2. What is communication process?
“Transmission of a message from a sender to a receiver in an
understandable manner.”
• The communication process is a guide toward realizing effective
communication.
• Effective communication leads to understanding.
Being presented by: Bilal Amjad
3. Components of Communication
• The communication process is made up of four key components.
• Those components include encoding, medium of transmission, decoding,
and feedback. Sender and Receiver are also a part of it.
Being presented by: Bilal Amjad
Sender Message Receiver
Feedback
4. Importance of understanding communication process
• Communication is only successful when both the sender and the receiver
understand the same information as a result of the communication.
Importance of Communication in Business:
• Effective communication is vital to all businesses. The communication process
involves:
"If I went back to college again, I'd concentrate on two areas: learning to write and
to speak before an audience. Nothing in life is more important than the ability to
communicate effectively."
-- Gerald R. Ford
5. Importance of understanding communication process -
cont
Importance of Communication in the Workplace
• Communication is important in a workplace setting because people must interact
with one another in ways that will get the job done quickly and effectively.
"Communication is really all anyone ever gets paid for ultimately...and if you cannot
effectively communicate...you will PAY...not get paid..." -- Doug Firebaugh
Importance of Communication in Leadership
• It is simply impossible to become a great leader without being a great communicator.
"The art of communication is the language of leadership." — James Humes
• Good Leaders, Good Communicators.
6. Importance of understanding communication process -cont
Significance of Communication in Relationships
• Definitely, communication plays the main role in establishing
relationships. Communication is important in relationships as it allows us
to share interests, aspirations and concerns, to support each other, to
organize our lives and make decisions, and to work together.
7. Types of Communication
• People communicate with each other in a number of ways that depend
upon the message and its context in which it is being sent. Choice of
communication channel and your style of communicating also affect
communication. So, there are a variety of types of communication.
• Types of communication based on the communication channels used are:
1. Verbal Communication
2. Nonverbal Communication
8. Verbal Communication
• Verbal communication refers to the form of communication in which message is transmitted verbally;
communication is done by word of mouth and a piece of writing. Objective of every communication
is to have people understand what we are trying to convey. In verbal communication remember the
acronym KISS(keep it short and simple).
• Verbal Communication is further divided into:
1. Oral Communication
2. Written Communication
1. Oral Communication
In oral communication, Spoken words are used. It includes
face-to-face conversations, speech, radio etc.
2. Written Communication
In written communication, written signs or symbols are used
to communicate. A written message may be printed or hand
written.
9. Non Verbal Communication
• Nonverbal communication is the sending or receiving of wordless messages. We
can say that communication other than oral and written, such as gesture, body
language, posture, tone of voice or facial expressions, is called nonverbal
communication. Nonverbal communication is all about the body language of
speaker.
• Nonverbal communication has the following three
elements:
1. Appearance
Speaker: clothing, hairstyle, neatness, use of
cosmetics.
Surrounding: room size, lighting, decorations,
furnishings
2. Body Language
facial expressions, gestures, postures
3. Sounds
Voice Tone, Volume, Speech rate
10. Principles of Effective Communication
1. Principle of clarity.
2. Principle of Objective
3. Principle of understanding the
receiver
4. Principle of consistency
5. Principle of completeness
6. Principle of Feedback
7. Principle of time
11. Barriers in Communication
• Communicating is straightforward. What makes it
complex, difficult, and frustrating are the barriers
we put in the way.
• Top Barriers :
• EXPECTATIONS
• AVOIDANCE
• FIXING
• SCAPEGOATING
• PROBING
• SPEAKING IN CODE
• CONTROL
• BLAMING
• CONFLICT AVOIDANCE (CHAOS)
• EXCLUSION
• BOUNDARY OR BARRIER
• Information overload
• Trust and credibility
• Time
• Emotions
• Message congruency
Objective : thoughts and goals
Subjective : feelings
12. 7 C’s of Communication
Completeness
Conciseness
consideration
clarity
concreteness
courtesy
correctness
14. According to Koontz and O’Donnell,
“Leadership is the process of influencing
others towards the accomplishment of the
goal. It is the ability of a manager to induce
subordinate to work with zeal and confidence.
According to Louis A. Allen, “ A leader is one
who guides and directs other people. He gives
the efforts of his followers a direction and
purpose, by influencing their behavior.
Definition:
15. Characterstics of leadership
1. Leadership is a process of influence.
2. Leadership is related to the situation.
3. Leadership is a function of stimulation
4. Leadership gives an experience of helping
others in attaining their common objective.
5. There should be existence of followers.
16. The Characteristic of an Effective
Leader…
• Inspiring
• Has a vision, mission and
goal
• Integrity & diplomacy: a quality
Of being honest.
• Motivational
• Communication & listening skills
• Coaching skills
• Decisive: having a power or quality of
17. Leaders vs. Managers
LEADERS:
innovate
focus on people
inspire trust
have a long-range view
ask what and why
have eyes on horizon
originate
challenge status quo
do the right thing
MANAGERS:
administrate
focus on systems and
structures
rely on control
have a short-range view
ask how and when
have eyes on bottom
line
initiate
accept status quo
do things right
20. Autocratic Style
This style is also known as authoritarian style.
Autocratic leaders believes in strict command.
He gives ordered which must be obeyed by his
subordinates.
High degree of dependency on the leader
Can create de-motivation and alienation
of staff
May be valuable in some types of business where
decisions need to be made quickly and decisively
21. Advantages
Quick decision making
Leader can have direct control over group
It can be applied to group activity.
One decision making authority
Disadvantages
Takes all decision which is very demotivating for the
subordinates.
Misunderstanding of the people due to one way
communication.
People get less chance of growth of their potentials.
High dependency of leader for everything and people
start avoiding responsibility
22. Types of Autocratic style
• Strict Autocratic: The leaders of this style
believes in passing the orders. Communication
is downward and he uses fear and threats.
• Benevolent Autocratic: In this leaders uses
reward and punishment to work effectively.
Limited upward communication.
• Manipulative autocratic: The leaders shows
that the suggestion of the employees are
welcomed but he takes his own decisions. In
this leadership style, there is no motivation for
24. Participative Style
It is also known as democratic style.
In this style, the decision making power is dispersed among
the group members.
Policies are worked out in group discussions and with the
acceptance of the group.
Praises or blames are group factor.
Democratic leadership style means facilitating the
conversation, encouraging people to share their ideas, and then
synthesizing all the available information into the best possible
decision.
Ideas move freely amongst the group and are discussed openly.
25. Advantages
In this style, employees feel motivated and
satisfied, which increases the productivity.
The morale of group is high
Group decisions making reduces conflicts
Disadvantages
Subordinate can use particpative leadership
as a tool of manipulation.
Top level decision is making difficult.
There can be chaos and bias.
27. Laissez-faire style
• In this style, the leader allows the employees
to make the decisions
• This leadership style is also known as free-rein
leadership.
• This leader acts as suprevisor.
• Generally, self managed team his this kind of
leadership style.
• A free rein leader doesn’t lead but leave the
groups entirely to itself.
28.
29. Comparison of Authoritarian,
Democratic, & Laissez-Faire
Authoritar. Democrat. Laissez-F
Degree of
freedom
Little Moderate Much
Degree of control
High Moderate None
Decsision making
By leader Leader&
group
Group or
no one
Leader activity level
High High Minimal
Assumption of
Responsibility Leader Shared Abdicated
Output of group
High&
good qual.
High &
creative
Variable-
Poor?
30. Theories of leadership
1) Great man theory leadership
2) Trait theory
3) Behavioral Theory
a) Ohio state studies
b) Managerial grid theory
4) Situational Theory
a) Fiddlers' Contingency theory
b) Situational Leadership model
c) Path goal theory
31. 1) Greatman theory of leadership
•This theory was formulated in the year 1950 according to
which leaders are born not made.
•This theory says that leaders have certain inherent traits which
make them leaders and to be a successful leader, it is necessary
to have inborn leadership qualities.
•This theory says that leadership is god gifted and talks about
certain qualities such as intelligence, charm, courage,
persuasiveness, commanding personality aggresiveness etc.
•In this theory we can take the example of napolean, who is
considered as a born leader.
32. The Great Man Theory
Early explanations of leadership studied the
“traits” of great leaders
“Great man” theories (Gandhi, Lincoln, Napoleon)
Belief that people were born with these traits and
only the great people possessed them
33. Personal qualities of leaders
Personality traits, such as extraversion,
conscientiousness, and openness.
Intelligence and emotional intelligence (degree of
social skill).
Expertise, skill, and experience.
The Great Man Theory
36. Trait theory
•This theory is based on great man theory, in other words this
theory believes that leadership is the result of certain traits.
•This theory says that leaders differ from their followers because
of certain generally acceptable traits.
•In this theory we can take the example of Ratan Tata, Narayan
Murthy, Steve Jobs, Nelson Mandela etc are well known as
leaders because of their personal qualities and characteristics.
•It can also be said that Mahatma Gandhi had not received any
formal training for developing leadership skills, then also he was
a charismatic leader.
37. •In the year 1930-1940 many researches were conducted to find
out the factor which are responsible for making a leader and it
was said that if a person possesses particular traits he can be
come a leader.
•Researchers have identified almost 40 traits which are
important to have in you if you want to become a leader.
Some of these traits are:
Traits
Adaptable to situation
Assertive
Cooperative
Alert to social environment
Tolerant of stress
Willing to assume responsibility
Skills
Clever
Conceptually skilled
Diplomatic and tactful
Fluent in speaking
Persuasive
Socially skilled
38. 3) Behavioural Theory
• Imply that leaders can be trained – focus on
the way of doing things
– Structure based behavioural theories – focus on the leader
instituting structures – task orientated
– Relationship based behavioural theories – focus on the
development and maintenance of relationships – process
orientated
40. a) Ohio State Studies
The Ohio State studies identified various independent dimensions of a
leader’s behaviour.
After analyzing the leadership behaviour in various situations, they
narrowed down the list to two leadership behaviours
Initiating Structure
The extent to which a leader is likely to
define and structure his or her role and
those of sub-ordinates in the search for
goal attainment.
Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect for
subordinate’s ideas, and regard for their feelings.
41. b) The Managerial Grid
• Created and developed by Robert Blake and Jane S. Mouton.
• Considered as most significant and practical contribution to
organization development and effective management
principles.
• As shown in the next slide, the managerial grid theory is a
presentation of two dimensional view of leadership style.
• These two dimensions are
– Concern for people
– Concern for production
The X-axis of the grid represents the Leaders concern for production
and the Y-axis represents the leaders concern for people.
It is expressed a nine point scale. The minimum concern is represented
by number 9 and the max. is concerned by number 9.
42. • Managerial Grid
– Appraises leadership styles using two dimensions:
• Concern for people
• Concern for production
– Places managerial styles in five categories:
• Impoverished management
• Task management
• Middle-of-the-road management
• Country club management
• Team management
45. 4) Situational Theory
The Situational theories emphasizes that there is no specific style of
leadership; it is the situation which decides whether a person is a leader
or not . In other words, leadership is strongly affected by the situation in
which a leader emerges and in which he works.
The situational theory says that success of any organization depends
upon the leadership of that organization. So, the leader should be
flexible enough to understand the situation and his followers.
The emphasis is on the type of situation, behaviour of the leader and
the followers. The leader is the means of achieving the goals of the
group and the members.
In other words, we can say that according to this theory a leader
becomes a leader due to the various situational factors, and the
interaction between the leader and the group member.
46. 4a) Fiedler’s Contingency Approaches
Leader member relations
Task structure
Position power
Fiedler’s contingency model: a model
designed to diagnose whether a leader is
task-oriented or relationship-oriented and
match leader style to the situation
47. Contingency Theory (Fiedler 1978)
• Leadership effectiveness is determined by
the interaction between the leader's
personal characteristics and the
characteristics of the situation
• Leaders are classified as person-oriented or
task-oriented (which type will be more
effective depends on the leader's degree of
situational control)
• Control depends on relationship between
leader/followers, the degree of task
49. LPC Scale
• He or she may be someone you work with
now or someone you knew in the past. This
coworker does not have to be the person
you like least but should be the person with
whom you had the most difficulty in getting
a job done.
50. High LPC leaders
most effective in
“moderately” favorable
situations
Low LPC leaders
most effective in very
favorable or very
unfavorable situations
In moderate situations,
correlation between LPC &
Effectiveness is POSITIVE
In highly favorable/
unfavorable situations,
correlation between LPC &
Effectiveness is NEGATIVE
Fiedler’s Contingency Theory
LPC Scale
51. Contingency Theory (Fiedler 1978)
• The task-oriented leader will be effective in
extremely favorable or extremely
unfavorable situations
• The person-oriented leader will be more
effective in moderately favorable situations
• Criticisms include most of research was in
the lab
55. 4b) Situational Leadership model
On the basis of relationship behaviour and task behaviour, four leadership style were suggested.
In the situational model, a style of the leadership is matched with the maturity of the followers.
The maturity of the follower is decided by his ability to take responsibility, his education,
willingness to do a task and capacity to set high but attainable goals.
Task behaviour is all about the leaders organizing capability and coordinating ability so that a
task can be accomplished .
56. Situational Theory - Hersey and
Blanchard (1978)
Hersey and Blanchard’s extension of the Leadership Grid focusing on the
characteristics of followers as the important element of the situation, and
consequently, of determining effective leader behavior.
Effectiveness depends on the leader's task and relationship
behaviors.
The Leadership Grid: Blake & Mouton assume that people vary in
their concern for production and in their concern for people and that
individuals who are high on both dimensions (9,9) are the best
leaders.
57. Hersey and Blanchard’s Situational Theory of
Leadership
Follower Characteristics Appropriate Leader Style
Low readiness level
Moderate readiness level
High readiness level
Very high readiness level
Telling (high task-low relationship)
Selling (high task-high relationship)
Participating (low task-high rel.)
Delegating (low task-low relationship)
59. Path-Goal Theory (House 1971)
• Path-goal theory focuses on the kinds of
leader behaviors that allow subordinates to
achieve personal and organizational goals
• Four leadership styles can be adopted to
facilitate employee attainment of goals
– Directive
– Supportive
– Participative
– Achievement-oriented
60. Path-Goal Situations and Preferred
Leader Behaviors
Situation Leader Behavior Impact on Follower Outcome
Supportive
Leadership
Directive
Leadership
Achievement-
Oriented
Leadership
Participative
Leadership
Followers lack
self-confidence
Ambiguous job
Lack of job
challenge
Incorrect
reward
Increases confidence to
achieve work outcomes
Clarifies path to reward
Set and strive for high
goals
Clarifies followers’
needs to change
rewards
Increased
effort;
improved
satisfaction
and
performance
61. Path-Goal Theory (House 1971)
• The most effective leadership style depends
on the situation and the characteristics of
the subordinates
• Requires leader flexibility
• Directive style works best with unskilled
workers
• Supportive leadership works best with
highly skilled workers
• Theory is difficult to test and operationalize
63. Charismatic Leadership
• Charismatic leadership is a process of
influencing the followers so that they can
admire their actions.
• They are dynamic and risk takers.
• They are confidence and expert.
virgin groups chairman Sir Richard branson
Steve job cofounder of Apple company.
64. Transactional Leadership
Transcational leaders are ones who inspire and
direct their followers on the path of established
goals. They guide and motivate their followers
in the direction of goals by clarifying role and
task requirements. They monitor the work of
the subordinates and use corrective measures if
requireds.
Tvs group of Venu Srinivasan
Anil Ambani of Ambani group
65. Transformational Leadership
It is the demand of modern organization or
modern business world. They are the ones who
try to transform individuals to extract their
potential and develop them to become better
leaders. They inspire and motivate their
followers to put in extra effort towards
attainment of goals. They guide followers by
providing a sense of respect, providing vision
and mission and showing trust among the
employees.
66. Visionary Leadership
This leadership style is take from the world
Vision. Visionary leaders are the ones who have
the ability to create and articulate a realistic,
credible and attractive vision of the future.
They emphasize the vision not only verbally
but also through action.
N.R murthy of infosys and subash chandra of Zee
group
67. Motivation
The term motivation has its own origin in the
Latin word “mover” which means to move. Thus,
motivation stands for movement. According to
Scott, “Motivation is a process of stimulating
people to action to accomplish desired goals”.
Motivation has three distinct features
• It results from a felt need
• It is goal directed
• It persist until the satisfaction of a need state
occurs.
69. Types of motivation
• Intrinsic motivation refers to motivation that is driven by an interest
or enjoyment in the task itself, and exists within the individual rather
than relying on any external pressure. Intrinsic Motivation is based on
taking pleasure in an activity rather working towards an external
reward. Intrinsic motivation has been studied
by social and educational psychologists since the early 1970s.
Students who are intrinsically motivated are more likely to engage in
the task willingly as well as work to improve their skills, which will
increase their capabilities.
70. • Extrinsic motivation refers to the
performance of an activity in order to attain an
outcome, which then contradicts intrinsic
motivation. Extrinsic motivation comes from
outside of the individual. Common extrinsic
motivations are rewards like money and
grades, coercion and threat of punishment.
Competition is in general extrinsic because it
encourages the performer to win and beat
others, not to enjoy the intrinsic rewards of the
activity. A crowd cheering on the individual
and trophies are also extrinsic incentives.
71. Theories of motivation
Content theories
Maslow’s need hierarchy theory
Herzberg two factor theory
Alderfer’s ERG and Achivement motivational
theory
Process Theories
Vroom’s Expectancy
model00000000000000000000000
Adam’s Equity Theory
Porters performance and satisfaction model
73. Maslow’s Hierarchy
of Needs Theory
• Five groups of basic needs
• Healthy adults try to satisfy these needs
• So basic that they motivate behavior in many
cultures
• Chronic frustration of needs can lead to
psychopathological results
74. Maslow’s Hierarchy
of Needs Theory
• Five groups of basic needs
• Healthy adults try to satisfy these needs
• So basic that they motivate behavior in many
cultures
• Chronic frustration of needs can lead to
psychopathological results
75. Maslow’s Hierarchy
of Needs Theory (Cont.)
• Physiological needs: basic requirements of
the human body; food, water, sleep etc
• Safety needs: desires of a person to be
protected from physical and economic harm
• Belongingness and love needs (social): desire
to give and receive affection; be in the
company of others
76. Maslow’s Hierarchy
of Needs Theory (Cont.)
• Esteem needs: self-confidence and sense of
self-worth
– Esteem from others: valuation of self from other
people
– Self-esteem: feeling of self-confidence and self-
respect
• Self-actualization needs: desire for self-
fulfillment
Maslow: “. . . the desire to become more and more
what one is, to become everything that one is
capable of becoming.”
77. Criticism
• It is difficult to interpret and operationalize
the concept of need hierarchy.
• This model is based on relatively small
subjects.
• The need classification model is artificial and
arbitrary which cannot be given in five step
hierarchy.
• The same need will not lead to the same
response in all the individuals.
• The concept of need is introspective in nature
which cannot be tested objectively.
78. Two factor Theory
The two factor theory was proposed by
Frederick Herzberg. This theory is also known
as the motivation-hygiene Theory. According
to this theory motivation depends upon two
factors- motivators and Hygiene factors.
Hygiene factors – Herzberg said that the
presence of these basic factors might not be a
guarantee of satisfaction but absence can
cause dissatisfaction.
79. Hygiene factors
• Rules and policies
• Supervision
• Salary,
• Security
• Working conditions
Motivators
Achievement
Advancement
Autonomy (independence or freedom)
Challenge
Feed back
80. McClelland’s Achievement Motivation
Theory
• McClelland and colleagues studied the
behavioral effects of three needs
– Need for Achievement
– Need for Power
– Need for Affiliation
81. McClelland’s Achievement Motivation
Theory (Cont.)
• Strong need for achievement people
– Take responsibility for results of behavior
– Willing to take calculated risks
– Set moderate achievement goals
– Prefer to set performance standards for
themselves
– Prefer nonroutine tasks to routine assignments
– Welcome feedback about how well they are doing
82. McClelland’s Achievement Motivation
Theory (Cont.)
• Strong Need for Affiliation people
– Focuses on "establishing, maintaining, and
restoring positive affective relations with others"
– Want close, warm interpersonal relationships
– Seek the approval of others, especially those
about whom they care
– Like other people, want other people to like them,
and want to be in the company of others
83. McClelland’s Achievement Motivation
Theory (Cont.)
• Need for achievement and behavior
– Money: important to both high and low
achievers, but for different reasons
• High achiever wants concrete feedback about
performance
• Making a profit, or receiving a bonus, is a statement
about success or failure
• Symbol of success and feedback about job performance
84. E.R.G. Theory
• A variation of Maslow's hierarchy of needs
• Three groups of needs
–Existence needs: physical and material
wants
–Relatedness needs: desires for
interpersonal relationships
–Growth needs: desires to be creative and
productive; to use one’s skills
86. E.R.G. Theory (Cont.)
• Both similar to and different from Maslow's
need hierarchy
• Satisfied and unsatisfied needs operate in
much the same way
• Movement upward is the same
• Movement downward is new
See text book Figure 7.2
87. Process Theories
• Expectancy theory: The expectancy theory is also known as
instrumentality theory, path goal theory and valence- instrumentality
theory. The theory was develop by Victor H.vroom. According to this
theory, work effort in an organization is directed towards behaviours
that people believe will lead to desire outcomes. In other words we
can say that people adopt such behaviour in their work effort which
give desired outcomes.
Vroom has mathematical equation
MF= V*I*E
Where ,
MF= motivational force
V= valence
I= instrumentality
E= Expectancy
88. • The expectancy theory says that individuals have
different sets of goals and can be motivated if
they believe that:
• There is a positive correlation between efforts
and performance,
• Favourable performance will result in a desirable
reward,
• The reward will satisfy an important need,
• The desire to satisfy the need is strong enough to
make the effort worthwhile.
89. Expectancy: It is believed that a particular level of effort will be
followed by a particular level of performance. It means
expectancy = effort to perform. We can say it for example that
you can work hard if you believe that it will lead to success.
Instrumentality: It is the relationship between first level
outcomes and second level outcomes. In other words , it is the
perception of an individual that first level of outcomes are
associated with second level outcomes. For eg: If you passed
entrance test of iim exam you will get admissions in IIM. If
there is no realtion between two , their instrumentality will be
zero.
Valence: It is the preference of individual for a particular
second level outcome. Valence can have values ranging from
negative to positive. An outcome is positive when it is
preferred and negative when it is not preferred.
90. Assumptions
• A combination of forces in the individual and the
environment determines behaviour.
• Individual decides their own behavior in the
organizations.
• Different individuals have different needs and
goals. So they expect different rewards for their
work.
• On the basis of their perception of which
behavior will lead to the desired outcome they
decide about alternatives.
92. Conflict is a natural disagreement resulting from
individuals or groups that differ in attitudes,
beliefs,values or needs. It can also originate from
past rivalries and personality differences.
Definition: Conflict is a perceived differences of
values between two or more parties that result in
mutual opposition.
Conflict can be defined as a process in which one
party perceives that another party has negatively
affected, or is about to negatively affect,some
thing that the first party cares about.
94. 17-94
Organizational Conflict
• Organizational Conflict
– The discord that arises when goals, interests or
values of different individuals or groups are
incompatible
and those people
block or thwart
each other’s efforts
to achieve their
objectives.
95. Features of Conflict
• Conflict is incompatible( certain to disagree)
in nature: It occurs when two or more people
have mutually exclusive to be achieved.
• Conflict arises due to scarcity of resources.
• Conflict can be verbal or non verbal behaviour.
• Conflict is deliberate(intentionally).
• It is based on perception.
96. Healthy conflict can lead to:
• Growth and innovation
• New ways of thinking
• Additional management options
• High productivity
97.
98. Level of conflict
• Latent conflict: In every organizations conflict begins with latent
conflict. Conflict can created by any unexpected incident such as
change in direction of the organization or over loaded employee being
given another project, or promise of salary increase which was not
implemented.
• Perceived conflict: At this level the conflict arises as a
misunderstanding between two parties. This misunderstanding can be
resolved by improved communication
• Felt conflict: The parties in conflict develop negative feelings about
each other.
• Manifest conflict: One party decides how to react to or deal with the
party that it sees as the source of the conflict, and both parties try to
hurt each other and thwart( to hinder ) each other’s goals.
• Conflict outcome: Every conflict episode leaves a conflict aftermath
that affects the way both parties perceive and respond to a future
conflict episode.
16
99. Sources of Organizational
Conflict
• Differentiation
– Differences in functional
orientation
– Status inconsistencies
• Task relationships
– Overlapping authority
– Task interdependence
– Incompatible evaluation
systems
• Scarcity of resources
14
100. Sources of conflict
1. Interdependence
Pooled interdependence
sequential interdependence
Reciprocal interdependence
2. Scarcity of resources
3. Specialization
4. Competitive incentive and reward system
5. Incompatible personalities
6. Lack of clarity of roles and responsibility
7. Differences of perception, value and attitude
8. Poor communication
9. Cultural barriers
101. Types of conflict
1. Intrapersonal conflicts
2. Interpersonal conflict
3. Intra group conflict
4. inter group conflict
5. inter organizational conflict
102. Conflict Management approaches
• Encouraging individualistic thinking
• Increasing individual competition by
rewarding individual performance
• Providing all good and bad news to the
employees
• Creating role conflict between perceived and
actual role
• Bringing change in the organizational
structure
• Restricting the work unit
104. Collaborating
Fundamental premise: Teamwork and cooperation help everyone achieve
their goals while also maintaining relationships
Strategic philosophy: The process of working through differences `will
lead to creative solutions that will satisfy both parties' concerns
When to use:
When there is a high level of trust
When you don't want to have full responsibility
When you want others to also have "ownership" of solutions
When the people involved are willing to change their thinking as more
information is found and new options are suggested
When you need to work through animosity(strong dislike and hatred) and
hard feelings
Drawbacks:
The process takes lots of time and energy
Some may take advantage of other people's trust and openness
105. Compromising:
Fundamental premise: Winning something while losing a little is OK
Strategic philosophy: Both ends are placed against the middle in an
attempt to serve the "common good" while ensuring each person
can maintain something of their original position
When to use:
When people of equal status are equally committed to goals
When time can be saved by reaching intermediate settlements on
individual parts of complex issues
When goals are moderately important
Drawbacks:
Important values and long-term objectives can be derailed( bring a
sudden hault) in the process
May not work if initial demands are too great
106. Accommodating :
This style is less assertive and highly
cooperative. People try to be generous and
sacrificing. This style can be very useful for
the temporary solution of conflict in short run.
People using this style may be perceived as
submissive and weak persons. This style is
used in a situation when an issue is important
for other person, and you want the other
person to learn from his mistakes.
107. Competing :
This style is highly assertive and
uncooperative. This style is power oriented
and includes dominance. Those who believe in
this style of conflict resolution rely heavily
on punishment to have control over others.
People use fight, argument even physical
aggression to achieve their goal. Here one
party wins and others looses. This style is
popular in a few situations such as only on
emergencies, or when there is a need to protect
yourself and others from taking undue
advantage.
108. Avoiding:
Fundamental premise: This isn't the right time or place to address this issue
Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or
postponing
When to use:
When the conflict is small and relationships are at stake
When you're counting to ten to cool off
When more important issues are pressing and you feel you don't have time to
deal with this particular one
When you have no power and you see no chance of getting your concerns met
When you are too emotionally involved and others around you can solve the
conflict more successfully
When more information is needed
Drawbacks:
Important decisions may be made by default
Postponing may make matters worse
109. 17-109
Negotiation
• Negotiation
– Parties to a conflict try to come up with a solution acceptable
to themselves by considering various alternative ways to
allocate resources to each other
Methods/ steps
– Unfreezing
– Being open
– Empathy for others
– Searching for common goal
– Generating alternatives
– Responding to alternatives
– Searching for solutions
– Breaking the silence
– Accepting a solution with the group
111. Needs for change
• External environment such as change in
market place, government laws and regulation
technology, labour market and economical
changes
• Internal environment such as changes in
organizational strategies, workforce changes,
new equipments and change in employeed
attitue.
112. Factors of change
• Competitive factors:
Every organization must make
changes to attempt to match or exceed its
competitors on at least one of the following
dimensions.
Efficiency
Quality
innovation
customer responsiveness
113. • Economic, political and global forces affect
organizations by forcing them to change the
process they adopt for producing good and
services. They also affect the choice of location
for the production.
Need to change organization structure due to
following
To allow expansion in foreign market.
To adopt different types of national culture.
To help expatriates in adapting to the cultural
values of the place where they are located.
114. Resistance to change
In any organization where change is introduced ,
people and group react in different ways.
There can be great support or active
resistance too. If people have don’t have
enough information regarding the process and
impact of change, people resist change.
115. Sources of Resistance to Change
• Ignorance: a failure to understand the
situation or the problem
• Mistrust: motives for change are
considered suspicious
• Disbelief: a feeling that the way
forward will not work
• “Power-Cut”: a fear that sources of
influence and control will be eroded.
116. Sources of Resistance to Change
• Loss: change has unacceptable personal
costs
• Inadequacy: the benefits from the change
are not seen as sufficient
• Anxiety: fear of being unable to cope with
the new situation.
117. Sources of Resistance to Change
• Comparison: the way forward is disliked
because an alternative is preferred
• Demolition: change threatens the
destruction of existing social networks.
118. Symptoms of Resistance
• Hostility and Aggression
• An individual may develop apathy towards his
work
• Absenteeism and tardiness
• Development of Anxiety and Tension
• Slowdown or strikes
119. Strategies to overcome Resistance
• Selective perception
• Lack of information
• Fear of unknown
• Habit
• Resentment towards the manager
120. Strategies
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and co-optation
• Explicit and Implicit coercion
121. Process of change
• Initiation
• Motivation
• Diagnosis
• Collection of information
• Evaluation of Alternatives
• Action Proposal
• Implementation
• Stabilization
123. O.D
O.D is a technique that helps individual to learn
to change their attitude and behavior, so that
they can function effectively both, as
individual as organization members.
It is said that O.D is a technique which helps
two interdependent groups explore their
perceptions and relations in order to improve
their work interactions.
124. O.D encourages some specific values
• Openness: Facing the problem instead of avoiding
it.
• Confrontation: searching for the solution of the
problem and developing good relations among
employees.
• Trust
• Authenticity: Dependency on each other
• Proactive: Taking initiative,
• Autonomy: Strength of a person to collaborate
with others without feeling inferior.
• Collaboration: an activity where people prefer to
work in group rather than working alone
125. Techniques of O.D
• Counseling
• Sensitivity Training
• Process Consultation
• Team building
• Inter group training
• Organizational mirroring
• Organizational confrontation meeting
126. O.D Interventions
Organizational development is a difficult and a complicated
issue. If not handled properly it can have disastrous results.
While planning O.D therefore, we need to introduce very
specific interventions to facilitate.
Several experts have suggested classification system for
these interventions.
O.D cube: Schmuck and miles (1971) proposed a 9*6*8 cube,
suggesting the following dimensions.
Diagnosed problem
Focus of attention
Mode of intervention
127. Consul Cube
Blake and mouton (1976) proposed a comprehensive
system covering a large number of interventions at
different level. They classified interventions using three
dimensions to make it cube (5*4*5)
Consulting approach
Focal issues
Units of change
Interventions families:
French and Bell (1989) have purposed 13 families, or
types , of interventions in terms of activities :
diagnostic, Team building, intergroup, survey feedback,
education and training, techno structural change, survey
feedback, education and training etc
128. 3 dimensions of culture that need to be considered
while making decisions about O.D intervention
strategy
• Ambiguity Tolerance
• Risk taking capacity
• Openness
129. Motivation
The term motivation has its own origin in the
Latin word “mover” which means to move. Thus,
motivation stands for movement. According to
Scott, “Motivation is a process of stimulating
people to action to accomplish desired goals”.
Motivation has three distinct features
• It results from a felt need
• It is goal directed
• It persist until the satisfaction of a need state
occurs.
130. Defining Motivation
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
132. Types of motivation
• Intrinsic motivation refers to motivation that is driven by an interest
or enjoyment in the task itself, and exists within the individual rather
than relying on any external pressure. Intrinsic Motivation is based on
taking pleasure in an activity rather working towards an external
reward. Intrinsic motivation has been studied
by social and educational psychologists since the early 1970s.
Students who are intrinsically motivated are more likely to engage in
the task willingly as well as work to improve their skills, which will
increase their capabilities.
133. • Extrinsic motivation refers to the performance of an
activity in order to attain an outcome, which then
contradicts intrinsic motivation. Extrinsic motivation
comes from outside of the individual. Common
extrinsic motivations are rewards like money and
grades, coercion and threat of punishment.
Competition is in general extrinsic because it
encourages the performer to win and beat others, not
to enjoy the intrinsic rewards of the activity. A crowd
cheering on the individual and trophies are also
extrinsic incentives.
134. Theories of motivation
Content theories
Maslow’s need hierarchy theory
Herzberg two factor theory
Alderfer’s ERG and Achivement motivational theory
Process Theories
Vroom’s Expectancy
model00000000000000000000000
Adam’s Equity Theory
Porters performance and satisfaction model
136. Maslow’s Hierarchy
of Needs Theory
• Five groups of basic needs
• Healthy adults try to satisfy these needs
• So basic that they motivate behavior in many
cultures
• Chronic frustration of needs can lead to
psychopathological results
137. Maslow’s Hierarchy
of Needs Theory
• Five groups of basic needs
• Healthy adults try to satisfy these needs
• So basic that they motivate behavior in many
cultures
• Chronic frustration of needs can lead to
psychopathological results
138. Maslow’s Hierarchy
of Needs Theory (Cont.)
• Physiological needs: basic requirements of
the human body; food, water, sleep etc
• Safety needs: desires of a person to be
protected from physical and economic harm
• Belongingness and love needs (social): desire
to give and receive affection; be in the
company of others
139. Maslow’s Hierarchy
of Needs Theory (Cont.)
• Esteem needs: self-confidence and sense of
self-worth
– Esteem from others: valuation of self from other
people
– Self-esteem: feeling of self-confidence and self-
respect
• Self-actualization needs: desire for self-
fulfillment
Maslow: “. . . the desire to become more and more
what one is, to become everything that one is
capable of becoming.”
140. Criticism
• It is difficult to interpret and operationalize the
concept of need hierarchy.
• This model is based on relatively small subjects.
• The need classification model is artificial and
arbitrary which cannot be given in five step hierarchy.
• The same need will not lead to the same response in
all the individuals.
• The concept of need is introspective in nature which
cannot be tested objectively.
• Individuals differ in the relative intensity of their
various needs.
141. Two factor Theory
The two factor theory was proposed by
Frederick Herzberg. This theory is also known
as the motivation-hygiene Theory. According
to this theory motivation depends upon two
factors- motivators and Hygiene factors.
Hygiene factors – Herzberg said that the
presence of these basic factors might not be a
guarantee of satisfaction but absence can
cause dissatisfaction.
142. Hygiene factors
• Rules and policies
• Supervision
• Salary,
• Security
• Working conditions
Motivators
Achievement
Advancement
Autonomy (independence or freedom)
Challenge
Feed back
Responsibility
143. McClelland’s Achievement Motivation
Theory
• McClelland and colleagues studied the
behavioral effects of three needs
– Need for Achievement
– Need for Power
– Need for Affiliation
144. McClelland’s Achievement Motivation
Theory (Cont.)
• Strong need for achievement people
– Take responsibility for results of behavior
– Willing to take calculated risks
– Set moderate achievement goals
– Prefer to set performance standards for
themselves
– Prefer nonroutine tasks to routine assignments
– Welcome feedback about how well they are doing
145. McClelland’s Achievement Motivation
Theory (Cont.)
• Strong Need for Affiliation people
– Focuses on "establishing, maintaining, and
restoring positive affective relations with others"
– Want close, warm interpersonal relationships
– Seek the approval of others, especially those
about whom they care
– Like other people, want other people to like them,
and want to be in the company of others
146. McClelland’s Achievement Motivation
Theory (Cont.)
• Need for achievement and behavior
– Money: important to both high and low
achievers, but for different reasons
• High achiever wants concrete feedback about
performance
• Making a profit, or receiving a bonus, is a statement
about success or failure
• Symbol of success and feedback about job performance
147. E.R.G. Theory
• A variation of Maslow's hierarchy of needs
• Three groups of needs
–Existence needs: physical and material
wants
–Relatedness needs: desires for
interpersonal relationships
–Growth needs: desires to be creative and
productive; to use one’s skills
149. E.R.G. Theory (Cont.)
• Both similar to and different from Maslow's
need hierarchy
• Satisfied and unsatisfied needs operate in
much the same way
• Movement upward is the same
• Movement downward is new
See text book Figure 7.2
150. Process Theories
• Expectancy theory: The expectancy theory is also known as
instrumentality theory, path goal theory and valence- instrumentality
theory. The theory was develop by Victor H.vroom. According to this
theory, work effort in an organization is directed towards behaviours
that people believe will lead to desire outcomes. In other words we
can say that people adopt such behaviour in their work effort which
give desired outcomes.
Vroom has mathematical equation
MF= V*I*E
Where ,
MF= motivational force
V= valence
I= instrumentality
E= Expectancy
151. • The expectancy theory says that individuals have
different sets of goals and can be motivated if they
believe that:
• There is a positive correlation between efforts and
performance,
• Favourable performance will result in a desirable
reward,
• The reward will satisfy an important need,
• The desire to satisfy the need is strong enough to make
the effort worthwhile.
152. Expectancy: It is believed that a particular level of effort will be
followed by a particular level of performance. It means
expectancy = effort to perform. We can say it for example that
you can work hard if you believe that it will lead to success.
Instrumentality: It is the relationship between first level
outcomes and second level outcomes. In other words , it is the
perception of an individual that first level of outcomes are
associated with second level outcomes. For eg: If you passed
entrance test of iim exam you will get admissions in IIM. If
there is no realtion between two , their instrumentality will be
zero.
Valence: It is the preference of individual for a particular
second level outcome. Valence can have values ranging from
negative to positive. An outcome is positive when it is
preferred and negative when it is not preferred.
153. Assumptions
• A combination of forces in the individual and the
environment determines behaviour.
• Individual decides their own behavior in the
organizations.
• Different individuals have different needs and
goals. So they expect different rewards for their
work.
• On the basis of their perception of which
behavior will lead to the desired outcome they
decide about alternatives.
155. Needs for change
• External environment such as change in
market place, government laws and regulation
technology, labour market and economical
changes
• Internal environment such as changes in
organizational strategies, workforce changes,
new equipments and change in employeed
attitue.
156. Factors of change
• Competitive factors:
Every organization must make
changes to attempt to match or exceed its
competitors on at least one of the following
dimensions.
Efficiency
Quality
innovation
customer responsiveness
157. • Economic, political and global forces affect
organizations by forcing them to change the
process they adopt for producing good and
services. They also affect the choice of location
for the production.
Need to change organization structure due to
following
To allow expansion in foreign market.
To adopt different types of national culture.
To help expatriates in adapting to the cultural
values of the place where they are located.
158. Resistance to change
In any organization where change is introduced ,
people and group react in different ways.
There can be great support or active
resistance too. If people have don’t have
enough information regarding the process and
impact of change, people resist change.
159. Sources of Resistance to Change
• Ignorance: a failure to understand the
situation or the problem
• Mistrust: motives for change are
considered suspicious
• Disbelief: a feeling that the way
forward will not work
• “Power-Cut”: a fear that sources of
influence and control will be eroded.
160. Sources of Resistance to Change
• Loss: change has unacceptable personal
costs
• Inadequacy: the benefits from the change
are not seen as sufficient
• Anxiety: fear of being unable to cope with
the new situation.
161. Sources of Resistance to Change
• Comparison: the way forward is disliked
because an alternative is preferred
• Demolition: change threatens the
destruction of existing social networks.
162. Symptoms of Resistance
• Hostility and Aggression
• An individual may develop apathy towards his
work
• Absenteeism and tardiness
• Development of Anxiety and Tension
• Slowdown or strikes
163. Strategies to overcome Resistance
• Selective perception
• Lack of information
• Fear of unknown
• Habit
• Resentment towards the manager
164. Strategies
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and co-optation
• Explicit and Implicit coercion
165. Process of change
• Initiation
• Motivation
• Diagnosis
• Collection of information
• Evaluation of Alternatives
• Action Proposal
• Implementation
• Stabilization
167. O.D
O.D is a technique that helps individual to learn
to change their attitude and behavior, so that
they can function effectively both, as
individual as organization members.
It is said that O.D is a technique which helps
two interdependent groups explore their
perceptions and relations in order to improve
their work interactions.
168. O.D encourages some specific values
• Openness: Facing the problem instead of avoiding it.
• Confrontation: searching for the solution of the
problem and developing good relations among
employees.
• Trust
• Authenticity: Dependency on each other
• Proactive: Taking initiative,
• Autonomy: Strength of a person to collaborate with
others without feeling inferior.
• Collaboration: an activity where people prefer to
work in group rather than working alone
169. Techniques of O.D
• Counseling
• Sensitivity Training
• Process Consultation
• Team building
• Inter group training
• Organizational mirroring
• Organizational confrontation meeting
170. O.D Interventions
Organizational development is a difficult and a complicated
issue. If not handled properly it can have disastrous results.
While planning O.D therefore, we need to introduce very
specific interventions to facilitate.
Several experts have suggested classification system for
these interventions.
O.D cube: Schmuck and miles (1971) proposed a 9*6*8 cube,
suggesting the following dimensions.
Diagnosed problem
Focus of attention
Mode of intervention
171. Consul Cube
Blake and mouton (1976) proposed a comprehensive
system covering a large number of interventions at
different level. They classified interventions using three
dimensions to make it cube (5*4*5)
Consulting approach
Focal issues
Units of change
Interventions families:
French and Bell (1989) have purposed 13 families, or
types , of interventions in terms of activities :
diagnostic, Team building, intergroup, survey feedback,
education and training, techno structural change, survey
feedback, education and training etc
172. 3 dimensions of culture that need to be
considered while making decisions about O.D
intervention strategy
• Ambiguity Tolerance
• Risk taking capacity
• Openness
174. Conflict is a natural disagreement resulting from
individuals or groups that differ in attitudes,
beliefs,values or needs. It can also originate from
past rivalries and personality differences.
Definition: Conflict is a perceived differences of
values between two or more parties that result in
mutual opposition.
Conflict can be defined as a process in which one
party perceives that another party has negatively
affected, or is about to negatively affect,some
thing that the first party cares about.
176. 17-176
Organizational Conflict
• Organizational Conflict
– The discord that arises when goals, interests or
values of different individuals or groups are
incompatible
and those people
block or thwart
each other’s efforts
to achieve their
objectives.
177. Features of Conflict
• Conflict is incompatible( certain to disagree) in
nature: It occurs when two or more people have
mutually exclusive to be achieved.
• Conflict arises due to scarcity of resources.
• Conflict can be verbal or non verbal behaviour.
• Conflict is deliberate(intentionally).
• It is based on perception.
178. Healthy conflict can lead to:
• Growth and innovation
• New ways of thinking
• Additional management options
• High productivity
179.
180. Level of conflict
• Latent conflict: In every organizations conflict begins with
latent conflict. Conflict can created by any unexpected incident
such as change in direction of the organization or over loaded
employee being given another project, or promise of salary
increase which was not implemented.
• Perceived conflict: At this level the conflict arises as a
misunderstanding between two parties. This misunderstanding
can be resolved by improved communication
• Felt conflict: The parties in conflict develop negative feelings
about each other.
• Manifest conflict: One party decides how to react to or deal
with the party that it sees as the source of the conflict, and
both parties try to hurt each other and thwart( to hinder ) each
other’s goals.
• Conflict outcome: Every conflict episode leaves a conflict
aftermath that affects the way both parties perceive and
respond to a future conflict episode.
16
181. Sources of Organizational Conflict
• Differentiation
– Differences in functional
orientation
– Status inconsistencies
• Task relationships
– Overlapping authority
– Task interdependence
– Incompatible evaluation
systems
• Scarcity of resources
14
182. Sources of conflict
1. Interdependence
Pooled interdependence
sequential interdependence
Reciprocal interdependence
2. Scarcity of resources
3. Specialization
4. Competitive incentive and reward system
5. Incompatible personalities
6. Lack of clarity of roles and responsibility
7. Differences of perception, value and attitude
8. Poor communication
9. Cultural barriers
183. Types of conflict
1. Intrapersonal conflicts
2. Interpersonal conflict
3. Intra group conflict
4. inter group conflict
5. inter organizational conflict
184. Conflict Management approaches
• Encouraging individualistic thinking
• Increasing individual competition by rewarding
individual performance
• Providing all good and bad news to the
employees
• Creating role conflict between perceived and
actual role
• Bringing change in the organizational structure
• Restricting the work unit
• Bringing outsiders to the organization
186. Collaborating
Fundamental premise: Teamwork and cooperation help everyone achieve
their goals while also maintaining relationships
Strategic philosophy: The process of working through differences `will
lead to creative solutions that will satisfy both parties' concerns
When to use:
When there is a high level of trust
When you don't want to have full responsibility
When you want others to also have "ownership" of solutions
When the people involved are willing to change their thinking as more
information is found and new options are suggested
When you need to work through animosity(strong dislike and hatred) and
hard feelings
Drawbacks:
The process takes lots of time and energy
Some may take advantage of other people's trust and openness
187. Compromising:
Fundamental premise: Winning something while losing a little is OK
Strategic philosophy: Both ends are placed against the middle in an
attempt to serve the "common good" while ensuring each person
can maintain something of their original position
When to use:
When people of equal status are equally committed to goals
When time can be saved by reaching intermediate settlements on
individual parts of complex issues
When goals are moderately important
Drawbacks:
Important values and long-term objectives can be derailed( bring a
sudden hault) in the process
May not work if initial demands are too great
188. Accommodating :
This style is less assertive and highly
cooperative. People try to be generous and
sacrificing. This style can be very useful for the
temporary solution of conflict in short run. People
using this style may be perceived as submissive and
weak persons. This style is used in a situation when
an issue is important for other person, and you want
the other person to learn from his mistakes.
189. Competing :
This style is highly assertive and
uncooperative. This style is power oriented and
includes dominance. Those who believe in this style
of conflict resolution rely heavily on punishment to
have control over others. People use fight, argument
even physical aggression to achieve their goal. Here
one party wins and others looses. This style is popular
in a few situations such as only on emergencies, or
when there is a need to protect yourself and others
from taking undue advantage.
190. Avoiding:
Fundamental premise: This isn't the right time or place to address this issue
Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or
postponing
When to use:
When the conflict is small and relationships are at stake
When you're counting to ten to cool off
When more important issues are pressing and you feel you don't have time to
deal with this particular one
When you have no power and you see no chance of getting your concerns met
When you are too emotionally involved and others around you can solve the
conflict more successfully
When more information is needed
Drawbacks:
Important decisions may be made by default
Postponing may make matters worse
191. 17-191
Negotiation
• Negotiation
– Parties to a conflict try to come up with a solution acceptable
to themselves by considering various alternative ways to
allocate resources to each other
Methods/ steps
– Unfreezing
– Being open
– Empathy for others
– Searching for common goal
– Generating alternatives
– Responding to alternatives
– Searching for solutions
– Breaking the silence
– Accepting a solution with the group
193. According to Koontz and O’Donnell, “Leadership is the
process of influencing others towards the
accomplishment of the goal. It is the ability of a
manager to induce subordinate to work with zeal and
confidence.
According to Louis A. Allen, “ A leader is one who
guides and directs other people. He gives the efforts
of his followers a direction and purpose, by
influencing their behavior.
Definition:
194. Characterstics of leadership
1. Leadership is a process of influence.
2. Leadership is related to the situation.
3. Leadership is a function of stimulation
4. Leadership gives an experience of helping others in
attaining their common objective.
5. There should be existence of followers.
195. The Characteristic of an Effective
Leader…
• Inspiring
• Has a vision, mission and
goal
• Integrity & diplomacy: a quality
Of being honest.
• Motivational
• Communication & listening skills
• Coaching skills
• Decisive: having a power or quality of deciding
• A "can do, get it done" attitude
196. Leaders vs. Managers
LEADERS:
innovate
focus on people
inspire trust
have a long-range view
ask what and why
have eyes on horizon
originate
challenge status quo
do the right thing
MANAGERS:
administrate
focus on systems and
structures
rely on control
have a short-range view
ask how and when
have eyes on bottom
line
initiate
accept status quo
do things right
199. Autocratic Style
This style is also known as authoritarian style.
Autocratic leaders believes in strict command.
He gives ordered which must be obeyed by his
subordinates.
High degree of dependency on the leader
Can create de-motivation and alienation
of staff
May be valuable in some types of business where
decisions need to be made quickly and decisively
200. Advantages
Quick decision making
Leader can have direct control over group
It can be applied to group activity.
One decision making authority
Disadvantages
Takes all decision which is very demotivating for the
subordinates.
Misunderstanding of the people due to one way
communication.
People get less chance of growth of their potentials.
High dependency of leader for everything and people
start avoiding responsibility
201. Types of Autocratic style
• Strict Autocratic: The leaders of this style believes in
passing the orders. Communication is downward and
he uses fear and threats.
• Benevolent Autocratic: In this leaders uses reward
and punishment to work effectively. Limited upward
communication.
• Manipulative autocratic: The leaders shows that the
suggestion of the employees are welcomed but he
takes his own decisions. In this leadership style, there
is no motivation for the employees.
203. Participative Style
It is also known as democratic style.
In this style, the decision making power is dispersed among
the group members.
Policies are worked out in group discussions and with the
acceptance of the group.
Praises or blames are group factor.
Democratic leadership style means facilitating the
conversation, encouraging people to share their ideas, and then
synthesizing all the available information into the best possible
decision.
Ideas move freely amongst the group and are discussed openly.
204. Advantages
In this style, employees feel motivated and satisfied,
which increases the productivity.
The morale of group is high
Group decisions making reduces conflicts
Disadvantages
Subordinate can use particpative leadership
as a tool of manipulation.
Top level decision is making difficult.
There can be chaos and bias.
206. Laissez-faire style
• In this style, the leader allows the employees to make
the decisions
• This leadership style is also known as free-rein
leadership.
• This leader acts as suprevisor.
• Generally, self managed team his this kind of
leadership style.
• A free rein leader doesn’t lead but leave the groups
entirely to itself.
• Establish own goals and works out its problems on its
own.
207.
208. Comparison of Authoritarian,
Democratic, & Laissez-Faire
Authoritar. Democrat. Laissez-F
Degree of
freedom
Little Moderate Much
Degree of control
High Moderate None
Decsision making
By leader Leader&
group
Group or
no one
Leader activity level
High High Minimal
Assumption of
Responsibility Leader Shared Abdicated
Output of group
High&
good qual.
High &
creative
Variable-
Poor?
209. Theories of leadership
1) Great man theory leadership
2) Trait theory
3) Behavioral Theory
a) Ohio state studies
b) Managerial grid theory
4) Situational Theory
a) Fiddlers' Contingency theory
b) Situational Leadership model
c) Path goal theory
210. 1) Greatman theory of leadership
•This theory was formulated in the year 1950 according to
which leaders are born not made.
•This theory says that leaders have certain inherent traits which
make them leaders and to be a successful leader, it is necessary
to have inborn leadership qualities.
•This theory says that leadership is god gifted and talks about
certain qualities such as intelligence, charm, courage,
persuasiveness, commanding personality aggresiveness etc.
•In this theory we can take the example of napolean, who is
considered as a born leader.
211. The Great Man Theory
Early explanations of leadership studied the
“traits” of great leaders
“Great man” theories (Gandhi, Lincoln, Napoleon)
Belief that people were born with these traits and only
the great people possessed them
212. Personal qualities of leaders
Personality traits, such as extraversion,
conscientiousness, and openness.
Intelligence and emotional intelligence (degree of
social skill).
Expertise, skill, and experience.
The Great Man Theory
215. Trait theory
•This theory is based on great man theory, in other words this
theory believes that leadership is the result of certain traits.
•This theory says that leaders differ from their followers because
of certain generally acceptable traits.
•In this theory we can take the example of Ratan Tata, Narayan
Murthy, Steve Jobs, Nelson Mandela etc are well known as
leaders because of their personal qualities and characteristics.
•It can also be said that Mahatma Gandhi had not received any
formal training for developing leadership skills, then also he was
a charismatic leader.
216. •In the year 1930-1940 many researches were conducted to find
out the factor which are responsible for making a leader and it
was said that if a person possesses particular traits he can be
come a leader.
•Researchers have identified almost 40 traits which are
important to have in you if you want to become a leader.
Some of these traits are:
Traits
Adaptable to situation
Assertive
Cooperative
Alert to social environment
Tolerant of stress
Willing to assume responsibility
Skills
Clever
Conceptually skilled
Diplomatic and tactful
Fluent in speaking
Persuasive
Socially skilled
217. 3) Behavioural Theory
• Imply that leaders can be trained – focus on the way
of doing things
– Structure based behavioural theories – focus on the leader
instituting structures – task orientated
– Relationship based behavioural theories – focus on the
development and maintenance of relationships – process
orientated
219. a) Ohio State Studies
The Ohio State studies identified various independent dimensions of a
leader’s behaviour.
After analyzing the leadership behaviour in various situations, they
narrowed down the list to two leadership behaviours
Initiating Structure
The extent to which a leader is likely to
define and structure his or her role and
those of sub-ordinates in the search for
goal attainment.
Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect for
subordinate’s ideas, and regard for their feelings.
220. b) The Managerial Grid
• Created and developed by Robert Blake and Jane S. Mouton.
• Considered as most significant and practical contribution to
organization development and effective management
principles.
• As shown in the next slide, the managerial grid theory is a
presentation of two dimensional view of leadership style.
• These two dimensions are
– Concern for people
– Concern for production
The X-axis of the grid represents the Leaders concern for production
and the Y-axis represents the leaders concern for people.
It is expressed a nine point scale. The minimum concern is represented
by number 9 and the max. is concerned by number 9.
221. • Managerial Grid
– Appraises leadership styles using two dimensions:
• Concern for people
• Concern for production
– Places managerial styles in five categories:
• Impoverished management
• Task management
• Middle-of-the-road management
• Country club management
• Team management
224. 4) Situational Theory
The Situational theories emphasizes that there is no specific style of
leadership; it is the situation which decides whether a person is a leader
or not . In other words, leadership is strongly affected by the situation in
which a leader emerges and in which he works.
The situational theory says that success of any organization depends
upon the leadership of that organization. So, the leader should be
flexible enough to understand the situation and his followers.
The emphasis is on the type of situation, behaviour of the leader and
the followers. The leader is the means of achieving the goals of the
group and the members.
In other words, we can say that according to this theory a leader
becomes a leader due to the various situational factors, and the
interaction between the leader and the group member.
225. 4a) Fiedler’s Contingency Approaches
Leader member relations
Task structure
Position power
Fiedler’s contingency model: a model
designed to diagnose whether a leader is
task-oriented or relationship-oriented and
match leader style to the situation
226. Contingency Theory (Fiedler 1978)
• Leadership effectiveness is determined by the
interaction between the leader's personal
characteristics and the characteristics of the
situation
• Leaders are classified as person-oriented or
task-oriented (which type will be more effective
depends on the leader's degree of situational
control)
• Control depends on relationship between
leader/followers, the degree of task structure,
and the leader's authority (position power)
228. LPC Scale
• He or she may be someone you work with now
or someone you knew in the past. This coworker
does not have to be the person you like least but
should be the person with whom you had the most
difficulty in getting a job done.
229. High LPC leaders
most effective in
“moderately” favorable
situations
Low LPC leaders
most effective in very
favorable or very
unfavorable situations
In moderate situations,
correlation between LPC &
Effectiveness is POSITIVE
In highly favorable/
unfavorable situations,
correlation between LPC &
Effectiveness is NEGATIVE
Fiedler’s Contingency Theory
LPC Scale
230. Contingency Theory (Fiedler 1978)
• The task-oriented leader will be effective in
extremely favorable or extremely
unfavorable situations
• The person-oriented leader will be more
effective in moderately favorable situations
• Criticisms include most of research was in
the lab
234. 4b) Situational Leadership model
On the basis of relationship behaviour and task behaviour, four leadership style were suggested.
In the situational model, a style of the leadership is matched with the maturity of the followers.
The maturity of the follower is decided by his ability to take responsibility, his education,
willingness to do a task and capacity to set high but attainable goals.
Task behaviour is all about the leaders organizing capability and coordinating ability so that a
task can be accomplished .
235. Situational Theory - Hersey and
Blanchard (1978)
Hersey and Blanchard’s extension of the Leadership Grid focusing on the
characteristics of followers as the important element of the situation, and
consequently, of determining effective leader behavior.
Effectiveness depends on the leader's task and relationship
behaviors.
The Leadership Grid: Blake & Mouton assume that people vary in
their concern for production and in their concern for people and that
individuals who are high on both dimensions (9,9) are the best
leaders.
236. Hersey and Blanchard’s Situational Theory of
Leadership
Follower Characteristics Appropriate Leader Style
Low readiness level
Moderate readiness level
High readiness level
Very high readiness level
Telling (high task-low relationship)
Selling (high task-high relationship)
Participating (low task-high rel.)
Delegating (low task-low relationship)
238. Path-Goal Theory (House 1971)
• Path-goal theory focuses on the kinds of leader
behaviors that allow subordinates to achieve
personal and organizational goals
• Four leadership styles can be adopted to facilitate
employee attainment of goals
– Directive
– Supportive
– Participative
– Achievement-oriented
239. Path-Goal Situations and Preferred
Leader Behaviors
Situation Leader Behavior Impact on Follower Outcome
Supportive
Leadership
Directive
Leadership
Achievement-
Oriented
Leadership
Participative
Leadership
Followers lack
self-confidence
Ambiguous job
Lack of job
challenge
Incorrect
reward
Increases confidence to
achieve work outcomes
Clarifies path to reward
Set and strive for high
goals
Clarifies followers’
needs to change
rewards
Increased
effort;
improved
satisfaction
and
performance
240. Path-Goal Theory (House 1971)
• The most effective leadership style depends on
the situation and the characteristics of the
subordinates
• Requires leader flexibility
• Directive style works best with unskilled workers
• Supportive leadership works best with highly
skilled workers
• Theory is difficult to test and operationalize
242. Charismatic Leadership
• Charismatic leadership is a process of
influencing the followers so that they can
admire their actions.
• They are dynamic and risk takers.
• They are confidence and expert.
virgin groups chairman Sir Richard branson
Steve job cofounder of Apple company.
243. Transactional Leadership
Transcational leaders are ones who inspire and direct
their followers on the path of established goals. They
guide and motivate their followers in the direction of
goals by clarifying role and task requirements. They
monitor the work of the subordinates and use
corrective measures if requireds.
Tvs group of Venu Srinivasan
Anil Ambani of Ambani group
244. Transformational Leadership
It is the demand of modern organization or modern
business world. They are the ones who try to
transform individuals to extract their potential and
develop them to become better leaders. They inspire
and motivate their followers to put in extra effort
towards attainment of goals. They guide followers by
providing a sense of respect, providing vision and
mission and showing trust among the employees.
Azim premji of Wipro
Ratan tata of Tata group
245. Visionary Leadership
This leadership style is take from the world
Vision. Visionary leaders are the ones who have
the ability to create and articulate a realistic,
credible and attractive vision of the future.
They emphasize the vision not only verbally
but also through action.
N.R murthy of infosys and subash chandra of Zee
group
