WELCOME TO OUR

PRESENTATION

Our Presentation topic is

The Leadership style of Palli Karma-Sahayak Foundation

(PKSF)

Student Name Student ID No.

Md. Nadimur Rahman Sujon

09102101191

Md. Bellal Hossain Raju 09102101198

Kamrun Nahar Shila 09102101208

Md. Habibur Rahman Khan Naim

09102101217

Md. Fagly Rabbi (18th) 08092101072

GROUP MEMBERS

Farhana IslamLecturer,

Department of Management,Bangladesh University of Business &

Technology (BUBT)

PREPARED FOR

To get a overview of the Palli Karma-Sahayak Foundation.

To obtain information concerning the pattern of leadership that practices by Palli Karma-Sahayak Foundation.

To obtain general idea about leadership and its types. To obtain general idea about behavioral, path-goal,

and trait theories of leadership. To identify the leadership style of Palli Karma-

Sahayak Foundation, To identify the position of Palli Karma-Sahayak

Foundation in managerial grid.

OBJECTIVE OF THE PRESENTATION

Palli Karma-Sahayak Foundation (PKSF)

Type Government

Industry Microcredit

Founded 1990

HeadquartersPKSF Bhaban, Plot: E-4/B,

Agargaon Administrative Area, Share-E-Bangla Nagar, Dhaka-

1207, Bangladesh

Key people Dr. Qazi Kholiquzzaman Ahmad Chairman

Products Microcredit loans, finacial services etc.

Website www.pksf-bd.org

Palli Karma-Sahayak Foundation (PKSF)

PKSF was established by the Government of Bangladesh in 1990 as the apex organization with the mandate to alleviate poverty through generating employment. PKSF disburses fund to microfinance institutions (MFIs) who are its Partner Organizations (POs) to implement development programs designed for the poor of Bangladesh.

PKSF’s Partner Organizations 

As shown in Figure, in fiscal year 2009 PKSF has 257 POs, giving it access to all districts in the country.

PKSF’s Vision

PKSF’s vision is to alleviate poverty and improve the quality of life of the poor – the landless and the asset less people by providing them with resources for creation of employment with a view to enhancing economic conditions.

PKSF’s Operational Activities PKSF comprises six core programs and five special

programs, amounting to eleven activities. These are:Core Programs: Rural Microcredit (RMC) Urban Microcredit (UMC) Agricultural Sector Microcredit (ASMC) Microenterprise (ME) Seasonal Loan (SL) Ultra Poor (UP)

Special programs Special Assistance for Housing of SIDR-

affected Borrowers (SAHOS) Food Security for Vulnerable Group

Development (FSVGD) Rehabilitation of SIDR-affected Coastal Fishery,

Small Business & Livestock Enterprises (RESCUE)

Rehabilitation of Non-Motorized Transport Pullers and Poor Owners (RNPPO)

Financial Services for the Overseas Employment of the Ultra Poor (FSOEUP)

Questions on leadership

What is leadership? Discuss the types of leader or different types

of leadership. Discuss the behavioral theory of leadership. Discuss the path-goal theory of leadership. Discuss the traits theory of leadership.

According to Stephen P. Robbins & Timothy A. Judge:“Leadership is the ability to influence a group toward the achievement of a vision or set of goals”.

WHAT IS LEADERSHIP?

LEADERSHIP IS THE ABILITY TO INFLUENCE A GROUP TOWARD THE ACHIEVEMENT OF GOALS.

THE SOURCE OF THIS INFLUENCE MAY BE FORMAL.

Leadership can be divided from three views such as:

On the basis of the formalities, On the basis of the use of

authority, On the basis of the nature of

people.

TYPES OF LEADERSHIP

Formal Leadership: When the leadership is created by the designation according to the formal organogram of the organization, is called formal leadership.

Informal Leadership: While people working together in a organization; their class, race, attitude, perception, personal liking and disliking etc create informal leadership.

ON THE BASIS OF FORMALITIES Two types of leadership

Autocratic Leadership: In this leadership, leaders centralize power and decision making in themselves. The leaders take full authority and assume full responsibility.

Participative or Democratic Leadership: In this leadership, leaders clearly decentralize authority. The leader and the group act as a social unit.

Laissez-faire or Free-rein Leadership: A free-rein leader does not lead, but leaves the group entirely to itself. Such a leader allows maximum freedom to subordinates; they are given a free hand in deciding their own policies and methods.

ON THE BASIS OF THE USE OF AUTHORITY Three types of leadership

Positive Leadership: If the leaders approach people to motivate emphasizes rewards (economic or otherwise) the leader uses positive leadership.

Negative Leadership: If the leaders approach people to motivate emphasizes threats, fear, harshness and penalties, the leader applying negative leadership.

ON THE BASIS OF THE NATURE OF PEOPLE Two types of leadership

Theories proposing that specific behaviors differentiate leaders from nonreaders.Relationship based behavioral theories focus on the development and maintenance of relationships – process orientated

BEHAVIORAL THEORIES

People-oriented Behaviors Showing mutual trust and respect Concern for employee needs Desire to look out for employee welfare

Task-oriented Behaviors• Assign specific tasks.• Ensure employees follow rules.• Push employees to reach peak performance.

BEHAVIOR PERSPECTIVE COND..

Ohio State University Studies that sought to identify independent dimensions of leader behavior.It has two key dimensions of leader behavior:

Initiating structure - attempts to organize work, work relationships, and goals.Consideration - concern for followers’ comfort, well-being, status, and satisfaction.

Both are important.

IMPORTANT BEHAVIORAL STUDIES

University of MichiganStudies that sought to identify the behavioral characteristics of leaders related to performance effectiveness.

Also it has two key dimensions of leader behavior:

Employee-oriented – emphasize interpersonal relationships and is the most powerful dimension

Production-oriented – emphasize the technical aspects of the job

IMPORTANT BEHAVIORAL STUDIES

A two-dimensional view of leadership style that is based on concern for

people versus concern for production.

•Style is determined by position on the graph

THE MANAGERIAL GRID

THE MANAGERIAL GRID

123456789 1 2 3 4 5 6 7 8 9

Conc

ern

for

Peop

le

Concern for Production

(1,9)

(1,1)

(5,5)

(9,9)

(9,1)

LEADERSHIP STYLES ASSOCIATED WITH MANAGERIAL GRID

Blake and Mouton recognize five extreme of styles which are:The Indifferent or Impoverished Management (1,

1)The Country Club or Accommodating

Management (1, 9)The Status Quo or Middle-of-the-Road

Management (5, 5)The Dictatorial or Task Management (9, 1)The Sound or Team Management (9, 9)

In path goal theory Leader’s job is to provide followers with the information, support or other resources necessary for them to achieve their goals.

Four leadership behaviors in path goal theory:I. Directive leader II. Supportive leader III.Participative leader IV.Achievement-oriented leader

PATH-GOAL THEORY

PATH-GOAL THEORY (CONT.)

CONTINGENCY FACTORS

The theory states that each of these styles will be effective in some situations but not in others. It further states that the relationship between a leader’s style and effectiveness is dependent on the following variables: Employee characteristics Characteristics of work environment

TRAIT THEORIES

Theories that attempt to isolate characteristics that differentiate leaders

from nonreaders.

Core traits identified are- Achievement drive: High level of effort, high

levels of ambition, energy and initiative . Honesty and integrity: trustworthy, reliable,

and open. Self-confidence: Belief in one’s self, ideas, and

ability. Leadership motivation: An intense desire to

lead others to reach shared goals

TRAIT THEORIES

Cognitive ability: Capable of exercising good judgment, strong analytical abilities, and conceptually skilled.

Knowledge of business: Knowledge of industry and other technical matters.

Emotional Maturity: well adjusted, does not suffer from severe psychological disorders.

  Palli Karma-Sahayak Foundation

Basis of leadership model Concentrate on partnership.Management orientation toward performing specific task

Both individual and teamwork.

Employee orientation toward performing specific task

Both individual and group responsibility.

Management orientation toward achieving goal

Both production and people oriented.

Employee orientation toward achieving goal

Either individual or group responsibility.

LEADERSHIP STYLE OF PALLI-KARMA SAHAYAK FOUNDATION

Base of leadership

style

PKSF Explanation

Based on the

formality

Formal leadership Because PKSF follow the formal organogram of the organization that is designed by top authority of the organization, this provides a sequential authority of leadership.

Based on the use of authority

Participative leadership

Because decisions are taken department wise and individually together by a discussion with top level management who decentralize their power of decision making to those.

Based on the nature of people

Positive leadership Because management provide employee motivation through training or a give a chance to solve while they do mistake, they also provide rewards if they achieve specific goal perfectly.

FINDINGS AND ANALYSES

PLACE OF LEADERSHIP STYLE OF PKSF IN THE MANAGERIAL GRID

By discussing with the deputy manager of operations department of PKSF we find that Palli Karma-Sahayak Foundation follow Participative Leadership style and stay at the middle of-the-road management which also known as 5,5 of the managerial grid, which consider as fair leadership practices.Impact on employees: Employees are not really discontent nor are they happy. Good harmony within the group.Impact on organization: Average performance but satisfactory.

Over the last year, PKSF has been able to reach a wider section of society and to meet their demands by providing training in many fields; and throughout the year, PKSF has continued to deepen and scale up its mainstream programs and projects. Responding to the evolving needs of the poor PKSF has become the house for financial and programmatic innovations, where a number of new initiatives are in the process of development.

This is the ultimate result of their leadership practices and activities

CONCLUSION

Our recommendations toward their leadership style are,

They should hold their leadership practices, They should more concentrate on their

production , They should hold their positive attitude toward

their employees, They should more efficient to handle internal

conflict, They should improve their performance

appraisal process because maximum employees are not fairly satisfied with it,

They should practice informal leadership sometimes because it provides better feedback than formal leadership.

RECOMMENDATIONS

Thank YouAny Question?