leadership - .: hcm rajasthan state institute of public … · · 2015-12-04difference between...
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Leadership is the art of motivating agroup of people to act towards achieving acommon goal.The process of encouraging and helpingothers to work enthusiastically towardsobjectives .Alan Keith stated that, "Leadership isultimately about creating a way for peopleto contribute to making somethingextraordinary happen.
Leadership is the art of motivating agroup of people to act towards achieving acommon goal.The process of encouraging and helpingothers to work enthusiastically towardsobjectives .Alan Keith stated that, "Leadership isultimately about creating a way for peopleto contribute to making somethingextraordinary happen.
The essence of leadership
Leadership refers to ability of one individualto influence others. The influence is exercised to change thebehaviour of others.Change of behaviour is caused with anobjective of achieving a shared goal.The person influencing others(leader)possesses a set of qualities or characteristicswith which heu or she to influence others Leadership is a group phenomenon. It involvesinteraction between two or more people.
Leadership refers to ability of one individualto influence others. The influence is exercised to change thebehaviour of others.Change of behaviour is caused with anobjective of achieving a shared goal.The person influencing others(leader)possesses a set of qualities or characteristicswith which heu or she to influence others Leadership is a group phenomenon. It involvesinteraction between two or more people.
Characteristics of Leadership
1. Leader must have followers2. It is working relationship between leader
and followers3. Purpose is to achieve some common
goal or goals4. A leader influences his followers
willingly not by force5. Leadership is exercised in a given
situation6. Leadership is a power relationship7. It is a continuous process
1. Leader must have followers2. It is working relationship between leader
and followers3. Purpose is to achieve some common
goal or goals4. A leader influences his followers
willingly not by force5. Leadership is exercised in a given
situation6. Leadership is a power relationship7. It is a continuous process
LEADERSHIP FUNCTIONS...
•Defining the task,•Planning,•Briefing,•Controlling,•Evaluating,•Motivating,•Organising,•Providing an example.
•Defining the task,•Planning,•Briefing,•Controlling,•Evaluating,•Motivating,•Organising,•Providing an example.
Significance1. Setting Goals
2. Motivating Employees
3. Building morale
4. Creating Confidence
5. Discipline
6. Developing Team-work
7. Facilitates Change
8. Representing the group
1. Setting Goals
2. Motivating Employees
3. Building morale
4. Creating Confidence
5. Discipline
6. Developing Team-work
7. Facilitates Change
8. Representing the group
Leadership Qualities
1. Humility2. Integrity3. Decisiveness4. Take risk5. Emotional resonance6. Build Teams
1. Humility2. Integrity3. Decisiveness4. Take risk5. Emotional resonance6. Build Teams
Leadership Qualities
7. Self-knowledge8. Passion9. Conviction10.Dedication11.Magnanimity12. . Openness
7. Self-knowledge8. Passion9. Conviction10.Dedication11.Magnanimity12. . Openness
FACTORS OF LEADERSHIP
Leader• You must have an honest understanding of who you
are, what you know, and what you can do.• To be successful you have to convince your followers,
not yourself or your superiors, that you are worthy ofbeing followed.
Followers• Different people require different styles of leadership.• The fundamental starting point is having a good
understanding of human nature, such as needs,emotions, and motivation
• Have be, know, and do attributes.
Leader• You must have an honest understanding of who you
are, what you know, and what you can do.• To be successful you have to convince your followers,
not yourself or your superiors, that you are worthy ofbeing followed.
Followers• Different people require different styles of leadership.• The fundamental starting point is having a good
understanding of human nature, such as needs,emotions, and motivation
• Have be, know, and do attributes.
Communication• You lead through two-way communication.
Much of it is nonverbal.
Situation• All situations are different. What you do in one
situation will not always work in another.• You must use your judgment to decide the
best course of action and the leadership styleneeded for each situation.
FACTORS OF LEADERSHIPCommunication• You lead through two-way communication.
Much of it is nonverbal.
Situation• All situations are different. What you do in one
situation will not always work in another.• You must use your judgment to decide the
best course of action and the leadership styleneeded for each situation.
Leadership & Management
Management - is a process of planning ,organising,coordinating , directing, and controlling the activitiesof others.
Leadership - is the process of influencing for thepurpose of achieving shared goals.
John kotter distinction :
Management - is a process of planning ,organising,coordinating , directing, and controlling the activitiesof others.
Leadership - is the process of influencing for thepurpose of achieving shared goals.
John kotter distinction :
Management Leadership
Involves coping withcomplexity
Coping with change
Difference between Managers & Leaders
MANAGERS LEADERSAdminister Innovate
Maintain Develop
Control InspireControl Inspire
Short term view Long term view
Ask how & when Ask what & why
Initiate Originate
Accept the status quo Challenge the status quo
Do things right Do right things.
Importance of leadership
Leadership transforms potential into reality .
Leadership is not mere using people and theirpotential for realising an organisation’sgoals.It has the ultimate aim of raising thelevel of human conduct and ethical aspirationof both the leader and the led.
The leader should elevate,inspire, andevangelise his followers to higher things inlife.
Leadership transforms potential into reality .
Leadership is not mere using people and theirpotential for realising an organisation’sgoals.It has the ultimate aim of raising thelevel of human conduct and ethical aspirationof both the leader and the led.
The leader should elevate,inspire, andevangelise his followers to higher things inlife.
Formal & informal leadership
Formal leadershipOccurs when a manager leads by exercisingformal authority.The exercise of formal authority throughassigning duties derives,from the managersofficial position within the organisation’shierarchy of authority.Any employee who is assigned a managerialposition has the opportunity and responsibilityto exercise formal leadership
Formal leadershipOccurs when a manager leads by exercisingformal authority.The exercise of formal authority throughassigning duties derives,from the managersofficial position within the organisation’shierarchy of authority.Any employee who is assigned a managerialposition has the opportunity and responsibilityto exercise formal leadership
Informal leadershipArises when a person without formalauthority is influential in directing thebehavious of others. Although notformally appointed or elected hebecomes a leader through his actions orpersonal attractions.
Formal & informal leadership
Informal leadershipArises when a person without formalauthority is influential in directing thebehavious of others. Although notformally appointed or elected hebecomes a leader through his actions orpersonal attractions.
Leadership styles
Based onauthorityretained
Based on taskversus people
emphasis
Based onassumptionsabout people
Likert’s fourstyles
Based onassumptionsabout people
Likert’s fourstyles
Entrepreneurshipleadership styles.
Based on authority retained
Authoritarian Democratic Free-in
(Laissez faire)
Consultative Pursuasive
Autocratic or authoritarian style
Under the autocratic leadership style, all decision-making powers arecentralized in the leader, as with dictator leaders.
They do not entertain any suggestions or initiatives from subordinates. Theautocratic management has been successful as it provides strong motivation to themanager.
It permits quick decision-making, as only one person decides for the wholegroup and keeps each decision to himself until he feels it is needed to be sharedwith the rest of the group.
High degree of dependency on the leader
May be valuable in some types of business where decisions need to be madequickly and decisively
Under the autocratic leadership style, all decision-making powers arecentralized in the leader, as with dictator leaders.
They do not entertain any suggestions or initiatives from subordinates. Theautocratic management has been successful as it provides strong motivation to themanager.
It permits quick decision-making, as only one person decides for the wholegroup and keeps each decision to himself until he feels it is needed to be sharedwith the rest of the group.
High degree of dependency on the leader
May be valuable in some types of business where decisions need to be madequickly and decisively
Participative or democratic style
The democratic leadership style favours decision-making by thegroup .
They can win the cooperation of their group and can motivate themeffectively and positively.
The decisions of the democratic leader are not unilateral as withthe autocrat because they arise from consultation with the groupmembers and participation by them.
Consultative: process of consultation before decisions aretaken Persuasive: Leader takes decision and seeks to persuade
others that the decision is correct.
The democratic leadership style favours decision-making by thegroup .
They can win the cooperation of their group and can motivate themeffectively and positively.
The decisions of the democratic leader are not unilateral as withthe autocrat because they arise from consultation with the groupmembers and participation by them.
Consultative: process of consultation before decisions aretaken Persuasive: Leader takes decision and seeks to persuade
others that the decision is correct.
Laissez –Faire or free rein style
A free rein leader does not lead, but leaves the group entirely toitself such a leader allows maximum freedom to subordinates, i.e.they are given a free hand in deciding their own policies andmethods.
1. Can be very useful in businesses where creative ideas areimportant
2. Can be highly motivational, as people have control over theirworking life
3. Can make coordination and decision making time-consuming andlacking in overall direction
4. Relies on good team work.5. Relies on good interpersonal relations.
A free rein leader does not lead, but leaves the group entirely toitself such a leader allows maximum freedom to subordinates, i.e.they are given a free hand in deciding their own policies andmethods.
1. Can be very useful in businesses where creative ideas areimportant
2. Can be highly motivational, as people have control over theirworking life
3. Can make coordination and decision making time-consuming andlacking in overall direction
4. Relies on good team work.5. Relies on good interpersonal relations.
Based on task versus people Emphasis
High relationship and low-task
[ supporting style ]
High task and high relationship
[ participative style]
Low
Hig
h
Peop
le E
mph
asis
Low-task and low relationship
[ free rein style ]
High task and low relationship
[ autocratic style ]
Low High
Low
Hig
h
Task Emphasis
Peop
le E
mph
asis
Based on assumptions about people
Mc Gregor’s theory
Theory X Theory Y
They distrust people andbelieve in close
supervision and tightcontrol over thesubordinates.
They are participative,trust subordinates and
allow them to participate indecision- making
Likert’sfour
styles
Benevolentauthoritarian
ConsultativeExloitativeauthoitative
Likert’sfour
stylesConsultative
Participative
Exloitativeauthoitative
Entrepreneurship leadership style
1. A heavy task orientation combined with a very direct-approachto giving instructions to employees.
2. A charismatic personality that inspires others to do businesswith him.
3. A much stronger interest in dealing with customers thanemployees.
4. A strong dislike for bureaucratic rules and regulations.5. Anxiety to consolidate business gains as quickly as possible.
1. A heavy task orientation combined with a very direct-approachto giving instructions to employees.
2. A charismatic personality that inspires others to do businesswith him.
3. A much stronger interest in dealing with customers thanemployees.
4. A strong dislike for bureaucratic rules and regulations.5. Anxiety to consolidate business gains as quickly as possible.
Theories of leadership
TraitTheory
LeaderBehaviourTheoryTrait
Theory
ContingencyTheory
TheManagerial
Grid
Trait theory
Focuses on individual characteristics of successfulleaders.
Leaders possess a set of traits which make themdistinct from followers.
Ralph stogdill – A strong desire for accomplishment. Creativity and intelligence. Initiative. High tolerence. Ability to influence others.
Focuses on individual characteristics of successfulleaders.
Leaders possess a set of traits which make themdistinct from followers.
Ralph stogdill – A strong desire for accomplishment. Creativity and intelligence. Initiative. High tolerence. Ability to influence others.
Behavioural Theory
Main focus is behaviours of actual leaders. Determines how various kinds of specific
leaders behaviour affect the performanceand satisfaction of followers.
Main focus is behaviours of actual leaders. Determines how various kinds of specific
leaders behaviour affect the performanceand satisfaction of followers.
Managerial grid
Blake and Moton -
Based on :-1. ‘concern for people’2. ‘concern for production’
Blake and Moton -
Based on :-1. ‘concern for people’2. ‘concern for production’
Contingency theory
Behaviour of leader depends upon characteristic of situationleader is in.
Implies under what conditions will employee oriented leadershipwill be effective and under what type of conditions productionoriented leadership be more effective.
Most popular theories –1. Fiedler’s contingency model.2. The path-goal theory.3. Situational leadership theory.
Behaviour of leader depends upon characteristic of situationleader is in.
Implies under what conditions will employee oriented leadershipwill be effective and under what type of conditions productionoriented leadership be more effective.
Most popular theories –1. Fiedler’s contingency model.2. The path-goal theory.3. Situational leadership theory.
Fiedler’s theory
Effectiveness of leadership dependsupon-
1. His motivational style.2. The favourableness of situation.
Fiedler’s theory
Effectiveness of leadership dependsupon-
1. His motivational style.2. The favourableness of situation.
Path – goal theory
Leader’s job is to use structure,supportand rewards to create a workenvironvent that helps employees reachthe organisation’s goals.
Path – goal theory
Leader’s job is to use structure,supportand rewards to create a workenvironvent that helps employees reachthe organisation’s goals.
Situational leadership theory
Paul hershey and Kenneth blanchard :
Maturity of followers as a contingency variable.
Situational leadership requires leader’s emphasis ontask behaviours and relationship behaviour accordingto maturity of followers in performing their tasks.
Situational leadership theory
Paul hershey and Kenneth blanchard :
Maturity of followers as a contingency variable.
Situational leadership requires leader’s emphasis ontask behaviours and relationship behaviour accordingto maturity of followers in performing their tasks.