Unit 5 leading

PART ONE: INTRODUCTION

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POM-Chapter Five-Leadership
Meaning of Leadership

Qualities of Leadership
2

1/9/2012 POM-Chapter Five-Leadership
3
leadership?
What
is

LEADERSHIP

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Process of influencing

others
to work towards the
attainment of certain goals

4

WHY IS LEADERSHIP IMPORTANT IN AN
ORGANIZATION?

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Management requires utilization
of various resources through

human resource.

Therefore, it is essential
element of management
5

DEFINITION OF LEADERSHIP

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“Leadership is the ability

to influence a group
towards achievements of
goals.”
Stephen P. Robbins :

6

QUALITIES OF LEADERSHIP

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 Personal Qualities:
 Physical fitness

 Self-confidence
 Intelligence
 Vision and Foresight
 Sense of Responsibility
 Human Character
 Optimistic Outlook
 Flexible Attitude 7

QUALITIES OF LEADERSHIP

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Managerial Qualities:
o Technical Knowledge

o A Moderate State of Mind
o Organizing Ability
o Motivation and Communication
Skill
o Human Relation Expert
o Wider Perspective
o Ability of Judgment
o Knowledge of Psychology 8

PART TWO: INDIVIDUAL DIFFERENCES

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Understanding

Individual Differences
and Psychological
contract
9

INDIVIDUAL DIFFERENCES

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 Individuals are different in
characteristics, needs, and objectives.

 People differ from each other due to:

 Internal Factors
 Age, sex, education, perception, abilities, skills
, etc.

 External Factors
 Organizational
structure, culture, norms, working 10
environment, physical facilities, level of
technology etc.

PSYCHOLOGICAL CONTRACT

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A psychological contract represents the
mutual beliefs, perceptions, and informal

obligations between an employer and
an employee.
 The contracts are usually set during the
process of selection but can develop on day
to day basis as well.
 It implies duties requiring the employees to
be loyal and trustworthiness.
 It can be different from legal contract. 11

PART THREE: GROUPS CONCEPT AND
MEANING

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 What is a group?
A set of people, normally more than

two, who have certain level of
interactions and some common
objectives.
 “A group is two or more
individual, interacting and
interdependent, who have come together
to achieve particular objectives.”
12
 Stephen P. Robbins

CHARACTERISTICS OF GROUP:

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 Collection of people

 Interaction
 Shared goal and interest
 Collective identity
 Group leader
 Norms
13

TYPES OF GROUPS

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Types of
Groups

Formal Group Informal Group

Command Task Interest Friendship
Group Group Group Group

14

TYPES OF GROUPS
1. Formal group:

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– Created deliberately by managers

– Charged with carrying out specific
tasks to help organization achieve
its goal
– Can be categorized as:

15

FORMAL GROUP

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I. Command Group:
• Permanent groups

• Units or departments with functional
structure
• Consists managers and the employees
or subordinates that report to manager
II. Task Group:
• Formed to perform a given specific task
• Can also be referred as project team
• Temporary group
16

INFORMAL GROUP:
• Emerge whenever people come

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together and interact regularly
Develop within the formal

•
organizational structure
• Formed to give members feeling
of social satisfaction, status and
security.

17

I. INTEREST GROUP

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Purpose may not be concerned with or
relevant to the organization

The members remain in the group as long
as enjoy each other’s company
E.g.. Tiffin hours, games, sports group
Discuss about increasing productivity
besides than discussing their own
interested topics
18

II. FRIENDSHIP GROUP

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Formed because each other
enjoys company

People coming from same
district, having same political
views, same language etc. may
form the group

19

STAGES OF GROUP FORMATION

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Forming

Storming
Norming
Performing
Adjourning
20

PART FOUR: LEADERSHIP
STYLES

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Laissez-Faire

Autocratic

Democratic 21

22
LEADERSHIP STYLES

23
AUTOCRATIC LEADERSHIP STYLE

AUTOCRATIC STYLE
• Known as authoritarian and dictatorial leadership

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• Centralization of decision making authority and
power

• Limits participation of subordinates in decision
making
• Works as dictator
• Defines what to do and how to do the work
• Do not take any suggestion from the
subordinates

24

AUTOCRATIC STYLE
 Use statements like “ Do what you are

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told and do not ask any questions”

 Leads to poor morale, frustration and
conflict between leaders and followers
 Holds threat of penalties and punishment
with rewards and praises too
 Take credit for accomplishments but put
blame for failure on their subordinates
25

AUTOCRATIC STYLE

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 Style is appropriate and works when:
 Subordinates lack training, experience

and knowledge about the goals, plans
and strategies of the organization
 Leader prefers to be dominant and active
in decision making
 There is no room for error in performance

26

AUTOCRATIC STYLE

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 ADVANTAGES  DISADVATAGES
 Quick decision making  Negative motivation

 Maintain discipline  Lack development of
subordinates
 One way
communication
 Not preferred by
subordinates

27

AUTOCRATIC LEADERSHIP

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autocracy – use negative
 Strict
motivation like threatening them with

penalty, punishment, demotion etc.

 Benevolent autocracy – positive
motivation like incentives
, promotion, remuneration etc

28

29
DEMOCRATIC LEADERSHIP STYLE

DEMOCRATIC STYLE
• Participative Style

1/9/2012
• Decentralized authority and decision making
• Encourage subordinate to participate in decision

making
• Plans and policies are prepared by upper level
whereas subordinates are responsible for their
implementation
• Improve job satisfaction and morale of
employees
• Shows concern for needs, feelings and desire of
30
employees

DEMOCRATIC STYLE

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 Follow performance based reward system

 Two way communication between the top level
(instruction and guidance)and subordinates
(achievement, problems and suggestion)

 Subordinates are trained, experienced and skilled
 Goals and objectives have been effectively
communicated to subordinates
 Subordinates are active and enthusiastic
31
 Willing to participate in organizational matters

DEMOCRATIC STYLE

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• ADVANTAGES • DISADVATAGES
• Development of • Time consuming for

subordinates decision making
• Better decision making • Leader may be
with the views of misinterpreted as
subordinates incompetent and
• Increase employee inefficient
satisfaction • Leaders may try to
• Subordinates become avoid responsibility
responsible • May cause indiscipline
• Two way
communication 32

33
LAISSEZ-FAIRE LEADERSHIP STYLE

LAISSEZ-FAIRE OR FREE REIN STYLE

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• Leader delegates the decision making authority
to subordinates

• Subordinates plan, organize, motivate and control
their own activities

• They are responsible for their own actions

• Leader avoids power and responsibility
34


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 Role of leader is to provide advice and
direction as demanded by the

employees.

 Enjoy freedom

 Self
directed, self motivated and self
controlled subordinates
35


1/9/2012
 Goals have been well communicated

to subordinates
 Subordinates have accepted their
goals
 The leader is interested in delegating
authority
 Subordinates are highly qualified and
36
trained


1/9/2012
 ADVANTAGES  DISADVATAGES
 High level of motivation  No proper direction

as group runs on its provided (lack focus)
own  Lack of prompt
decision making
 High development of  People avoids
employees responsibility
 Problem of

 Higher job satisfaction coordination is created

37

38

PART FIVE: MANAGERIAL
ETHICS

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What is Ethics?

What is Managerial
Ethics?
Basic Things about
Managerial Ethics? 39

MANAGERIAL ETHICS

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Ethics involves evaluating and knowing "right from
wrong" in a specific situation.

Ethics – the code of moral principles and values that
govern the behaviors of a person or group with
respect to what is right or wrong

Areas of Managerial Ethics
1) managerial mischief

2) moral mazes.

40

MANAGERIAL MISCHIEF AND MORAL MAZES

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Managerial Mischief
“Managerial Mischief" includes "illegal, unethical, or

questionable practices of individual managers or
organizations, as well as the causes of such
behaviors and remedies to eradicate them"

Moral Mazes of Management:
Include the numerous ethical problems that managers
must deal with on a daily basis, such as potential
conflicts of interest, wrongful use of
resources, mismanagement of contracts and
agreements, and misuse of power and influence
41

CODE OF ETHICS

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Formal statement of an
organization’s primary values and

ethical rules it expects employees
to follow
Usually written
Must state in detail acceptable
behaviors and actions
45

PART SIX: MOTIVATION

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Concept of Motivation

Importance of Motivation

Techniques of Motivation 46

MOTIVATION

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 The set of forces that cause people to behave in
certain ways.

 The goal of managers is to maximize desired
behaviors and minimize undesirable behaviors.
 Encouraging people (employees) to work harder.

“Motivation is an individual’s willingness to exert effort
to achieve the organization's goals , conditioned by
this effort’s ability to satisfy individual needs.”
DeCenzo and Robbins:
47

NATURE OR CHARACTERISTICS OF
MOTIVATION

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Unending Process

Psychological concept
Inspire and Encourage
Complex and Unpredictable
Positive or Negative
Influence the Behavior
48

IMPORTANCE OF MOTIVATION

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 Puts human resources into action
 Improves level of efficiency of employees

 Builds friendly relationship and minimizes disputes
and strikes
 Remedy for resistance to change

 Increases employee satisfaction

 Basis of coordination

 Stability of workforce

 Minimizes supervision cost

 Leads to achievement of organizational goals
49

TECHNIQUES OF MOTIVATION

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 Financial Incentives
 Participation

 Delegation of Authority

 Job Security

 Job Enlargement

 Job Enrichment

 Job Rotation

 Reinforcement

 Quality of Work Life

 Competition
50

PART SEVEN: COMMUNICATION

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 Meaning of Communication
 Process of Communication

 Networks of Communication
 Concept of Active Listening
 Types of Communication
 Barriers to Effective Communication

51

COMMUNICATION

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 Communication
 The process of transmitting information from one

person to another.

 Effective Communication
 The process of sending a
message in such a way that the
message received is as close in
meaning as possible to the
message intended.
52

DEFINITIONS OF COMMUNICATION

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 “Communication is the transfer of information and
understanding from one person to another person.”

-Keith Davis

• “Communication is an exchange of
facts, ideas, opinions or emotions by two or more
persons.” -Newman & Summer

• “Communication is the transfer of information from
a sender to a receiver with the information being
understood by the receiver.” - Koontz & Weihrich,
53

PROCESS OF COMMUNICATION

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 Sender encodes a message,
 Sends the message through certain

medium(channel)
 Receiver receives the message and
decodes (understands) it.
 The receiver sends a feedback in the
above mentioned process to the initial
sender.
54

THE COMMUNICATION PROCESS

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Noise

Sender Receiver
3

2 4
Transmission
Encoding Decoding
through channels

1 5
Start Noise
Meaning Meaning

7
8 6
Transmission
Decoding Encoding
through channels

Receiver Sender

Noise

55
The numbers indicate the sequence in which steps take place.

PROCESS OF COMMUNICATION

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1.
Sender

7. 2.
Feedback Encoding

Noise
6. 3.
Decoding Message

5. Receiver 4. Medium 56

NETWORKS OF COMMUNICATION

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Wheel Network

Chain Network
Circle Network
All Channel Network

57

WHEEL NETWORK:

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A center person
collects, generates, and disseminates

information to all.
 Not everyone in the organization have
the authority to share the information.
 Simple and Fast for routine type of
works
 Almost authoritarian in nature
58

NETWORK OF COMMUNICATION

1/9/2012
CEO

Information
PM MM
Center

FH PH EH WH

59

CHAIN NETWORK

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 Vertical form of network. Follows the
organizational structure or chain of

command.
 An employee can communicate only
with his or her superior and
subordinate.
 It is the most common type of network
in organizations.
60


1/9/2012
CEO

PM MM

FH PH EH WH
61

CIRCLE NETWORK

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Itis a horizontal form of
communication in which an

employee can communicate with
his or her colleagues at the same
level.
Used in cross activity or cross
functional communication
62


1/9/2012
CEO

PM MM

FH PH EH WH
63

ALL CHANNEL NETWORK

1/9/2012
 Everyone can communicate with
everyone else in the organization.

 Freedom to communicate is provided
to the members.
 The leader does not hold excessive
power.
 It is also known as open network.

64


1/9/2012
CEO

PM MM

FH PH EH WH
65

ACTIVE LISTENING

1/9/2012
 Activelistening:
A process in which the listener takes

active responsibility to understand the
content and feeling of what is being
said

And then checks with the speaker to
see if he/she heard what the speaker
intended to communicate. 66

BENEFITS OF ACTIVE LISTENING

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Better Communication
Possibility of Long Term

Relationship
Better Control of the Situation
Better Solution of the Problem
Increased Satisfaction

67

ELEMENTS OF ACTIVE LISTENING

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 Content: The words or the subject matter that the
speaker is using

 Feelings: The feelings of speaker while speaking
the subject matter is delivered

 Process: The manner in which the subject matter is
delivered

 Clarification: Asking questions and seeking
answers done by listener 68

TYPES OF COMMUNICATION

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 Formal Communication
 Downward Communication

 Upward Communication
 Sideward Communication

 Informal Communication
 Interpersonal Communication
 Oral Communication
 Written Communication

 Non-verbal Communication
69

FORMAL COMMUNICATION

1/9/2012
 In formal communication, certain rules, conventions
and principles are followed while communicating

message.

 In formal communication, use of slang and foul
language is avoided

 Correct pronunciation is required.

 Authority lines are needed to be followed in formal
communication. 70

TYPES OF FORMAL COMMUNICATION

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 Downward Communication
CEO

PM MM
 Upward Communication
CEO
PM MM
 Sideward Communication
CEO
PM MM 71

INFORMAL COMMUNICATION

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 It’s just a casual talk among friends, family etc.
 It is established for societal affiliations of members

in an organization and face-to-face discussions.
 In informal communication use of slang
words, foul language is not restricted.
 Usually done orally and using gestures and does not
follow authority lines.
 It helps in finding out staff grievances as people
express more when talking informally.
 Informal communication helps in building
72
relationships.

INTERPERSONAL COMMUNICATION

1/9/2012
 Processof transfer of ideas and
understanding between two person.

 Used to build relationships with others
through communication.

 Both verbal and non-verbal

 Both formal or informal
73

NON-VERBAL COMMUNICATION

1/9/2012
 Communication carried out with the
help of body language such as facial

expression, body movement, physical
contact etc.
 The communication is used to
express feelings, attitude and
emotions.
 Eg. Namaskar sign, handshake, etc.
74

BARRIERS TO EFFECTIVE COMMUNICATION

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 Organizational Barriers

 Physical Barrier

 Psychological Barrier

 Semantic Barrier

 Technological Barrier 75

ORGANIZATIONAL BARRIERS

1/9/2012
 Organizational Rules and Regulations

 Lengthy Scalar Chain

 One-Way Communication System

 Lack of Confidence in Subordinates

76

PHYSICAL BARRIER

1/9/2012
 Physical Distance

 Hierarchy Structure

 Office Design

 Noise 77

PSYCHOLOGICAL BARRIER

1/9/2012
 Distrustof Communicator

 Superiority Complex
 Individual Perception
 Premature Evaluation
 No Attention

78

SEMANTIC BARRIER

1/9/2012
Harsh Language

Vague Language

Misleading Translation

Technical Language 79

TECHNOLOGICAL BARRIER

1/9/2012
Mechanical Barrier

Loss of Transmission

Information Overload

Insufficient Period Allowed 80

81
Meet you after break
Thank you

Unit 5 leading

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