Professional Documents
Culture Documents
LEADING
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Learning Objectives:
To understand the meaning & nature of direction.
Present leadership styles and theories.
Present Motivation theories.
Discuss meaning & importance of communication.
Understand the types & forms of communication.
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Directing is simply defined as;
The process of influencing people so that they will
contribute to the organization & group goals or
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It is also a function of management which is related
with instructing, guiding and inspiring human factor
in the organization to achieve organizational mission
and objectives.
Leadership
Motivation &
Communication
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LEADERSHIP
What is leadership?
“Leadership is a process whereby an individual influences
a group of individuals to achieve a common goal.”
According to Hersey & Blanchard, leadership is a
function of the leader, followers and situation which can
be depicted as: L=F (L, F, S)
Where L denotes leadership F- the function of, L- leader,
F-followers and S -the situation
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Leadership at-Individual level involves mentoring, coaching,
inspiring and motivating.
Group level, leaders build team, create cohesion and resolve
conflicts; and
Organizational level, leaders build culture, and create
change.
LEADERSHIP STYLE
o It is the typical pattern of behavior a leader uses to
influence employees to achieve organizational goals.
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CONT`D
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MERITS
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receives information and ideas from his subordinates to make
decisions
boosts the morale of employees.
Merits:
As the followers are able to participate in the decision-making
process, they feel motivated.
The decision finally made is mutually acceptable.
There is no resistance from the subordinates.
It improves the job attitudes of the subordinate staff.
the labour-management relationship is bound to improve.
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Demerits:
There may be delay in arriving at a decision, as
consensus among the individuals is necessary.
Democratic leadership is suitable only if the
subordinates are all capable of making worthwhile
suggestions. If they are less efficient and prefer to work
as per the leader’s directions, participative leadership
will not serve the purpose.
It may, sometimes, be very difficult to evolve a
solution that is acceptable to everyone. 16
4. LAISSEZ-FAIRE/FREE-REIN LEADERSHIP STYLE
the leaders exercise absolutely no control.
The leader only provides information, materials and facilities
to his subordinates.
This type of leadership is employee centered and the
subordinates are free to establish their own goals and chart
out the course of action
This type of leadership can be disaster if the leader does not
know well the competence and integrity of his people and
their ability to handle this kind of freedom.
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Merits
Obviously, as the subordinates have full freedom to act, their level of motivation is
bound to be very high.
Those subordinates, who are highly efficient, can make use of the freedom given to
them to excel.
The superior-subordinate relationship is bound to be very good.
Demerits:
It will produce good results only if the subordinates are all highly efficient and
capable of doing their work independently.
As the leader does not involve himself at all in the activities of his subordinates,
control may become difficult.
The leader does not exercise his formal authority. As a result, the work place may
lose its official character.
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The subordinates are deprived of the expert advice and moral support of their leader.
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
Forcer in the situation e.g. types of the organization, the nature
of the problem, the pressure of time, etc.
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Varying Leadership Style
3 factors that influence which leadership style to use.
1. The manager’s personal background: What personality,
knowledge, values, ethics, and experiences does the manager
have. What does he or she think will work?
2. Staff being supervised: Staff individuals with different
personalities and backgrounds; the leadership style used will vary
depending upon the individual staff and what he or she will
respond best to.
3. The organization: The traditions, values, philosophy, and
concerns of the organization influence how a manager acts
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LEADERSHIP THEORIES
Four commonly used theories of leadership
I. Great Man Theory,
II. Trait Theory,
III. Behavioral Theories.
IV. Contingency Theories,
I. GREAT MAN THEORY (Thomas Carlyle, 1847)
Assumes that the traits of leadership are intrinsic
It means that great leaders are born they are not made.
is based on the belief that leaders are exceptional people, born
with innate qualities, destined to lead.
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II. TRAIT THEORY :LATE 1800S TO MID-1940S
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Stogdill (1974) identified the following traits & skills
Traits Skills
Adaptable to situations Clever (intelligent)
Alert to social environment Conceptually skilled
Ambitious and achievement Creative
orientated Diplomatic and tactful
Assertive Fluent in speaking
Cooperative Knowledgeable about group task
Decisive Organized (administrative ability)
Dependable Persuasive
Dominant (desire to influence Socially skilled
others)
Energetic (high activity level)
Persistent
Self-confident
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Limitations / Short coming of Trait theory
All the leaders may not possess all the traits & many of non
leaders may possess most or all of them.
The trait approach gives no guidance as to how much of any trait
a person should have.
It doesn’t indicate the best style of leadership.
It ignores situational factors.
III. BEHAVIORAL LEADERSHIP THEORY: Mid 1940s
to Early1970s
Behavior theory focuses on what an effective leader
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“does.”
Behavioral theories of leadership do not seek inborn traits or
capabilities. Rather, they look at what leaders actually do.
leadership capability can be learned, rather than being inherent.
It is relatively easy to develop, as you simply assess both
leadership success and the actions of leaders.
Focusing on behaviors provides several advantages over a trait
approach:
Behaviors can be observed more objectively than traits.
Behaviors can be measured more precisely and more accurately
than traits
As opposed to traits, which are either innate or develop early in
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life, behaviors can be taught.
IV. THE CONTINGENCY (SITUATIONAL) THEORY: EARLY 1960S TO PRESENT
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Generally, they argue that effective leadership is really a function
of the interaction of several variables, including
superior - subordinate relationships;
the power distribution between superior and subordinate;
the degree to which the job is structured;
Expectations and behavior of superiors;
Subordinate characteristics, anticipation and behavior;
Organizational culture and policies;
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Qualities of leadership
A leader should have some leadership qualities in order to
provide effective leadership. According to Henry Fayol, a
leadership should have the following qualities.
Health and physical fitness
Mental vigor and energy
courage to accept responsibility
steady, persistent and thoughtful determination
should have general educational and
management ability of embracing foresight and the
art of handling men
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In general, the important qualities of leadership are:
Physical appearance and strength: A leader has to put hard
work physically. He should have a capacity to work for long
hours than others. This proves the diligence of the leader to his
followers easily.
Mental strength: A leader has to be strong mentally. He is
expected to withstand strain in finishing the work properly.
Emotional stability: A leader should not be moved by emotion
or sentiment, but he should analyze the problem rationally and
take decisions without bias.
Sense of judgment: A leader should know human psychology.
He should understand the behavior, needs, thoughts, motives,
etc... of his followers. This helps him to take strategic decisions
and get recognized by his followers.
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Goodwill: A leader should understand the feeling of others and take decisions
on the basis of his followers, and then he will win the goodwill of his
followers.
Motivation: A leader should know the motivation techniques and how to use
them.
Communication skill: A leader should communicate information to the
workers, and also be effective speaker & writer. Whatever the information
needed to the workers, it should pass through the leader.
Guiding ability: A leader should act as a teacher for new workers and help his
followers to learn their work.
Sociability: An able leader can easily mingle (mix) with the workers. The
workers should be encouraged to discuss their problems and difficulties with
their bosses. The leader should meet workers frequently.
Technical knowledge: A leader should posses a thorough knowledge of
theory and practice of his job; and he also knows the current development in
his job along with technical knowledge.
Be honest, sincere and fair: A leader should also be honest, sincere and fair.
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Others mostly like sincere, fair and honest people and their leadership is
accepted by one or all.
MOTIVATION
Motivation is defined as “inner burning passion caused
by need, wants and desire which propels an individual
to exert his physical and mental energy to achieve
desired objectives”.
Efficiency of a person depends upon performance.
Performance can be expressed as;
Performance = Ability × Motivation
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THEORIES OF MOTIVATION
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5. Self-actualization Need - Self-actualization is the last need in the
need hierarchy.
Once esteem need is satisfied, there appears the self-actualization
need of human being.
It is related to an intense carving for something supreme one
wants to achieve in life.
People set high goals, achieve them and set a higher goals again
and to achieve the same by utilizing fullest potential. It is related
to development of intrinsic capabilities.
Mahatma Gandhi wanted to achieve freedom for India by unique
weapons of peace and non-violence.
He strived hard, faced various challenges but ultimately achieved
his goal with his innovative freedom.
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2. HERZBERG’S MOTIVATION— HYGIENE
THEORY (Two factor theory)
Fredrick Herzberg and his associates developed Motivation Theory based
on two main factors in late 1950’s. This theory is also known as Two Factor
Theory.
The purpose of the study was to identify various factors for goal
achievement and also the factors that could be included so that motivation
levels do not fall.
“There are two types of needs, independent of each other”.
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Encoding and decoding- are translating information into a
message.
• To encode a message, the sender first decides what to transmit
based on the receiver's knowledge.
• Decoding refers to the process by which the receiver translates the
message into the terms that are meaningful to him.
Communication Methods
Verbal communication
Non-verbal communication
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IMPORTANCE OF COMMUNICATION
Communication is the means by which people are linked together in an
organization to achieve a common purpose. The importance of communication
are;
• An aid to managerial performance- With the help of communication, a
manager can take appropriate decision; may solve problems without difficulty;
can get things done by subordinates; can impart the objectives of the
organization to the subordinates.
• Achieving coordination- Co-ordination among employees working on the
basis of division of work obtained through communication.
• Helps in smooth working- Communication helps workers to know the real
situation & perform their duties without any delay, which leads to the smooth
functioning of an organization
• Increases managerial efficiency- Communication helps the manager to
discharge his duties systematically & facilitates him to increase his efficiency.
• Helps in decision making- Good communication system provides all the
necessary information which enables the manager to take quality decisions 50 in
the proper time.
BARRIERS TO EFFECTIVE COMMUNICATION
Barriers are obstacles to the free flow of communication.
Barriers can be classified into different types according to their nature. They are
generally grouped as:
Physical barriers
relate to defects in the system such as due to source, distance, time, physical
noise, source credibility, wrong choice of medium
Semantics barriers
Defects related with the language/ words’ meanings such as bad expressions,
inaccurate translations, words having different connotations,…
Human barriers,
Barriers are usually of human rather than technological origin. Human barriers
are often less visible but generally more consequential.
Such as socio -cultural barriers, psychological barriers, organizational barriers.
The principles of communication
The principles of communication are: commonly called the “7Cs”, i.e. clarity; 51
completeness; correctness; concreteness; conciseness; courtesy and consideration
Thank you for
Attention!
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