The sales manager blamed the sales staff for low sales figures and threatened to replace underperforming staff. A newly recruited former Sri Lankan cricketer supported the manager's argument that underperforming players on a cricket team would be replaced. However, the cricketer added that if the entire team fails continuously, the captain and coach would also be replaced, implying that the manager was ultimately responsible for leading the team's poor performance. The document then discusses various models and theories of leadership.

1. Leaders ! a rare species

2. Selling and Cricket During a sales meeting the Sales Manager was blaming the staff for their dismally low sales figures. “ If you cannot do the job, perhaps leave the job, as there are other sales people out there who could jump and take your job as we have a fantastic range of products backed by a fine promotional programme”

3. You have continuously failed for the last few years to achieve a modest level of the target given. Pointing at a newly recruited former Sri Lankan Cricketer, The Manager said” If a cricket team is not winning what happens? The cricketer said “Sir, the players will be dropped and replaced” “That’s right . That is what I am trying to convince you all Then there was silence and the cricketer raised his hand and said “ May I add something Sir”

4. “ Yes of course” The manager thought that he is going to add some more to support his argument. The cricketer said” But Sir, if the whole Team fails for a continuous period of time, then the Captain will be changed and even then the team fails, ultimately the coach also will be changed” The Managers face became red and he realised that it was directed at him.. What it says is finally almost everything rises and falls on the manager/ leadership.

5. Leadership can be taught There are born leaders but to stay on top they also need to develop the natural leadership characteristics that they are born with Most of the leaders does not fall into born leader category The characteristics that are raw materials to leadership can be acquired All what you need is desire to become a leader and take action towards it

6. Leadership and Management Management is the process of assuring that the program and objectives of the orgnisation are implemented Leadership on the other hand has to do with casting vision and motivating people People do not want to be “managed” instead they want to be lead.

7. Have you ever heard of “World managers” instead of world leaders “Religious managers” instead of religious leaders “Community managers” of instead of community leaders Yes they lead, they do not manage

8. However, Good managers are Good leaders- they are called “leader managers” Leader managers are strategic thinkers who see beyond the days crisis Leader managers have wider approach and constantly reach beyond their specific areas Leader managers put heavy emphasis on vision, mission, values and motivation

9. Leading to leadership…. Knowing how to do a job is accomplishment of labour Showing others how to do is the accomplishment of a teacher Making sure that the work is done by others is the accomplishment of a manager Inspiring others to do better work is the accomplishment of a leader

10. Then what is leadership? Leadership determines the level of your success and the success of those work around you Everyone here lead in some areas, and also be led in some areas by others Leadership is nothing but the ability to influence others to follow you

11. Everybody wants to become a leader So much have been studied on leadership- Lets check how Prof. Ricky Griffin of Texas A& M University analyses about various models of leadership Trait Model- Personal, psychological and physical characteristics of a leader such as intelligence, assertivness,above average height, good vocabulary, attractiveness, self confidence and simillar attributes. There were so many studies in finding out leadership attributes, but studies were disappointing as researchers could not find a common list of traits for all leaders as there were many eceptional traits in many leaders. Therefore a long list was compiled and it was not of practical importance. However, many adopt trait orientation to identify leadewrs. Especially politicians are elected on their traits such as speaking ability, physical appearance, attractiveness, intelligence etc.

12. Behavioral Model- As a result of difficulty or lack of success in identifying leaders through traits, researchers started investigating other variable, especially the behaviors or actions of leaders. Michigan studies – Rensis Likert of Michigan University of the USA after having extensive interviews with leaders and followers identified two basic forms of leaders behavior. That is Job centered and employee centered leadership behavior Job Centered – pays close attention to subordinates work, explain work proceedures, and keenly in performance Employee Centered- interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs. Concern is welfare of subordinates.

13. Ohio Studies – At the same time that Likert was doing his leadership studies, a group of researchers at Ohio State University of USA also did studies on leadership. They also suggested that there are two leadership behaviors or styles. Initiating- structure behavior (Leader clearly defines the leader subordinate roles, establish formal lines of communication and how tasks will be performed) Consideration Behavior (Leader is concerned for subordinates and attempt to establish warm, friendly, and supportive climate)

14. Behavioral…. Leadership Grid Concern for production ( the part of the leadership grid that deals with the job and task aspects of leader behavior) Concern for people ( the part of the leadership grid that deals with the human aspects of leadership behavior)

15. : The managerial grid model, shown below is developed by Robert Blake and Jane Mouton, identifies five leadership styles with varying concerns for people and production

16. The impoverished style, located at the lower left-hand corner of the grid, point (1, 1), is characterized by low concern for both people and production; its primary objective is for managers to stay out of trouble. The country club style, located at the upper left-hand corner of the grid, point (1, 9), is distinguished by high concern for people and a low concern for production; its primary objective is to create a secure and comfortable atmosphere where managers trust that subordinates will respond positively. The authoritarian style, located at the lower right-hand corner of the grid, point (9,1), is identified by high concern for production and low concern for people; its primary objective is to achieve the organization's goals, and employee needs are not relevant in this process.

17. The middle-of-the-road style, located at the middle of the grid, point (5, 5), maintains a balance between workers' needs and the organization's productivity goals; its primary objective is to maintain employee morale at a level sufficient to get the organization's work done. The team style, located at the upper right-hand of the grid, point (9, 9), is characterized by high concern for people and production; its primary objective is to establish cohesion and foster a feeling of commitment among workers.

18. Situational Approaches to Leadership The theme in early approaches to understanding leadership was the desire to identify traits or behaviors that effective leaders had in common. A common set of characteristics proved to be elusive, however. Researchers were continually frustrated by the lack of consistent support for their findings and conclusions. As a result, research began to focus on what style of leadership was most effective in a particular situation. Contingency or situational theories examine the fit between the leader and the situation and provide guidelines for managers to achieve this effective fit.

19. Situational model assumes that leadership behavior changes from one situation to another. The goal of situational theory is to identify situational factors and interpret how they affect leadership behavior. An important early model by Tennabaum and Schimidt laid the foundation for situational Approach It was like the early Michingan Model of “Boss centered” and “Subordinate centered” but they identified several intermediary situations and shown it on a continuum

20. Tannenbaum and Schimdts Leadership Continuum Use of authority by manager Area of freedom for subordinate Manager makes decisions and announces Mgr permits subordinates to function within limits defined by superior Mngr Sells decision Mgr presents ideas and invites questions Mgr presents tentative decision subject to change Mgr present problems get suggestions makes decisions Defines limits asks group to make decisions

21. Fiedler's contingency theory Fred E. Fiedler's contingency theory centers on the belief that there is no best way for managers to lead. Different situations create different leadership style requirements for managers. The style that works in one environment may not work in another. Fiedler looked at three elements that dictate a leader's situational control. These elements are:

22. Task structure. Is the job highly structured, fairly unstructured, or somewhere in between? The spelling out in detail (favorable) of what is required of subordinates affects task structure. Leader/member relations. This element applies to the amount of loyalty, dependability, and support that a leader receives from his or her employees. In a favorable relationship, a manager has a highly formed task structure and is able to reward and/or punish employees without any problems. In an unfavorable relationship, the task structure is usually poorly formed, and the leader possesses limited authority.

23. Positioning power. Positioning power measures the amount of power or authority a manager perceives the organization has given him or her for the purpose of directing, rewarding, and punishing subordinates. Positioning powers of managers depends on the taking away (favorable) or increasing (unfavorable) of the decision-making power of employees.

24. Fiedler then rated managers as to whether they were relationship oriented or task oriented. Task-oriented managers tended to do better in situations with good leader/member relationships, structured tasks, and either weak or strong position power. They also did well when the tasks were unstructured but position power was strong, as well as when the leader/member relations were moderate to poor and the tasks were unstructured. Relationship-oriented managers, on the other hand, do better in all other situations.

25. The task-motivated style leader experiences pride and satisfaction in task accomplishment for his or her organization, while the relationship-motivated style leader seeks to build interpersonal relations and extend extra help for team development in his or her organization. Judging whether a leadership style is good or bad can be difficult. Each manager has his or her own preferences for leadership. Task-motivated leaders are at their best when their teams perform successfully—such as achieving new sales records or outperforming major competitors. Relationship-oriented leaders are at their best when greater customer satisfaction is gained and positive company images are established.

26. House's path-goal theory The path-goal theory, developed by Robert House, is based on the expectancy theory of motivation. A manager's job is to coach or guide workers to choose the best paths for reaching their goals. Based on the goal-setting theory, leaders engage in different types of leadership behaviors depending on the nature and demands of a particular situation.

27. A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction. He or she is motivational when need satisfaction is contingent on performance; this leader facilitates, coaches, and rewards effective performance. Path-goal theory identifies several leadership styles: Achievement-oriented. The leader sets challenging goals for followers, expects them to perform at their highest levels, and shows confidence in their abilities to meet these expectations. This style is appropriate when followers lack job challenges.

28. Directive. The leader lets followers know what is expected of them and tells them how to perform their tasks. This style is appropriate when followers hold ambiguous jobs. Participative. The leader consults with followers and asks them for suggestions before making a decision. This style is appropriate when followers are using improper procedures or are making poor decisions. Supportive. The leader is friendly and approachable. He or she shows concern for the followers' psychological well-being. This style is appropriate when followers lack confidence.

29. Situational Model - Fred Fielder's LPC theory – Least preferred coworker ( ask leaders to describe the person with whom he or she is able to work least well) - Path Goal Theory –make desired rewards and let subordinates know what kind of behavior will lead to those awards

30. - Vroom- Yeton – Jago Model- what kinds of situations call for what degree of group participation - Leader Member Exchange Model- leaders have different kinds of relationships with subordinates - Life Cycle Theory – leadership behavior depends on the maturity of the followers

31. Related perspectives on leadership Substitute for Leadership- leadership behaviors are neutralized or replaced by characteristics of subordinate, the task and the organization- ( patient is delivered to emergency room and nurses, para medics will go on to action automatically without waiting for any direction) - Charismatic leadership – An interpersonal attraction that inspires support and acceptance Transformational leadership- that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences and inspiring new ways of thinking

32. Political Behavior model The activities carried out for the specific purpose of acquiring, developing and using power and other resources to obtain one’s preferred outcomes. Political behavior may be exercised by managers dealing with their subordinates, subordinates dealing with their managers and subordinates and managers dealing with others at the same level Therefore, it is directed upward, downward or laterally. Inducement, persuasion, creation of an obligation and coercion are the tools of the game

33. Managing political behavior is very important and it should not lead to develop a negative image in the organization. Research indicates that the employees think that politics is bad, unfair, unhealthy and irrational. But some believe that executives should be good politicians and be political to get ahead.

34. Developing leadership in you Leadership is not something that we can study and pass but learn to develop on our own with self discipline having desire and action to do so. Maxwell Ranasinghe So this discussion will let you know how to do it but doing it is up to you.

35. Your Leadership Get it evaluated

36. Adapted from David D Van Fleet and Garry A. Yukl’s evaluation method cited By Prof. Griffin - 2005 Record your answers next to each statement according to the following scale to find out your M anagerial Leadership Behavior Very descriptive of me = 5 Fairly descriptive of me = 4 Somewhat descriptive of me = 3 Not very descriptive of me = 2 Not descriptive of me at all = 1

37. I stimulate enthusiasm for the work group and say things to build the groups confidence 4 I offer helpful advice to others on how to advance their careers and encourage them to develop their skills 3 I am friendly, supportive and considerate toward others 2 I emphasis the importance performance and encourage everyone to make a maximum effort 1

38. Either alone or jointly with others, I set specific and challenging but realistic performance goals 8 I inform people about their duties and responsibilities, clarify rules and policies, and let people know what is expected of them 7 I reward effective performance with tangible benefits 6 I provide appropriate praise and recognition for effective performance and show appreciation for special efforts and contributions 5

39. I delegate responsibility and authority to others and allow them discretion in determining how to do their work 12 I consult with others before making work-related decisions 11 I keep everyone informed about decisions, events and evelopments that affect their work 10 I provide any necessary training and coaching or arrange for others to do it 9

40. I provide subordinates with supplies, support services and other resources necessary to work effectively 16 I take prompt and decisive action to deal with serious work related problems and disturbances 15 I look for new opportunities for the group to exploit, propose new undertakings and offer innovative ideas 14 I plan in advance how to efficiently organise and schedule the work 13

41. I emphasis team work and try to promote cooperation, cohesiveness and identification with the group 20 I promote and defend the interest of the group and take appropriate action to obtain necessary resources for the group 19 I keep informed about outside events that have important implications for the group 18 I keep informed about the activities of the group and check on its performances 17

42. Add the ratings given by you. Place them on a continuum of 23 ---------------------------------115 If you are near 23, then you are a weak leader. If you are near 115 you are a strong leader. I take appropriate disciplinary action to deal with anyone who violates a rule, disobeys an order or has consistently poor performance 23 I criticize specific acts that are unacceptable, find positive things to say and provide an opportunity for people to offer explanations 22 I discourage unnecessary fighting and bickering within the group and help settle conflicts and disagreements in a constructive manner 21

43. Check your leadership- more personal N Y Are you quick to appreciate others? N Y Do you show interest and pay attention when people are talking to you? N Y Do you prefer to mix with your colleagues? N Y Are you quick to take an advantage of an opportunity? N Y Do you welcome responsibility as an opportunity to display your talents? N Y Are you striving towards accomplishments of such goals in spite of setbacks N Y Are you having a definite goal ahead of you?

44. Check your leadership N Y When others are arguing you may be sorting out the problems and try to give your views after careful consideration N Y Do you manage yourself well? N Y Can you accept suggestions and criticisms in a cheerful and friendly manner? N Y Do you share the burden with others? N Y Are you quick to sympathise with others mistakes? N Y Are you always prepared to try something new?

45. Skills needed in a newly emerging work environment revolves around keys to leadership Self discipline Influence Organizing and Prioritizing Integrity Creating Positive Change Problem Solving skills Peoples Skills Positive attitudes Vision Team work

46. We are not in a position to discuss all the traits listed within a short period of time Lets discuss two of the most important elements that should develop in you to become a leader Self discipline and Team building Developing other elements are equally important. We will discuss them on another day.

47. First thing first – Self Discipline If you need to lead others, your need to lead yourself first. If you need to lead yourself, you need self discipline. When we are foolish, we want to conquer the world; When we are wise we want to conquer ourselves.

48. The golden principles of self discipline Start Early- Hard work is the accumulation of easy things you did not do when you should have Start Small- It is essential to begin developing self-discipline in a small way today in order to be disciplined in a big way tomorrow Start Now- Do not wait till things happen or the chance come on your way. It could never come or by the time it comes your way you may not be ready.

49. Start early If you are disciplined to practice following from your childhood you have almost become a self disciplined person, because you have started early Time management, hard work, persistence, honesty, responsibility and a positive attitudes If not you will find difficult to get started now but still you can do it How do you do it ? Start small

50. Start Small What you are tomorrow will depends on what you do today Begin developing self-discipline in a small way today in order to be disciplined in a big way tomorrow Anybody can do it All what you got to do is to devise a plan

51. Small plan for you to “Start Small” Have desire, commitment and firm determination to take action List five areas in your life that lacks discipline Place them in the order of priority for overcoming them Take them on one at a time Secure resources such as books, CDs, a person who has a proven record that will give you instructions and motivation to conquer them Associate with people who have developed self control and are organised Publicize among your close associates what you are going to control eg. alcohol Avoid the environments that might not let you control what you want i.e. avoid bars if you want to control alcohol

52. Allow five minutes in the morning to focus on the areas that you are going to control Spend another five minutes in the midday to find out you are on track Spend five more minutes in the night to evaluate the progress made by you Work hard to accomplish it, do not give up when it fails Celebrate your success Allow about sixty days to work on one area before you go to the next. Slow accumulation of good discipline will put you in control of leading you to become better leader. Discuss your personal experiences

53. Change your attitude You need to change to make change. There is a very big force inside you and inside your team that resist change. You need to identify that force

54. Bananas, Monkeys, Ladder & The Water Hose

55. Start now All of us have good thoughts, good ideas, and good intentions but few of us ever translate those into action Abraham Lincoln “ I will get ready now and then perhaps my chance will come” If you think that success is important to you, think that will to prepare is more important. Many sports persons succeed mainly because they have the will to go out there and train and practice before the event take place.

56. As a leader how to build your team and win their loyalty Identify and select the best Train and develop Let them know the vision, mission and broader goals of the team Interpret goals into individual actions expected from each other and the team and individual benefits

57. Set realistic and high but attainable goals for them Inspire them to reach higher and to give their best efforts and the greatest value to the company Give them adequate authority to attain desired results

58. Insist on dialogue, creativity, thinking ahead and on improvement by all. ( tooth paste, milk on tetrapack) Identify competitive advantage of different members ( hare & tortoise) Do not let them go out of focus. Supervise them wisely and give them needed direction and guidance Motivate them and provide support at difficult times

59. Set realistic performance standards for them and guide them towards measuring up to these standards. Use controls to show actual results, deviations from expected results. Appreciate and celebrate success Call them to account for failures. Regular meetings will make a proactive group who would continuously develop. Go out of the way to help group members and let them feel that you will not let them fail. ( story rat, hen, pig and bull)

60. Change the monkey inside you and in your team members and lead…… Can you ????