CHAPTER SIX

LEADING/ DIRECTING
 Definition
The actual implementation of
organizational objectives starts here.
Directing is a management function
performed by the top level management.
Directing is the process of integrating
the people with the organization, so as to
obtain their willingness and excited co-
operation for the achievement of its
goals.
Elements of directing
Managers to direct individuals require three basic
elements. They are :
Leadership
Motivation &
Communication
What is leadership?
Leadership
Is an art or the process of influencing people/others
to act in order to accomplish objectives.
Is getting people to do their work willingly, ever
when they don’t really want to do it all.
Leadership involves 3 major partners. The
1. Leader 2. Follower 3. Organizational situation
Needs or importance of Leadership
Perfect organizational structure
Directing group activity
Technological, economical and social changes
Better utilization of manpower
Avoiding imbalance
Source of information
Reconciliation of goals
Developing good human relations
Promoting the sprit of co-ordination
Fulfilling social responsibilities
 Leadership roles
All managers are required to perform the leadership roles. A
manager plays four basic roles in the interaction with employees.
1. Educator role
This involves teaching employees necessary skills, acceptable behavior
& organizational values that enable them to perform the job.
2. Counselor role
This involves listening to employee’s problems and providing advice
that enable them to alleviate the problems and also preventing the
problems before they occur.
3. Judge role
This involves appraisal of employee’s performance, enforcing
policies, procedures, taking disciplinary measures etc.
4. Spokesperson role
This involves acting on the behalf of employees and the organization.
 Leadership styles
Leadership style is the behavior exhibited by a
leader during influencing subordinates.
It implies the ways in which the leaders exercise
leadership.
It is classified as
Autocratic (Authoritarian) leadership style
Participative leadership style
Lasses fair or Free – rein leadership style
Theory X and Y
Situational leadership style
 1. Autocratic leadership style
Centralizes power & decision making for himself & exercises
complete control over the subordinates.
In autocratic situations frustrations, low moral & conflict
develop easily.
2. Participative leadership style
Participative leadership style initiates decision sharing &
practices leadership by consultation (discussion).
It improves job satisfaction & moral of the employees.
3. Lasses fair or free –rein leadership style
Concentrated on complete delegation(allocation) of authority
to subordinates.
The free- rein manager avoids power & relinquishes (hand
over) the leadership positions.
 4. Theory X & Theory Y
Theory -X assumptions
It is regarded as a means to supervise & control the workers. It
considers workers
 Have aversion (hate) to work inherently (naturally)
 Find a way to postpone (rearrange) the work completion in laziness
 May do the work half heartedly
 Fear of punishment motivate them into action
 No one is ready to accept responsibility
 Are not interested in achievement, but prefer to maintain status quo
(current situation).
 Prefer to be directed by others.
 Hate to improve their efficiency; because they fear losing their
present job.
 Lack integrity (honesty)
 Avoid taking decision whenever necessary.
Theory -y assumptions
Theory –Y is the opposite of X-theory. Theory -X is considered as
traditional theory, but Theory -Y considered as modern theory. It
emphasizes (call attention to) or underlines on the importance of
workers in the accomplishment of organizational objectives.
It considers workers
 Average human beings have tendency (feeling) to work. A job is a
natural just like a play.
 Once the workers understand the purpose of the job, they may
extend their co-operation for job completion.
 Workers can put their best efforts for the accomplishment of
enterprise objective early.
 Workers have self-direction, motivation, discipline & control.
 Workers expect recognition of the successful accomplishment of
tasks.
 5. Situational leadership style
Effectiveness of leadership depends on the
situation.
 The styles a manager chooses may depend on
the following situations.
 Forces in the manager i.e. his value system &
confidence in subordination
 Forces in subordinate e.g. subordinates
expectation
 Forces in the situation e.g. types of the
organization, the nature of the problem, the
pressure of time, etc.
 Qualities of leadership
A leader should have some leadership qualities in order to
provide effective leadership.
In general, the important qualities of leadership are
Physical appearance and strength
Mental vigor (strength)
Emotional stability
Sense of judgment
Goodwill (Willingness)
Motivation
Communication skill
Guiding ability
Sociability
Technical knowledge
Be honest, sincere (open) and fair (reasonable)
THANKS VERY
MUCH!