off¨ style Little or no direction Gives followers as much freedom as possible All authority or power is given to the followers Followers must determine goals, make decisions, and resolve problems on their own.
- 26. LEADER IN SOMESITUATION Political Situation Emergency Situation Bad Situation Good Situation Struggling situation Spiritual
- 27. CONCLUSION Leadership is differfrom person to person and situation to situation. It depend persons mentality activity. It is created from person own desire. A literacy people can’t be a good leader. For a Successful leader no need to require a good educational qualification Require presence of mind.