Professional Documents
Culture Documents
others to achieve the organizational goals. Leadership is an interaction between the leader, the followers, and the situation.
Boss says Go!, Leader says Lets go! Leader knows the way, shows the way, & goes through the way.
V I S I O N
LEADERSHIP
A C H I E V E
COMMUNICATE
CREDIBILITY
2
Contd
Physical Fitness Charismatic leaders must have a pleasing appearance along with good Physique and Health.
2. Vision and Foresight This is an idealized goal that proposes a future better than the status quo. They are able to clarify and state the vision in terms that are understandable to others. This demonstrates an understanding of the followers needs and, hence acts as a motivating force.
Contd
3. Intelligence Charismatic leaders should be intelligent enough to examine problems and difficult situations. Leaders are perceived as agents of radical change rather than as caretakers of the status quo.
3. Communicative Skills Leaders must be able to communicate the Policies and Procedures clearly, Precisely and effectively. 5. Objective Leaders must strong Willingness to achieve the goals.
Contd
Leaders Should know the nature of work then only he/ she can win the trust and Confidence of the subordinates.
7. Sense of Responsibility Leaders are able to make realistic assessments of the constraints and resources needed to achieve goals of the organisation. Leaders should motivate his /her subordinates to meet the goals.
7
Contd
9. Humanist Subordinates should be treated as Human beings by solving their personal problems so that a congenial environment can be created.
Contd
Understanding others ( Stepping into shoes of others) developing others, service orientation, diversity, and political awareness.
Leadership Styles
Leadership Style: the patterns of how a leader
interacts
else.
High degree of dependency on the leader Can create de-motivation and alienation
of staff
12
13
14
decision-making authority as possible. employees, nor are they allowed to give any input.
Employees are expected to obey
15
Adolf Hitler
Saddam Husain
16
responsibility,
the exercise of delegation
Contd
18
Contd
Workers feel ownership of the firm and its ideas, Improves the sharing of ideas and experiences
19
Contd
collaborative, responsive, interactive actions with followers concerning the work and the work environment.
20
Contd
procedures.
Focuses interaction.
21
Contd
completion of tasks
Provides frequent positive feedback Rewards good work and uses punishment only as a last
resort
22
23
Contd
are shared by all. Can be very useful in businesses where creative ideas are important. Can be highly motivational, as people have control over their working life. Can make coordination and decision making time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations
24
Contd
it be and is used to describe a leader who leaves his/her colleagues to get on with their work.
The style is largely a "hands off"
view that tends to minimize the amount of direction and face time required.
25
Contd
Allows followers free rein to set their own goals. Engages in non-committal, superficial communication. Avoids discussion with followers to set policy and
procedures.
Avoids interaction.
26
Contd
Provides infrequent feedback of any kind Avoids offering rewards or punishments May exhibit either poor or effective listening skills Avoids conflict
27
Effective?
accountability.
29
High
9,9 Team management The Sound Leadership, High Concern for People , High Concern for Production, Most effective Leadership style, Emphasizes on Production and Employees, and Creates Team Spirit.
High
8
1,9 Country club management High concern for People, Low concern for Production, Needs of employees / Team members fulfills, Lack of Direct Supervision and Control.
High
7 5,5 Middle of the road Management Medium concern for People , Medium concern for Production , Balance s both concerns, Compromising Leadership and, Average Performance.
6 5 4 3
Low
1,1 Impoverished Management : Low concern for People, Low concern for Production, Ineffective Leader, and Highly disorganise workplace 1 2 3 4
9,1 Task management Dictatorial Leadership, Low concern for People, High Concern for Production, Emphasizes on production effectiveness, Strict and Autocratic Work Rules. 5 6 7 8 9
Low
31
Low
High
Concern for production: X- Axis Considers employees and team members Decision making and Democratic leadership style. Concern for people: Y- Axis Emphasizes on product effectiveness and efficiency
32
1.Impoverished Management (1, 1): Managers with this approach are low on both the dimensions and exercise minimum effort to get the work done from subordinates. The leader has low concern for employee satisfaction and work deadlines and as a result disharmony and disorganization prevail within the organization. The leaders are termed ineffective wherein their action is merely aimed at preserving job and seniority.
33
2.Task management (9, 1): Also called dictatorial or perish style. Here leaders are more concerned about production and have less concern for people. ( i.e. Theory X Style ). The leader believes that efficiency can result only through proper organization of work systems and through elimination of people wherever possible. This style can definitely increase the output of organization in short run but due to the strict policies and procedures, high labour turnover is inevitable.
34
3. Middle-of-the-Road Management (5, 5): This is basically a compromising style wherein the leader tries to maintain a balance between goals of company and the needs of people. The leader does not push the boundaries of achievement resulting in average performance for organization. Here neither employee nor production needs are fully met.
35
4. Country Club Management (1, 9): This is a collegial style characterized by low task and high people orientation where the leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment. The leader feels that such a treatment with employees will lead to self-motivation and will find people working hard on their own. However, a low focus on tasks can hamper production and lead to questionable results.
36
5. Team Management (9, 9): Characterized by high people and task focus, the style is based on the theory Y of McGregor and has been termed as most effective style according to Blake and Mouton. The leader feels that empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere which will automatically result in high employee satisfaction and production.
37
Conclusion
Leadership is the process by which an executive can
direct, guide and influence the behaviour and work of others towards accomplishment of specific goals in a given situation.
Leadership is the ability of a manager to induce the
Conclusion
Contd
Establish effective groups and teams to achieve the overall goals. Understand the pros and cons conflicts, and apply the appropriate
Leadership is based on inspiration, cooperation, Motivation ; and not by domination and intimidation (Pressure).
39