powerpoint regarding leadershio and conflict management

2. WELCOME…….

3. LEADERSHIP
&
CONFLICT
ASEEM.B,
MSc N, MBA(HM),PGDHA
Thiruvananthapuram

4. ASEEM.B,
MSc N, MBA(HM),PGDHA
Assistant Professor,
CACEE, Kerala University
Thiruvananthapuram

5. LEADER……

10. Our great Leaders

12. What is leadership?
Leading people
Influencing people
Commanding people
Guiding people

13. Definition
Leadership is a process of influencing other to
attain goals.
(Littlefield)
Leadership is the ability to inspire and influence
others to the attainment of goals through formal
and informal procedures.
Leadership is the ability to influence the behavior
of others towards the achievement of a mutually
established goal.

16. Characteristics of a good leader
• Vision
• Passionate
• Wise
• Compassion
• Charismatic
• Good communication
• Persistant
• Integrity
• Courageous
• Discipline

20. Leadership traits
• L - listener, lovable
• E - energetic, effective
• A - alert, assertive
• D - determination or diligence
• E - empathy, eagerness
• R - responsible, realistic
• S - self respect, self control
• H - honesty, high hopes
• I - interest, impartial
• P -patience

22. Leadership traits
• T - tolerance
• R - readiness to listen
• A - ability to make decisions
• I - intelligent
• T - trustworthiness
• S - sincere

24. Types of leadership
• Formal leadership : There will be a approved
position
• Informal leadership : in this there will be no
official or appointed to act but is able to
persuade and influence others.
• Congruent leadership : it focuses on a
particular individual or close knit group,
performing a particular task.
• Transforming leadership : leader to direct his
energies outwards rather than inwards.

26. Styles of leadership
• AUTOCRATIC LEADERSHIP
• PARTICIPATIVE OR DEMOCRATIC
STYLE
• LAISSEZ FAIRE
• TRANSFORMATIONAL LEADERS
• BUREAUCRATIC LEADERSHIP

27. AUTOCRATIC LEADERSHIP
I want both of you

28. Autocratic leadership
• Autocratic leadership : Authoritarian leadership is a
classical leadership
• They seeks to have the most authority and control in
decision making
• They retain responsibility rather than utilize complete
delegation
• It is seen as an old fashioned technique
• Consultation with other colleagues in minimal and
decision making becomes a solitary process.

29. Advantages
• Where the managers ultimately has significant legal and
personal responsibility for a project
• it will comfort them and reduce their stress levels
• The oversight an autocratic manager exerts over a team
improves their speed and makes them less likely to slack.
• Having one leader with heavy involvement in many areas
make sit more likely those problems are spotted in
advance and deadlines are met
• When only one person makes decisions with minimal
consultation, decisions are made quicker, which will
allow the management team to respond quickly.

30. Disadvantages
• While leading autocratically will enable faster
decisions to be made in the short term which will
lead to poorer decisions and productivity in the
long run.
• Taking as much as responsibility and involvement
as possible, an autocratic leader naturally works
at their fullest capacity, on long term which can
lead to stress and health problem and damage
the working relationship with colleagues.

31. PARTICIPATIVE OR
DEMOCRATIC STYLE
• This style involves the leader including one or
more employees in the decision making
process, determining - what to do and how to
do it
• This style promotes the sharing of
responsibility, the exercise of delegation of
continual consultation.
• Leader shows greater concern for his
subordinates

32. Democratic : Let’s work together to solve
this

33. • The manager seeks consultation on all major
issues and decisions
• Manager effectively delegates the task to
subordinates and give them the full control and
responsibility
• However the leader is the final decision
making authority.

34. • Using this style is not a weakness, rather it is a
sign of strength that the employees will respect
• A leader is not expected to know everything –
that is why knowledgeable and skillful
employees are employed
• The leader welcomes feedback on the results of
initiatives and work environment
• Employees are encouraged to develop
leadership qualities in them

35. advantages
• Junior employees are given fair amount of
responsibility and are allowed to challenge
themselves.
• They are motivated to work and enjoy what they
do
• The process of consultation and feedback results
in better decision making and more effective
operations.
• It reduces interconflict and tensions
• The company will experience lower rates of
employee turnover

36. Disadvantages
• Seeking consultation over every decision can
lead to a process very slow
• Many managers simply pretend to follow a
democratic leadership style
• Employees are quick to realize when their
ideas are not actually valued

38. Delegative leadership style
• It is also known as free reign or laissez faire.
Laissez faire – the French word means “leave it be”
or non interference in the affairs of others.
• Its used to describe the leaders who leave their team
members to work on their own
• This can be effective if the leader monitors what is
being achieved and communicates this back to the
team regularly
• This is effective when every team members are very
experienced and skilled self starters
29/06/2014 ASEEM.B, MSc N MBA PGDHA

39. Laissez faire :You two take care of the
problem while I go

40. • No control and leader gives complete freedom
to his subordinates
• Group member performs everything and the
manager usually maintains contact with
outside persons to bring information and
materials.

41. Disadvantages
• Confusion and chaos
• Conflict and indiscipline
• Lack of cooperation
• Poor performance of work

42. • A good leader uses all three styles, depending on
what forces are involved between the followers,
the leader, and the situation. Some examples
include
• Using an authoritarian style on a new employee
who is just learning the job. The leader is
competent and a good coach. The employee is
motivated to learn a new skill. The situation is a
new environment for the employee

43. • Using a participative style with a team of workers
who know their job. The leader knows the
problem, but does not have all the information.
The employees know their jobs and want to
become part of the team
• Using a delegative style with a worker who
knows more about the job than you. You cannot
do everything and the employee needs to take
ownership of her job! In addition, this allows you
to be at other places, doing other things.

44. • Using all three: Telling your employees that a
procedure is not working correctly and a new
one must be established (authoritarian).
Asking for their ideas and input on creating a
new procedure (participative). Delegating
tasks in order to implement the new
procedure (laissez faire).

45. Transformational leadership
• Leader motivates the followers to perform to
their full potential over time by influencing a
change in perceptions
These leaders use:
• Charisma (personal attractiveness that enables
you to influence others)
• Provide individualized consideration
• Intellectual stimulation to produce greater effort
• Effectiveness

47. Bureaucratic leadership
• It is concerned with ensuring workers follow
rules and procedures accurately and
consistently
• Leaders expect an employ to display a formal
attitude in the work place and between each
other
• leaders suffer from “position power”.

48. Leadership in nursing

50. LEADERSHIP ROLES
• Advocacy : Helping others to grow and self actualize &
creating culture
• Authority : Empowerment of subordinates
• Career development : Planned system for career
development, long term coaching
• Conflict management : Minimizes conflict, negotiations
• Delegation : Delegate task & authority, Willingness to
support & encourage, subordinates in carrying out task
• Discipline and Decision making : Individual
differences should be appreciated

57. Situational theory
• How a manager will perform in a particular
situation
• It is the relationship between the task and
relationship

62. Conflict

63. Conflict
• The process in which one party perceives that
its interests are being opposed or negatively
affected by another party
• Conflict is a disagreement about something of
importance to each person involved.
• Ability to resolve conflict is an important part
of change management.
• Conflict is not necessarily bad.

64. Sources of conflict
• Allocation/availability of resources
• Personality differences
• Differences in values
• Internal/external pressures
• Cultural differences
• Competition
• Differences in goals
• Issues of personal/professional control
29/06/2014 ASEEM.B, MSc N MBA PGDHA

65. Types of Conflict
• Intrapersonal (Conflict within a
group or team)
• Interpersonal (Conflict between individuals due to
differences in their goals or values)
• Organizational (Conflict that arises across
organizations)
29/06/2014 ASEEM.B, MSc N MBA PGDHA

66. STYLES

67. Sources of conflict
29/06/2014 ASEEM.B, MSc N MBA PGDHA

68. Approaches to Conflict Resolution
• Avoiding
• Accommodating
• Competing
• Compromising
• Collaborating
• Negotiating
• Confronting
• Open, honest communication
• Private, relaxed, comfortable setting for
discussion
• Expectation of compliance to results by
both sides
29/06/2014 ASEEM.B, MSc N MBA PGDHA

69. Roles of Leaders and Managers in
Conflict Resolution
• Model conflict resolution behaviors.
• Lessen perceptual differences of parties.
• Assist parties to identify resolution techniques.
• Create environment conducive to conflict
resolution.
• If conflict cannot be resolved, minimize or
lessen perceptions of conflicting parties.
29/06/2014 ASEEM.B, MSc N MBA PGDHA

70. Questions?
29/06/2014 ASEEM.B, MSc N MBA PGDHA