chapter-10 leadership
DESCRIPTION
Chapter-10 LEADERSHIP. Dr. Gehan Shanmuganathan , (DBA). Chapter objectives . 11.1. Chapter objectives . 1 Differentiate between leadership and management. 2 Describe how leaders are able to influence and empower team members. 3 Identify important leadership characteristics and behaviors. - PowerPoint PPT PresentationTRANSCRIPT
CHAPTER-10
LEADERSHIP
Dr. Gehan Shanmuganathan, (DBA)1
2
CHAPTER OBJECTIVES
11.1
CHAPTER OBJECTIVES 1 Differentiate between leadership and management.2 Describe how leaders are able to influence and empower team
members.3 Identify important leadership characteristics and behaviors.4 Describe participative leadership, authoritarian leadership,
leadership grid, situational leadership, and entrepreneurial leadership
5 Describe transformational and charismatic leadership.6 Explain the leadership role of mentoring and coaching.7 Pinpoint leadership approaches to dealing with adversity and
crises8 Identify the skills that contribute to leadership.
4
LEADERSHIP DEFINED..
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LEADERSHIP
The ability to inspire
confidence and support
among the people who are
needed to achieve
organizational goals
6
LINK BETWEEN LEADERSHIP AND MANAGEMENT
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LINK BETWEEN LEADERSHIP AND MANAGEMENT
Formal and scientific Relies on planning,
budgeting, and controlling
Uses techniques based on reasoning
Maintains the status quo
Involves having a vision
Requires teamwork and cooperation by motivating and persuading
Challenge the status quo
Management Leadership
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LEADERS VERSUS MANAGERS
LEADERS VERSUS MANAGERS
A Leader is . . . Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Independent One who shares
knowledge
A Manager is . . . Rational (reasoning) Consulting Persistent Problem-solving Tough-minded Analytical Structured Deliberative Authoritative Stabilizing One who centralizes
knowledge
11.2
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THE LEADERSHIP USE OF POWER AND AUTHORITY
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POWER AND AUTHORITY
The ability or
potential to
influence decisions
and control
resources
The formal right to
get people to do
things or the
formal right to
control resources
Power Authority
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TYPES OF POWER
Subordinate Power Referent
Power
Expert Power
Coercive Power
Reward Power
Legitimate Power
11.3
Typesof
Power
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POWER DYNAMICS Legitimate power- type of power of a leader that derives
from the position Reward power- leader’s control over rewards of value to
the group members Coercive power- leader’s control based on punishments Expert power- power drives from leader’s job-related
knowledge perceived by the group members Referent power- the ability to control based on loyalty
to leader and the group members’ desire to please him Subordinate power- type of power members can exert
upward in an organization
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INFLUENCE TACTICS
INFLUENCE TACTICS USED BY LEADERS
• Setting a good example
• Leading by values• Assertiveness• Reason and logic• Ingratiation• Bargaining• Coalition formation• Joking and kidding
11.4
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INFLUENCE TACTICS USED BY LEADERS
Leading by example- leader influences group members by serving as a positive model of desirable behavior
Leading by values- leader influences people by articulating and demonstrating values that guide the behavior of others
Assertiveness- being forthright in your demands or making orders clear
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INFLUENCE TACTICS USED BY LEADERS CONT…….
Rationality- appealing to reason and logic Ingratiation- getting somebody else to like
you, often through the use of political skill or to act in a friendly manner just before making a demand
Exchange (transactional)- influencing others by offering to reciprocate if they meet your demands
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INFLUENCE TACTICS USED BY LEADERS CONT…….
Coalition formation- is a specific arrangement of parties working together to combine their power. E.g- manager might band with others to convince the organization, employees, or customers
Joking and kidding- straightforward statements might be interpreted as a harsh criticism
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EMPLOYEE EMPOWERMENT AND EXERCISE OF POWER
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EMPLOYEE EMPOWERMENT AND EXERCISE OF POWER
To motivate employees
Offer superior customer service
To gain employee commitment
Feeling of accepting the follower (employee)
as a partner in decision making process
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SELF- LEADERSHIP
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SELF- LEADERSHIP The process of influencing oneself
Leader should set an example of self-leadership Leader should encourage with ample instructions
in self-leadership skill Leader should reward accomplishments in self-
leadership such as giving feedback on progress
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CROSS-CULTURAL PERCEPTIONS ON EMPOWERMENT
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CROSS-CULTURAL PERCEPTIONS ON EMPOWERMENT – GLOBAL STUDY….
Workers in the United States, Mexico, and Poland had favorable views of their supervisors when they used a high degree of empowerment, Indian employees, however, rated their supervisor low when empowerment was high (Indians value unequal power between superiors and subordinates)
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CHARACTERISTICS, TRAITS, AND BEHAVIORS OF EFFECTIVE LEADERS
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CHARACTERISTICS OF EFFECTIVE LEADERS
CHARACTERISTICS OF EFFECTIVE LEADERS
1. Driven, high achievers, passionate
2. Possess a strong desire to control others (power motive)
3. Self-confident
4. Trustworthy and honesty
5. Smart, knowledgeable, technically competent
6. Sense of humor
7. Emotionally intelligent
8. Leadership efficacy (effectiveness)
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BEHAVIORS AND SKILLS OF EFFECTIVE LEADERS
BEHAVIORS OF EFFECTIVE LEADERSAdapt to the situation
Provide stable performance
Visible and maintains a social presence
Provide emotional support
Give and accept frequent feedback
Have a strong customer orientation
Recover quickly from setbacks
Play the role of servant leader
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LEADERSHIP STYLES
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LEADERSHIP STYLE
The typical pattern of behavior that a
leader uses to influence his or her
employees to achieve organizational
goals
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PARTICIPATIVE LEADERSHIP STYLE
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PARTICIPATIVE LEADERSHIP STYLE
A leader who shares decision making with
group leaders
Also called team leadership style
Inculcated with empowerment
Consultative, consensus, and democratic
are also related to participative leadership style
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AUTOCRATIC LEADERSHIP STYLE
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AUTOCRATIC LEADERSHIP STYLE A task-oriented leader who retains most
of the authority for himself and or herself
and is not generally concerned with group
members’ attitudes toward decisions they tell what to do Serves a model for members Hands-on management practice
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LEADERSHIP GRID LEADERSHIP STYLE
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LEADERSHIP GRID LEADERSHIP STYLE
A visual representation of different combinations of a leader’s degree of concern for task-related issues
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FIVE STYLES OF MANAGERIAL STYLES
Country club manager- needs of people to satisfy relationships
Team manager- accomplish work through committed staff
Impoverished Manager- low relationship and work concern
Authority compliance manager- result oriented
HiLow Concern for results
Concern for people
Hi
Low
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SITUATIONAL LEADERSHIP
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SITUATIONAL LEADERSHIP
A concept that explains how to match leadership style to capabilities of group members on a given task
HERSEY AND BLANCHARD – READINESS OF THE FOLLOWERS/GROUP
SUPPORTING
TASK BEHAVIOUR (Concern for Production)
HIGHLOW
HIGH
DIRECTING
COACHING
REL
ATIO
NSH
IP B
EHAV
IOU
RC
once
rn fo
r Peo
ple
DELEGATING
TASK RELEVANT READINESS OF FOLLOWERS
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ENTREPRENEURIAL LEADERSHIP STYLE
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ENTREPRENEURIAL LEADERSHIP STYLE CHARACTERISTICS AND BEHAVIOR
A strong achievement need
High enthusiasm, creativity, and visionary
perspective
Uncomfortable with hierarchy and
bureaucracy
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TRANSFORMATIONAL AND CHARISMATIC LEADERSHIP
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TRANSFORMATIONAL LEADER A leader who helps organizations and
people make positive changes in the way they do things They change paradigms Use a combination of charisma, inspirational
leadership, and intellectual stimulation Sets new visions and get the commitment of
employees to achieve Get followers to look beyond their capabilities
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CHARISMATIC LEADERSHIP
Charisma is the ability to lead or influence others based on personal charm, magnetism, inspiration, and emotion Down side is- take advantage of people
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QUALITIES OF TRANSFORMATIONAL AND CHARISMATIC LEADERS
QUALITIES OF TRANSFORMATIONAL AND CHARISMATIC LEADERS
Inspire trust
Masterful communicato
rs
Intellectually stimulating
Provide inspiration
Possess a vision
Energy and action orientatio
n
Help group members
feel capable
11.8
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THE LEADER AS A MENTOR AND COACH
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THE LEADER AS A MENTOR AND COACH
A more experienced person who develops a protégé’s abilities through tutoring, coaching, guidance, and emotional support
Directly observing the work activities of the mentor by following the manager around for a period of time, such as one day per month
Mentor Shadowing
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LEADERSHIP DURING ADVERSITY AND CRISIS
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LEADERSHIP DURING ADVERSITY AND CRISIS Make tough decisions quickly Serve as a model by being resilient Present a plan for dealing with the adversity or crisis Appear confident and trustworthy Focus on the future Communicate widely about the problem Change to meet changing circumstances Stick with constructive core values Divide major problems into smaller chunks Lead with compassion
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LEADERSHIP SKILLS
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LEADERSHIP SKILLS Sizing up situations in order to apply the best
leadership approach Exerting influence through various approaches such as
rational persuasion, inspirational appeal, and assertiveness
Motivating team members through such specific techniques as goal setting and positive reinforcement
Motivating people from diverse cultures and nations Resolving conflicts between members Developing a mission statement that inspires Leading a group through adversity
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WRITE FIVE KEY THINGS (AREAS) THAT YOU CAN CRITICALLY REMEMBER IN TODAY’S DISCUSSION
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WHAT WE DISCUSSED TODAY?
11.1
CHAPTER OBJECTIVES 1 Differentiate between leadership and management.2 Describe how leaders are able to influence and empower team
members.3 Identify important leadership characteristics and behaviors.4 Describe participative leadership, authoritarian leadership,
leadership grid, situational leadership, and entrepreneurial leadership
5 Describe transformational and charismatic leadership.6 Explain the leadership role of mentoring and coaching.7 Pinpoint leadership approaches to dealing with adversity and
crises8 Identify the skills that contribute to leadership.
59
TEST PREPARATION