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Published by Bela Goyal
To make a person perform a task with a better understanding of who, where, when, what, how and with whom a job can be executed to deliver the best expected Result in perfect timing
To make a person perform a task with a better understanding of who, where, when, what, how and with whom a job can be executed to deliver the best expected Result in perfect timing

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Categories:Types, Presentations
Published by: Bela Goyal on Jun 07, 2013
Copyright:Attribution Non-commercial


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What is leadership?
Leading people
Influencing people Commanding people Guiding people

Leadership is a process through which an individual attempts to internationally influence human systems in order to accomplish a goal.
– Shortell &Kaluzny

Leadership is defined as the art or process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goals.
– Koontz

not accidental .Leadership-Key components Leadership is a process Only individuals lead Focus of leadership is human systems Leadership is influencing Its obj is goal accomplishment It is intentional.

Ingredients of leadership Power Fundamental understanding of people Inspire followers Leadership style .

Leadership perspectives and theories  Hawthorne studies  Mc Gregor's theory X and theory Y  Kurt Lewine's IOWA leadership study  Rensis Likert's Michigan studies  Ohio state leadership studies  Trait theory  Blake & Mouton's Managerial grid  Fiedler's contingency leadership model  Hersey Blanchard's Situational approach  Reddin's 3-D .

Hawthorn study Attention paid to the workers made the feel important which resulted in improvement in their work performances. .

Most people dislike work and avoid it. . Theory Y-Will work hard and assume responsibility if personal needs are satisfied and organisational objectives are met.Theory X& Y Theory X.

Kurt Lewine's IOWA leadership study Authoritarian/ Autocratic Democratic Laissez.faire .

Likert’s Management system Exploitative-authoritative Benevolent-authoritative Consultative Participative .

Behavioural/ attitudinal/ style approach Ohio state leadership studies (Orientation towards task completion Vs orientation towards employees) Michigan leadership studies (Leader behaviour description questionaire) .

without trust.Bennis Mgt of attention.able to articulate meaning of vision Mgt of trust.Complete integrity.inspire. .Trait theory-Predictive value Trait researches. cannot lead Mgt of self. articulate influence Mgt of meaning.

Kirpatrick Positive traits  Drive  Motivation  Honesty & integration  Self confidence  Cognitive ability  Professional knowledge  Miscellaneous traits Negative traits  Insensitivity  Arrogance/ aloofness  Betrayal of trust  Performance problems  Lack f strategic thinking  Non adaptation to change .Trait theory Trait researches.

5) Task mgt(9.9) Middle of road(5.9) People Team mgt(9.Managerial grid 9 Country club(1.1) 1 9 Production .1) Impoveris hed mgt(1.5) Mil leader(9.


Types of Leaders Leader by the position achieved Leader by personality. charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things .

Leadership & Management .

Leaders Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire Influence Motivate Build Shape entities .Managers vs.

Common Activities Planning Organizing Directing Controlling .

Planning Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision .

Organizing Manager Creates structure Job descriptions Staffing Hierarchy Delegates Training Leader Gets people on board for strategy Communication Networks .

Directing Work Manager Solves problems Negotiates Brings to consensus Leader Empowers people Cheerleader .

Controlling Manager Implements control systems  Performance measures Identifies variances Fixes variances Leader  Motivate Inspire Gives sense of accomplishment .

Leadership Traits Intelligence More intelligent than non-leaders Scholarship Knowledge Being able to get things done Personality Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability Physical Doesn’t see to be correlated .

Leadership Styles Delegating Low relationship/ low task Responsibility Willing employees Selling High task/high relationship Explain decisions Willing but unable Participating High relationship/ low task Facilitate decisions Able but unwilling Telling High Task/Low relationship Provide instruction Closely supervise .

New Leaders Take Note General Advice Take advantage of the transition period Get advice and counsel Show empathy to predecessor Learn leadership Challenges Need knowledge quickly Establish new relationships Expectations Personal equilibrium .

New Leader Traps Not learning Captured by quickly wrong people Isolation Successor syndrome Know-it-all Keeping existing team Taking on too much .

goals. and challenges. Form hypothesis on operating priorities Balance intense focus on priorities with flexibility on implementation….Seven Basic Principles Have two to three years to make measurable financial and cultural progress Come in knowing current strategy. .

Seven Basic Principles. con’t Decide about new organization architecture Build personal credibility and momentum Earn right to transform entity Remember there is no “one” way to manage a transition .

visioning. and coalition building Manage oneself .Core Tasks Create Momentum Master technologies of learning.

Create Momentum Learn and know about company Securing early wins First set short term goals When achieved make a big deal Should fit long term strategy Foundation for change Vision of how the organization will look Build political base to support change Modify culture to fit vision .

Create Momentum Build credibility Demanding but can be satisfied Accessible but not too familiar Focused but flexible Active Can make tough calls but humane .

Best channels Clear meaning .Do it yourself! .develop strategy Push vs.Master Technologies Learn from internal and external sources Visioning . pull tools What values does the strategy embrace? What behaviors are needed? Communicate the vision Simple text .

con’t Coalition building Don’t ignore politics Technical change not enough Political management isn’t same as being political Prevent blocking coalitions Build political capital .Enabling Technologies.

Manage Oneself Be self-aware Define your leadership style Get advice and counsel Advice is from expert to leader Counsel is insight Types of help Technical Political Personal Advisor traits Competent  Trustworthy Enhance your status .

How Far Can You Go? .

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