LP-6

13 Mar 18

• Part-5 Leadership Principles

• Chap 14 --- Effective Leadership
• Chap 15 --- Human Relations
• Chap 16 --- The Team Concept

• Learning Objectives
• Learning and determining rating of Principles and Practices of effective
Leadership
• Importance of Human Relations and elements of enlightened Work Place
• Characteristics of high-performance group
• Learning Outcomes
• Students would have been educated on the concept of effective leadership
 Ch -14 EFFECTIVE LEADERSHIP
• Be Yourself
• Know your strengths and weaknesses.
• Treat others the way you would like yourself to be treated by
others.
• Determine a critical issue (s) and then become focused
• Listen well.
• Ask your team (employees) how to get to a solution?
• Remove obstacles (Physical, intellectual, psychological,
environmental) and let your team members to think and do
value addition to your reservoir of ingenuity
• Count the gains / blessings of Allah Almighty
• Do not mourn your losses for long. Move on.
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 Role of Effective Leadership

• How to Raise Employees’ Morale

• Institute, exemplify and publish Pay and Reward Systems
• Provide Job autonomy and facilitate discretion
• Ensure high level of Adequate Support Services
• Provide Training and Development --- ensure budgeting for the same
• Assure Lean and Mean Organizational Structure
• Ensure Technological and Physical Aspects of the needs of the employees to
enhance production levels
• Task assignments be commensurate with eligibility
• Ensure Information and feedback as quickly as possible
• Maintain Interpersonal and Group Processes / Linkages

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 MORALE
• What is morale?
• Am I enjoying my work?
• To what an extent I’m willing to accept the prevailing way
of life (lack of comfort, inconsistencies, etc)
• The quality of Morale is dependent upon the quality of
future (Level of satisfaction-reward) that would be direct
outcome of current efforts
• At Organizational Level: A high morale would yield
dividends like:
• Lowering of costs,
• Enhancing quality of work and
• Higher QwL.

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 RAISING EMPLOYEE MORALE - HOW
• Introduction of Group Bonuses – Pay & reward system
• Creating Job autonomy and discretion (Limited)
• Enhancing quality and availability of Support Services
• Undertaking T & D possibilities
• Having simple Org structure – speed of communication
(Grievances)
• Reducing size of production units to allow human
interaction
• Explaining and detaining Tasks as per job design
• Ensuring and assuring Feedback – critical to success
• Creating opportunities for Group interaction – intra
personal activities

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 PRACTICAL LEADERSHIP TIPS
• Be predictable – Be consistent with your way of life – vision,
mission and strategies
• Be understanding --- see things from the other side of the table
• Be enthusiastic but not unduly emotional
• Always set an example – Be a trendsetter
• Show support to the ideas and efforts of others
• Get on to the floor – leave office at least once a day
/week/month
• Keep promises
• Praise generously
• Hold your fire
• Always be fair

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 MORALE – JOB DESIGN AND WORK PLACE
Attributes of a rich job

Intrinsic Factors Extrinsic Factors

• Variety and challenges • Fair pay
• Opportunities for decision • Job security
making • Benefits
• Feedback and learning • Safety
• Mutual support and meaning • Health
• Job growth possibilities • Due process (Redress)

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 Ch -15 HUMAN RELATIONS

• Man - a slave, worker, employee, partner ---

• Machine v/s Man
• Concern for productivity
• Hawthorne Theory - Environment
• Maslow’s Hierarchy of Needs
• Theory X, Y (refer to table 15-1 on page 182)
• Concern for Customers
• Human relations
• Team spirit
• Respect for culture

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 HUMAN RELATIONS IN WORK PLACE
• Hawthorne Theory
• Working conditions impact human performance
• Noise, lighting, cleanliness
• Availability of machines, spares and material
• Guidelines, processes and procedures
• Safety features
• Scientific management techniques
• Level of competence – supervision and mentoring
• Acceptance of work output
• Mutual trust and partnership

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MASLOW’S HIERARCHY OF NEEDS
 PROPOSITIONS AND BELIEFS
Theory X Theory Y

• Average person is: • Mgmt to provide resources

• Indolent • Passivity is result of org structure
• Lacks ambition
• Dislikes responsibility
• Mgmt to create circumstances
for making employees
• Prefers to be led
ambitious, responsible, etc
• Inherently indifferent
• Self-centered • Org to create environment for
• Resistant to change developing human attributes
• Gullible
• Ready to dupe

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 BASIC BELIEFS ABOUT PEOPLE
• Human nature – complex – our views about others
give birth to our reactions
• Human value – means or ends?
• Where do you stand – social and technological
standing as an individual (and nation) in
determination of relations with others
• Abuse and physical violence – national character – a
social issue
• Trust and respect in human relations - an ethical
issue
• Enlightened Leadership --- can make people work

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 THE ART OF LISTENING
The biggest block to personal
communication is the inability to listen
intelligently, understandingly, and
skillfully to another person. This
deficiency in the modern world is
widespread and appalling.
Carl Rogers

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 THE ART OF LISTENING
• Capitalize on thought speed – Listen carefully, analyze, try to
predict, evaluate the contents, Hunt for the message or key
words, Take notes
• Listen for ideas
• Reduce emotional deaf spots
• Find an area of interest
• Judge content and not the Delivery
• Hold your Fire
• Work at Listening - Maintain eye contact – Do not do fake
listening
• Resist distraction
• Hear what is said
• Challenge distraction – Enhance your experience
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 THE ENLIGHTENED WORKPLACE
• People are involved – included and not excluded
• Create Mutual satisfaction
• Leadership style – openness, honesty, reliability
• Human being viewed as valuable asset
• Concern for human dignity
• Healthy environment maintained to exploit full
potential
• Encouraged to act and speak
• Virtual communication – a boon or bane -------

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 Ch-16 THE TEAM CONCEPT

• Leadership success requires an understanding of group behavior and the

ability to tap the constructive power of teams. Excellent teams have:
• Clear Mission
• Informal atmosphere
• Lots of discussions to ensure clarity and enhance understanding
• Active listening to avoid ambiguity and repetition – to contribute
• Trust and openness – Be an active participant
• Disagreement is OK – professional judgment
• Criticism – issue oriented
• Consensus is the norm – to achieve targets and objectives
• Effective leadership - mission oriented with love for human being
• Clarity of assignments – job satisfaction
• Shared values and norms of behavior – culture and values
• Commitment to the job, organization, and to self

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 ROLES OF GROUP MEMBERS

Positive Negative
• Encourager • Ego tripper
• Clarifier • Negative artist - a
• Harmonizer pessimist
• Idea Generator • Above-it-all person –
aloof, cares for none
• Ignition key – leadership
role • Aggressor –always
blaming his tools /
• Standard setter
friends
• Detail Specialist
• Jokester / Avoider

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 DEVELOPING A TEAM – ROLE OF A LEADER

• Hire the best – Train and Develop --- assign / re-assign

jobs and tasks as per SKAAO (Skill, Knowledge,
Abilities, Attitude, and other factors)
• Empower the teams
• Teams grow and pass through 4 stages
• Forming --- Caution, excitement, anxiety
• Storming --- conflicts,
• Norming --- agreement, cohesiveness, productivity
– all on the rise
• Performing --- Comm, commitment, morale and
team performance on the rise
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 WHY TEAMS FAIL?

• Teams fail because personal agenda overtakes

organizational or team goals.
• Winning teams have:
• A clear and elevating goal
• Result driven structure
• Competence is the hallmark
• Commitment to work and idea is unified
• Climate to work is collaborative
• Excellence means high standard
• External support and recognition is available
• Leadership was based on Principles

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 TEAM LEADERSHIP

• Teams perform most successfully when they have

a Leader who facilitates the work of the group to
accomplish, there is agreement on direction;
accountability, allocation of resources; and
partnering ---- a supportive work climate exists all
around.
• The most Effective Team Leaders are caring
individuals who have a passion for the work and a
concern for the people.

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 WHY DON’T PEOPLE LIKE TO WORK IN TEAMS

• Perceived Loss of recognition

• Groups viewed as burdens – self righteousness
• Rationalization is missing from the decision
• Perception – all groups are stereotype thus lack
innovation and style
• Self-censorship
• Direct pressure assures individual members keep their
views (divergent) to themselves
• Mind-guards disallow free flow of communication
• Illusion of unanimity – somewhat true in most org
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 DEALING WITH PROBLEM BEHAVIOR
• Recognize the origins of negative behavior
• Report observations uncritically
• Recognize there would always be disappointments
• Value the other person despite disagreements
• Control the behavior of the person
• Avoid counterattack --- listen carefully and attentively
• Help the person understand compromise is the key to success
• Help open minds of others – educate others
• Repeat and then ---------- highlight negative consequences
 ROLE OF LEADER AS TEAM BUILDER
• Buy-in ---- How to legitimize the team and goals
• Accountability ---- How team and individual
performance is managed and rewarded
• Learning --- How performance is improved and skills
developed
• Infrastructure ---- How the work of team is systemized
and resources accessed
• Partnering ---- How people interact and work together to
achieve success on the team and across organizational
units
 GROUP THINK – HOW TO AVOID IT

• A mode of thinking that people engage in when they are deeply

involved in a cohesive group, and when the members’ striving for
unanimity overrides their motivation to realistically appraise
alternative courses of action.
• Groupthink is an important concept for a leader to understand.

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 GROUP THINK – HOW TO AVOID IT
• Illusion of invulnerability --- Power and authority
• Belief in the inherent morality of the group
• Rationalization – downplay drawbacks of chosen paths
• Stereotypes of out-groups – falsification of data
• Self – censorship
• Direct pressure – keeping dissident views to themselves
• Mind-guards
• Illusion of unanimity --- group coalesces around a decision
• Leader should:
• Assign the roles
• Adopt an impartial role
• Setup outside evaluators
• Devil’s advocate
• Adopt best policy
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Thank you for investing your time with me.
Now go to the library and enhance your
awareness of leadership and topics discussed
today.

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