BY Anjani Kumar Beauty Sinha Chanchal Sadh Haqiqat Ali Kushagra Jain


Prof. Shiv Kumar Belli Dept. Of FMS

Guiding people
Influencing people Commanding people Leading people

LEADERSHIP. and then living it out.  Organizing a group of people to achieve a common goal.  Enabling a group to engage together in the process of developing. .As defined  Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. sharing and moving into vision.

Managers vs. 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 .

• Communicate: efficient medium for communication. accomplish tasks that move the group forward. . • Provide Clarity: clear. well understood instructions. • Take Action: Create a sense of urgency.Roles of a leaders • Set the Example: Practice values have a positive attitude and create a climate of integrity.

acknowledge positives . • Reward Success: Reward the efforts and successes of the people. • Manage Risk: build risk management into all the groups' activities. • Simplify: remove obstacles and focus on the critical issues. Reduce churn. quantify group's performance .• Measure: Know performance derivatives.

. Take all opportunities to teach. Understand the situation beyond own perspective. • Think: Make time to think and reflect.• Develop Leaders: Support. challenge and trust people. • Deliver Results: Lead for results and continuous improvement (performance matters). • Create Ownership: let them participate in the planning of tasks.

Leadership Activities  Activities involved in the development and nourishment of leadership skills are:- Communication • Exchanging information. Traditional management • • • • Planning Decision making Controlling inspection . • Routine paperwork handling. • Financial reporting.

Managing conflicts Staffing Training/developing Socializing/politicking. Interacting with outsiders. Gamesmanship. Disciplining/punishing.Human resource management • • • • • • • • • Motivating/reinforcing. Attending community service events networking .

Relative distribution of activities networking Traditional management Human resource Communication .

.  Participants get over their stage fear and are capable of expressing their ideas and views. .Benefits of leadership activities  Helps in introspection and shows us our positive and negative aspects of behaviour.  Boost the morale and enhance the overall confidence of the participants.

.  Overall personality development. Leadership activities help to develop great team-building skills amongst the participants.  Thus help in the overall personality development of an individual  People who develop strong leadership qualities acquire a habit to excel in every field.

Leadership theories 1. Trait theory : leaders are born with certain character traits or qualities of leadership . Intelligent.  It gives a detailed knowledge and understanding of the leader element in the leadership process. .Honest. Traditional theories 1. Inspiring.1. Forward-Looking. Competent.  The top five traits associated are :.

in turn avoids the inequities and negative implications non-belongingness. Position power. .2. contingency theory • There is no universal or best way to lead. • Variables like Task structure. 1. but it depends upon the situation. Leader to member relationships are key for any situation. leader – member exchange theory (LMX) • Based upon the interactions between leaders and followers. • The theory makes every follower feel part of the in-group.3.1.

4.goal leadership theory.1. boundaries and process as well as the role and responsibilities of the subordinates. Path .  It incorporates the 4 major types/styles of leadership.  Clarifies the task scope. • Supportive leadership • Directive leadership • Participative leadership • Achievement-oriented leadership .  describe the way that leaders encourage and support their followers in achieving the goals.

Developing followers into leaders. Inspiring and energize the vision. 2.Modern theories. • Sensitive to their surroundings and to the needs of their followers. transformational leadership • • • • Changing situations for better. • Fantastic at articulating their vision to others. 2.1.2. charismatic leadership • Guide by using charm and self-confidence.2. New strategic directions to the organization. .

. and psychological and physiological arousal. positive feedback. • leader guides through coaching. and persuasion.2. • Discovers and analyses the followers behaviour.3 social – cognitive leadership. modelling. • He leader identifies the environmental variables that control the behaviour. • Emphasizes understanding.

Leadership styles Different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Autocratic Transformational Democratic Bureaucratic Charismatic Laissez-faire .

 Does not consult staff. I want all of you to.  Staff expected to obey orders without receiving any explanations. ….Autocratic  Manager retains as much power and decision making authority as possible. nor allowed to give any input. .  Structured set of rewards and punishments .

.  Enforces the rules regulations and set of instructions. .Bureaucratic  Manages “by the book¨. You must stick to the….  Everything done according to procedure or policy.

. . .Democratic  Participative style  Encourages staff to be a part of the decision making.  Keeps staff informed about everything that affects their work.  Shares decision making and problem solving responsibilities Let's work together to solve this.

and educated. . make decisions.  This is an effective style to use when: • Employees are highly skilled. .  All authority or power given to the staff  Employee determine goals.  Also known as "handsoff¨ style. .Laissez-Faire You two take care of the problem while I go. • Employees have pride in their work and the drive to do it. and resolve problems on their own. experienced.

 People follow others that they personally admire .  Charismatic leaders inspire others and encourage them to be their best. Realise your individual potentials for the group…  Self-belief is a fundamental need of leaders.Charismatic  Charismatic leaders are all about energy and motivation.

.  End goal of developing followers into leaders.  They guide their actions. and those of others in the organization.. Change it for growth and development. thus developing a shared.  leaders have the ability to identify their own values.Transformational  Causes change in individuals and social systems or the organisation itself. conscious way of behaving and doing ..

Delegating. Managing individual decisions. Team building. Recognizing defining and solving problems.           Verbal communication (include listening). Managing time and stress. Managing conflicts. Self awareness. .Leadership skills  Basic leadership skills. Setting goals and articulate a vision. Motivating and influencing others.

Whetton and cameron model Leadership skills Personal skills Interpersonal skills .

• Using creative approach. • Fostering innovations in others. • Assessing attitude towards change. . Solving problems • Using relational approach. 3. Self awareness • Determining values and priorities. • Identifying cognitive style. • Delegating. Managing stress • Coping with stressors. • Managing time.Personal leadership skills 1. 2.

• Resolving confrontations. Power and influence 6. • Diagnosing poor performance. 5. 7. • Creating motivating environment. • Listening.Inter-Personal leadership skills • Coaching. • Selecting appropriate strategies. • Rewarding accomplishments. 4. Motivating others • Gaining power • Exercising influence. Communication • Counseling. • Empowering others. Managing conflicts . • Identifying causes.

Thank you .

438./078.9438 9:8/0.-994/039190743 .3.3..090.943  %0:/0907.:08 .0453.3/94804149078390 47.3//43 . 8..70/ ..f°– € –f°   ½¯ ° 0.4:8..41-0.

3/84./0.8./:.WSVW^_\__ .8.3920.3/897088 ...3/..3.93 $09934./078588 '07-.433/0133.:/089033 .3574-028 49.431.33/.3.843 $ .98 .3/31:03.3.703088 %0.943 3.349078 00.422:3.79.:.93.90.8438 #0...

 88 . 88 3907507843./078588 !07843.W``[Z SZVUSW^[Z [VW SZVUSW^[Z 0.

/078588 !07843.f°f–°– ¾ ¾¾ % .0.0.!07843./078588  .

f°f–°–¯ %   –f°–   € ff ° ¾¾ %   ¯°°–f ¾f° ½ ¾ %  °€°–n–° ¾ % ¾¾ ¾¾°–f f ¾nf°–  °– ½  ¯¾ % D¾°– f°ff½½fn % D¾°–n f f½½fn % ¾ °–°°f°¾° ¾ .½°–¾ ¾¾¾ % .

/078588 W 4.3  .0./078588 3907 !07843..0.3907 !07843.

9008 W #084..335407 W 07.90897.348354475071472.f°–  ¾  ..:808 W $00.7432039 W #0.9438  .3.f°f–°– n°€n¾ .4317439.0 W 25407349078 W .9303.¯¯°nf° W 4:3803 W 89033  9 f°  °€ °n W .93.425820398 W /03913.3.93249.557457...0 W 70.8331:03.7/3.

3 4: .%.

Sign up to vote on this title
UsefulNot useful