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Who is a leader ? One who gives you

the reason to follow,

And the freedom to follow.

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What characteristics or traits make a person a leader?

Trait theories of leadership sought personality, social, physical, motivating skills, communicative skills and empathy…….

Thomas Carlyle was a precursor of the trait theory

Trait Theories/Great Man Theory

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Based on assumption that leaders can be made if specific behaviours are identified and are taught….

OHIO STATE STUDIES- Initiating structure and consideration

UNIVERSITY OF MICHIGAN STUDIES- employee oriented and production oriented

Behavioral Theories

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The Managerial Grid ;blake & moutons

1,9Country club management

Thoughtful attention needs of peoplefor satisfying relationships leads toA comfortable, friendly organization

atmosphere and work tempo

9,9Team management

Work accomplishment is from committed people, interdependence

through a “common stake” in organization purpose leads to relationship

of trust and respect

1,1Impoverished Management

Exertion of minimum effort to get required work done is appropriate

to sustain organization membership

5,5Organization Man Management

Adequate organization performance possible through balancing the necessity to

get out work with maintaining morale of the people at a satisfactory level

9,1Authority-Obedience

Efficiency in operations results from arranging conditions of

work in such a way that human elements interfere to a minimal degree

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2

3 4 5 6 987

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2

3

4

5

6

7

8

9

Concern for productionLow High

Low

High

Con

cern

for

peo

ple

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Key Characteristics of Charismatic leaders1. Self Confidence- They have complete confidence in their judgment and ability.

2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.

3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.

4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.

5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.

6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo.

7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.

Charismatic Leadership theory

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Characteristics of Transactional and transformational leaders

Transactional Leaders Contingent Reward: Contracts exchange of rewards for effort, promises rewards for

good performance, recognizes accomplishment Management by exception (active): Watches and searches for deviations from rules

and standards, takes corrective action. Management by exception (passive): Intervenes only if standards are not met Laissez faire: Abdicates responsibilities, avoids making decisions

Transformational Leaders Charisma : Provides vision and sense of mission, instills pride, gains respect trust. Inspiration: Communicates high expectations, uses symbols to focus efforts,

expresses important purposes in simple ways. Intellectual Stimulations: Promotes intelligence, rationality, and careful problem

solving. Individualized consideration: Gives personal attention, treats each employee

individually, coaches, advises.

Transactional vs Transformational theory

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Situational Leadership Theory Situational Leadership attempts to explain

effective leadership within the context of the larger situation in which it occurs.◦ Fiedler’s Contingency Theory.◦ House’ Path-Goal Theory.◦ Vroom and Yetton’s Normative Theory.◦ Hersey and Blanchard’s Situational Leadership

Theory.

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Fiedler’s Contingency Theory The situational contingency theory proposes

that the effectiveness of a leader or the organization is contingent on two elements:◦ The leaders’ motivational structures or leadership

style.◦ The degree to which the leadership situation

provides the leader with control and influence over the outcomes.

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Fiedler’s Contingency Theory Two leadership styles were proposed:

◦ Task-oriented.◦ Person-oriented.

Whether the person-oriented or task-oriented is expected to be more effective depends on the favorableness of certain factors:◦ The favorableness of the leader-member relations.

◦ The degree to which the tasks performed by the group ◦ were structured.

◦ The leader’s position.

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House’s Path-Goal Theory House suggests that the leader should

make desired rewards available (goal) and clarify for the subordinate the kinds of behavior that will lead to the reward (path).

The theory proposes four types of leader behavior and two situational variables.

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House’s Path-Goal Theory Four types of leader behavior:

◦ Directive leadership- characterized by a leader who informs subordinates what is expected of them and provides specific guidance.

◦ Supportive Leadership- characterized by a leader who is friendly and approachable and shows concerns for the status, well-being, and personal needs of the subordinates.

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House’s Path-Goal Theory Cont…d

◦ Achievement-oriented leadership- characterized by a leader who sets challenging goals, expected subordinates to perform at best, and shows confidence that subordinates will perform well

◦ .◦ Participative leadership- characterized by a leader

who consults with subordinates and asks for their suggestions before making a decision.

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House’s Path-Goal Theory The two situational variables are:

◦ Subordinate characteristics- which includes ability (for esteem and self-actualization) and personality traits (authoritarianism, close-mindedness).

◦ Task characteristics- which includes, simple versus difficult, stressful versus non-stressful, dull versus interesting, and safe versus dangerous tasks.

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Vroom and Yetton’s Normative Theory The normative theory offers guidelines on how

decisions ought to be made in specific situations . Five decision-making methods ranging from

highly autocratic to highly participative are identified.

The appropriate method depends on the answer to seven questions relating to the problem being solved and subordinates involved.

The first three protects the quality of the decision and final four enhance the subordinate acceptance.

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Hersey & Blanchard’s Situational Theory

Hersey & Blanchard developed a “two dimensional” model where it is possible to be high or low in both task and relation behavior.

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Situational Leadership

The framework of H&B is a function of three variables.

Task Behavior:◦ Amount of direction demonstrated by the

leader.◦ Guidance a leader gives-task behavior.

Relationship Behavior:◦ Amount of emotional support demonstrated by

the leader.◦ Relations behavior.

Maturity Level:◦ Ability of followers on a particular task.◦ Readiness of followers to perform the task-

maturity. SUNIL KUMAR

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Situational Leadership Telling:

◦ Leader decides on course of action and announces it.◦ High task, low relationship.

Selling:◦ Leader decides on course of action and sells it.◦ High task, high relationship.

Participating:◦ Leader involves followers in the decision making process.◦ High relationship, low task.

Delegating:◦ Leader allows followers to decide/implement.◦ Low relationship, low task.

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Situational Leadership Horizontal Axis: the leader’s concern for

task behavior. Vertical Axis: the leader’s concern for

relationship behavior. “Mature” followers respond to delegating

and participating styles. “Immature” followers respond to telling and

selling styles.

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Situational Leadership Significance Hersey & Blanchard’s theory provides a

useful and understandable framework for situational leadership.

The model suggests that there is no one best leadership style for all situations.

Manager’s leadership style must be adaptable and flexible to meet the changing needs of employees and situation.◦ Know your style.◦ Match your style to follower maturity and task

situation.

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www.sam-design.com

The Leadership Model

1.Jack Welch2. Tom Peters

3. Kevin Roberts4. Ken Blancard

5. Tanadi Santoso

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Jo nahin ho sakta hai, wahi to karna hai..."

WE SHOULD TRY TO MAKE A DIFFERNCE

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“ HR must allow people to work on projects that are demanding, unpredictable and ambiguous , as many enjoy such challenges .And all HR strategies have to be directly linked to the core business of the company and its customer's interest”

---”Dave Ulrich”

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16 Girls ,different states, different backgrounds,different skills sets but one dream-----WINNING

Team was a rag bunch of girls with own agenda

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A COMMON GOAL……

All Functions must work together towards an objective –creation of success through a die hard attitude ,team work, high energy and extreme passion for work among their team

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A leader who made them realize their own potential……

Jo nahin ho sakta hai, wahi to karna hai..."

Run to Win…….

Rajnish Sood-Human Resources SUNIL KUMAR

The Right Attitude….

Its very important to possess right attitude…. A positive body language can make a huge difference….

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Because he believes that it is not that we can't win. It's just that we have never believed we can.

Winners don’t quit…..Quitters don’t win…….

Power of Expectations

Rajnish Sood-Human Resources SUNIL KUMAR

Team Building….

T: Together

E: Everyone

A: Achieves

M: More….

Rajnish Sood-Human Resources SUNIL KUMAR

Don’t Build an organization

Build Cross Functional And Mulitskilled teams to achieve your dream.

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“Success does not mean the absence of failure….

Its about winning the war and not every battle…”

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Harnessing the right talent for the right job

Strategize your move and know what you want to achieve…

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Like the story of Kabir Khan…and his 16 girls, all organizations and its employees should work towards a common vision and be a part of a TEAM that believes in creating a World Class Organization.

Rajnish Sood-Human Resources SUNIL KUMAR

THANK YOU

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DESINGED BY

Sunil KumarResearch Scholar/ Food Production FacultyInstitute of Hotel and Tourism Management,MAHARSHI DAYANAND UNIVERSITY, ROHTAKHaryana- 124001 INDIA Ph. No. 09996000499email:  skihm86@yahoo.com , balhara86@gmail.com  linkedin:- in.linkedin.com/in/ihmsunilkumarfacebook: www.facebook.com/ihmsunilkumar webpage: chefsunilkumar.tripod.com