Leadership & team management

1. Leadership & Team Management
Nature & importance of leadership
W1

2. Leadership & team Management
• Leader:
Leader is somebody whom people follow & who
guide others. “A person who has a vision, a drive &
commitment to achieve that vision & the skills to
make it happen.
• Manager:
Organizer of business: somebody who is
responsible for directing and controlling the work
and staff of a business, or of a department within it.

3. Cont.
LEADERSHIP:
Leadership is a process whereby an individual influences
a group of individuals to achieve a common goal.
• According to Koontz and O'Donnell, "Leadership is the
ability of a manager to induce subordinates (followers)
to work with confidence and zeal."
• According to George Terry, "Leadership is the activity of
influencing people to strive for mutual objectives."
• According to Peter Drucker, "Leadership is the shifting
of owns vision to higher sights, the raising of man's
performance to higher standards, the building of man's
personality beyond its normal limitations."

4. Cont.
Management:
“Management is the attainment of organizational
goals and objectives effectively and efficiently
through
• Planning,
• Organizing,
• Staffing,
• Leading or directing, and
• Controlling of Resource”.

5. Cont.
Organization:
• An organization is a combination of various
resources which are deliberately combined
together to achieve some common purpose.

6. ATTRIBUTES OF A GOOD MANGER
A good manager must have some basic skills like Technical skills,
Human skills, Conceptual skills and Analytical thinking.
1. TECHNICAL SKILLS:
• Technical skills comprise the knowledge and capabilities to
perform specialized tasks related to a specific field. Technical
skills are needed to actually get the work done; they are the
techniques, practices, tools, and processes needed by front-line
employees in the manager's functional area.

7. Cont.
2. Human Skills:
• Also called human relation skills, require communication
and attention to relationships with others.
3. Conceptual Skills:
• Conceptual skills allow a manager to visualize the entire
organization and work with ideas and the relationships
between abstract concepts and also to see the organization as a
whole.

8. Cont.
4. Analytical Thinking:
Analytical skill is the ability to visualize, articulate,
and solve both complex and uncomplicated
problems and concepts and make decisions that are
sensible and based on available information. Such
skills include demonstration of the ability to apply
logical thinking to gathering and analyzing
information, designing and testing solutions to
problems, and formulating plans.

9. Qualities of a Leader:
• Has Integrity: People have to believe that you are
pursuing your dream because it's the right thing
to do, not just because you are ego driven.
• Is a People person: Understands the differences
that make people unique and is able to use those
individual skills to achieve the goal.
• Is Positive: A leader encourages and rewards
people and makes you want to do it and do it
right. A leader is not a negative person and
doesn't waste time and effort telling everyone
what they're doing wrong.

10. Cont.
• The Ability to Communicate Effectively:
Leaders say what they mean & mean exactly
what they say. Effective communicators are far
more persuasive than those who don’t
communicate well.
• Courage: Fear is a powerful motivator; leaders
aren’t fearless leaders make a conscious
choice to act in spite of their fear to do the
right things.

11. Leader vs manager
• Innovator
• Ensures trust and
results
• Asks about what and
why
• Provides solutions
• Makes followers
• Produces change and
movement
• Administrator
• Controls and authority
• Asks about how and
when
• Makes strategies
• Looks for subordinates
• Creates order and
consistency

12. Characteristics of Leadership:
1.Involves guiding and motivating:
Leadership is a managerial process of guiding and
motivating the subordinates for achieving organizational
goals/objectives. For motivating, communicating is
necessary. Leadership is described as an art of influencing
and inspiring subordinates to perform their duties
efficiently.
2.Needs subordinates and common interests:
It pre-supposes the existence of subordinates. There must
be common interest for the leader and his followers due
to which they cooperate and participate for achieving
common objectives.

13. Cont.
3.Promotes interest in the work:
The purpose of leadership is to influence, motivate
and encourage subordinates to take active interest
in the work assigned and give the best results.
4.Needs support from all:
The leader must recognize the presence of all
employees irrespective of their position. The leader
cannot become successful unless he obtains
support from all.

14. Cont.
5.Influences subordinates through personal qualities:
A leader understands the problems of his subordinates
and influences them by his personal qualities.
6.Dynamic and continuous process:
Leadership is a dynamic and continuous process. It is a
regular activity of guiding and motivating subordinates
for improving their performance and contribution
towards organizational objectives.
7.Leadership is situational:
An ideal leadership is always situational. A leader has to
study the prevailing situation and provide appropriate
leadership to his subordinates.

15. Cont.
8.Assumes obligation: A leader always inspires followers. In the event of failure, he
does not shift the responsibility to his subordinates but accepts his personal
weaknesses in performance. A leader leads by setting good example.
9.Needs interaction with followers: The objective of the leader and his subordinates
should be the same. If the leader attempts for one purpose and his subordinates for
some other purpose, it is no leadership. Their interest must be identical.
10.Achievement of objectives: The success of a leader largely depends on his ability
to achieve organizational objectives. When a leader fails to attain the objectives, he is
of no utility to the management.

16. Difference b/w MANAGEMENT & LEADERSHIP:
Major activities of management and leadership are played out differently but
both are essential for an organization to prosper.

17. Leadership styles
The three major styles of leadership are:
 Authoritarian or autocratic - ‘Boss’
 Participative or democratic - ‘Teamwork’
 Delegative or Free Reign - ‘Multidisciplined’
Although good leaders use all three styles, with one
of them normally dominant, bad leaders tend to stick
with one style.

18. Cont.
1. Authoritarian (autocratic):
“I want both of you to...”
 This style is used when leaders tell their employees what they want
done and how, without getting the advice of their team.
It can be used when you have all the information to solve the problem,
you are short on time, and your employees are well motivated.
 Some people think of this style as yelling, using bossy language and
threats and abusing their power.
This is not the authoritarian style, it is an abusive, unprofessional style
called bossing people around. It has no place in a leader's work.
 The authoritarian style should normally only be used on rare occasions.
If you have the time and want to gain more commitment and motivation
from your employees, then you should use the participative style.

19. Cont.
2. Participative (democratic):
“Let's work together to solve this…”
 This style involves the leader including one or more employees in
decision making (decide what to do and how to do it). However,
the leader maintains the final decision-making authority.
Using this style is not a sign of weakness, rather it is a sign of
strength that your employees will respect.
 This is best used when you have part of the information, and
your employees have other parts. A leader is not expected to
know everything -- this is why you employ knowledgeable and
skilful employees.
 Using this style is of mutual benefit -- it allows them to become
part of the team and allows you to make better decisions.

20. Cont.
3. Laissez Faire (free reign):
“You two take care of the problem while I go…”
 In this style, the leader allows the employees to make the
decisions. However, the leader is still responsible for the
decisions that are made.
This is used when employees are able to see the situation and
what needs to be done and how to do it. You cannot do
everything! You must set priorities and give out certain tasks.
 This is not a style to use so that you can blame others when
things go wrong, rather this is a style to be used when you fully
trust and have confidence in the people below you. Do not be
afraid to use it, however, use it wisely!

21. Cont.
A good leader uses all three styles - depends on the situation and the
ability of followers and leader.
Some examples include:
 Authoritarian style - new employee learning the job. The leader is
competent and a good coach. The employee is motivated to learn. The
situation is new for the employee.
 Participative style - 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.
 Delegative style - a worker who knows more about the job than you.
The employee needs to ‘own’ her job. Also, you might need to be doing
other things.
 Use all three: Tell your employees that a procedure is not working
correctly and a new one must be established (authoritarian). Ask for
their ideas on creating a new procedure (participative). Give tasks in
order to implement the new procedure (delegative).

22. Things that decide the style to use include:
• How much time you have.
• Are relationships based on respect and trust or on
disrespect?
• Who has the information - you, your employees, or both?
• How well your team is trained and how well you know
the task.
• Internal conflicts.
• Stress levels.
• Type of task. Is it structured, unstructured, complicated,
or simple?
• Laws or procedures (such as safety or training plans).