lesson 4 - leading & motivating

7/25/2019 Lesson 4 - Leading & Motivating

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SESSION 4FUNCTIONS OF AFUNCTIONS OF A

SUPERVISOR-SUPERVISOR-

LEADING &LEADING &

MOTIVATINGMOTIVATING


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DEFINITIONSLeadership is a process by which a

person influences others to accomplish

an objective and directs theorganization in a way that makes it

more cohesive and coherent.


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Leadership is a process

whereby an individualinfuences a group o

individuals to achieve acommon goal.

DEFINITIONS


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WHERE DOES YOURWHERE DOES YOUR

LEADERSHIP POWERLEADERSHIP POWER

COMES FROMCOMES FROMosition!bility to reward"oercionE#pertise

ersonal appeal andcharisma


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LEADERSHIPLEADERSHIP

THEORIESTHEORIES


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$his theory states that there are three basithree basi ways to e#plainhow people become leaders .$he %rst two e#plain the leadershipdevelopment or a small number o people. $hese theories are&

'. Some personality traits may lead people naturally intoleadership roles. $his is the $rait $heory.

(. ! crisis or important event may cause a person to rise tothe occasion) which brings out e#traordinary leadership*ualities in an ordinary person. $his is the +reat Events

$heory.

,. Pe!"#e a$ h!!se t! be!%e #eaers'Pe!"#e a$ h!!se t! be!%e #eaers'

Pe!"#e a$ #ear$Pe!"#e a$ #ear$ #eaershi" s(i##s' This is the#eaershi" s(i##s' This is theTra$s)!r%ati!$a# !rTra$s)!r%ati!$a# !r Pr!ess Leaershi"Pr!ess Leaershi"

The!r*' It is the %!st +ie#*The!r*' It is the %!st +ie#* ae"te the!r*ae"te the!r*

t!a* a$ the "re%ise !$ +hih thist!a* a$ the "re%ise !$ +hih this ,ie,ie

is base'is base'

.ass/ The!r* !) Leaershi"


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!lso known as the Leadership +rid -'/01

uses two a#es&

2"oncern or people2 is plotted using the

vertical a#is2"oncern or tas3 or results2 is plotted alongthe horiontal a#is.

$hey both have a range o 5 to . $he notion

that 6ust two dimensions can describe amanagerial behavior has the attraction osimplicity. $hese two dimensions can be drawnas a graph or grid&

.#a(e a$ M!t!$.#a(e a$ M!t!$

Ma$a,eria# GriMa$a,eria# Gri


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.LA0E MOUTON GRID.LA0E MOUTON GRID


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7ost people all somewhere near the middle o the twoa#es 8 7iddle o the 9oad. :ut) by going to thee#tremes) that is) people who score on the ar end o thescales) we come up with our types o leaders&

Ath!ritaria$8 strong on tas3s) wea3 on people s3ills S!ia#ite 8 strong on people s3ills) wea3 on tas3s

I%"!1erishe8 wea3 on tas3s) wea3 on people s3ills

Tea% Leaer8 strong on tas3s) strong on people s3ills

$he goal is to be at least in the Mi#e !) the R!abutpreerably a Tea% Leaer 8 that is) to score at leastbetween a 0)0 to ).


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Ath!ritaria$ Leaer-high tas3) low relationship1eople who get this rating are very much tas3 orientedand are hard on their wor3ers -autocratic1. $here is

little or no allowance or cooperation or collaboration.

;eavily tas3 oriented people display thesecharacteristics& they are very strong on schedulescult or their subordinates to contribute or develop.


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Tea% Leaer-high tas3) high relationship1$his type o person leads by positivee#ample and endeavors to oster a team

environment in which all team members canreach their highest potential) both as teammembers and as people. $hey encouragethe team to reach team goals as e?ectively

as possible) while also wor3ing tirelessly tostrengthen the bonds among the variousmembers. $hey normally orm and leadsome o the most productive teams.


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S!ia#ite Leaer-low tas3) highrelationship1$his person uses predominantly reward

power to maintain discipline and toencourage the team to accomplish its goals."onversely) they are almost incapable oemploying the more punitive coercive and

legitimate powers. $his inability results romear that using such powers could 6eopardierelationships with the other team members.


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I%"!1erishe Leaer-low tas3) lowrelationship1! leader who uses a 2delegate and

disappear2 management style. Since theyare not committed to either tas3accomplishment or maintenance< theyessentially allow their team to do whatever

it wishes and preer to detach themselvesrom the team process by allowing the teamto su?er rom a series o power struggles.


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$he most desirable place or a leader to be along thetwo a#es at most times would be a on tas3 and a on people 8 the $eam Leader. ;owever) do notentirely dismiss the other three. "ertain situations

might call or one o the other three to be used attimes. @or e#ample) by playing the ImpoverishedLeader) you allow your team to gain selAreliance. :ean !uthoritarian Leader to instill a sense o disciplinein an unmotivated wor3er. :y careully studying the

situation and the orces a?ecting it) you will 3now atwhat points along the a#es you need to be in order toachieve the desired result.


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7anagerial Styles

Contingency Approach

The appropriate style in anysituation is contingent on the

unique elements of that situation

Contingency Approach

The appropriate style in anysituation is contingent on the

unique elements of that situation

Autocratic StyleAutocratic Style

DemocraticDemocraticStyleStyleFreerein StyleFreerein Style


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Mai$ )!res i$ eii$,t*"e !) #eaershi"


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$annenbaum and Schmidt suggestthat there are three actors) ororces) o particular importance in

deciding what types o leadershipare practicable and desirable. $heseare

lesson 4 - leading & motivating

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