leadership by vinayak

8/9/2019 Leadership by Vinayak

1/42


2/42

` Leadership is the ability to influence a group

towards the achievement of goals.

` Leadership is the process of influencing andsupporting others to work enthusiastically towards

achieving objectives.

` Leadership is the catalyst that transforms potentialinto the reality.


3/42

` It is an interpersonal influence exercised

in a situation and directed through the

communication process, towards the attainment of

a specialized goal.


4/42

` Leadership is the process of committing group of

people to satisfy goals.

` Leadership is the critical factor that helps anindividual or a group to identify goals and motives.

` It assists in achieving the stated goals.


5/42


6/42

` Without leadership an organization would be whatthe sage VALMIKI wrote:

like a heard of cattle without keeper

like a army without a generallike a night without a moon

like a group of cow without a bull

such would be the country where the

king is not seen.


7/42

` The Leadership process is similar in effect to that

of the secret chemical that turn a caterpillar into a

butterfly.


8/42

` The role is always seen dramatically in giant

organization as how CE JackW

elch led thetransformation of General Electric from a sleeping

giant in 1980 into a sleek organization in the

1990s.

` It is e ually important in organizations like

Microsoft corporation, which Bill Gates started and

guided to international prominence.


9/42

` In all cases, leadership is the ultimate act thatidentifies, develops channels, an enriches the

potential that is already in an organization and its

people.

` A leader not only commits his followers to

organizational goals, he also pools needed

resources, guides and motivates subordinates to

reach the goals.


10/42

`

Leadership is not the mere use of people and theirpotential for realizing organization goals.

` It has the ultimate aim of the level of human

conduct and ethical aspiration of both the leaderand the led.


11/42

MANAGERS LEADERS

It is authority to carried out

managerial function.

It is the process of

influencing for the purpose of

achieving goal.

The manager focuses on

systems and structure.

The leader focuses on

people.

The manager administers. The leader innovates.

The manager asks how and

when.

The leader asks what and

why.

The manager does things

right.

The leader does the right

thing.


12/42

Manager control to others. Leaders inspire to others.

Managers are present at top

and middle level of

management.

Leaders may be present at

all level of management.


13/42

LISTENING

EFFICIENCY

ATTITUDE

DECISIVENESSEFFECTIVE

RESPECT


14/42

` Authoritarian Style

` Coercive Style

` Democratic Style

` Coaching Style` Pace Setting Style

` Affiliative Style


15/42

Authoritarian or autocratic style of Leadership is anextreme form of transactional leadership, where a leaderexerts a high levels of power over his or her employees orteam members.

The biggest advantage of this style is that the tasks can beaccomplished efficiently & uickly without wasting the time.

The loophole of this style is that employees are aware of

what to do but fail to fathom why they are re uired to do so.This leads to low employee morale, losing initiative &evading shouldering of responsibility.


16/42

` This style is akin to authoritarian style. In this style, theleader adopts an extreme top-down decision makingstyle, thereby killing all innovative concepts or ideas.

` Subordinates feel despondent even to think & come up

with ideas as their suggestion would be ignored & shotdown.

` This style will be efficacious in case of emergency likefire or instances when it is absolutely imperative.

` This style can prove ruinous in the long run as it is

insensitive to the morale & feelings of the followers.


17/42

` In this style, the entire group functions ascollectors of opinion & together takes aconsensus decision.

` It is expedient for a high performing groupmembers who get highly motivated when theyare allowed to take decisions which escalatestheir self-worth.

` Practically, this style may not be always work

especially when the leader is reluctant todelegate authority completely to subordinates.


18/42

` Coaching leaders basically succour employeesto identify their uni ue strengths & weaknesses& work on their personal & career aspirations.

` It primarily focuses on personal development &thereby the employees feels confident & arewilling to be flexible as well as persevering.

` This style makes no sense when the employeesfor whatsoever reason are loath to learn orchange their direction.

` It may be inept or ineffective if the leader is

unfamiliar or lacks the dexterity to teach orcoach.


19/42

` Under this style, the leader sets extremely highperformance standards & exemplifies them himself. Theleader may be uick in pointing out miserableperformers & would anticipate more from them.

` It works well when all the employees are self motivated,highly competent and need little direction or co-ordination. It is appropriate when the task involves highlytalented, skilled & self-motivated professionals.

` It can destroy the organisational climate especially when

the employees are overwhelmed by the pace setterleaders demands for exellence.


20/42

` This approach involves the leader listening to thesubordinates trying to seek an understanding ofeach employee as a person, exploring their lives,dreams & aspirations.

` An affiliative leader is able to build rapport with theemployees through empathy sensing as he canfigure out how how the employees are feeling &responding.

` In case of emergencies or uick decisions to betaken & executed, an affiliative leader has tocoalesce this style with probably another style.


21/42

A. TRUST: THE FOUNDATION OF LEADERSHIP

` Trust is positive expectation that another will not-

through - words, actions or decision act opportunistically.

There are four key dimensions that underline theconcept of trust:

a) Integrity:

b) Competence:

c) Consistency:

d) Loyalty:


22/42

B. LEADERSHIP THEORIES:

1. Charismatic Leadership:According to charismatic leadership theory, followers

make attributions of heroic or extraordinary leadership

abilities when they observe certain behaviors.

Characteristics of charismatic leadership:

a) Vision andArticulation:

b) Personal Risk:

c) Sensitivity to follower needs:d) Unconventional behavior:


23/42

2. Transformational Leadership And Transactional

Leadership:

Characteristics of Transactional Leaders:

a) Contingent reward:

b) Management by exception (active):

c) Management by exception (passive):

Characteristics of Transformational Leaders:

a) Charisma:

b) Inspiration:

c) Individualized consideration:


24/42

` Emotional Intelligence and Leadership:

Self-awareness Self- confidence, self-assessment

Self- management Trustworthiness, honesty, ability to deal with

ambiguity and willingness to change.

Self- motivation A strong achievement drive, optimism, and highorganizational commitment.

Empathy Skill of building and retaining talent and service

to both internal and external customers.

Social skills Abillity to guide efforts to change, high degree ofpersuasiveness and skill in both building and

leading teams.


25/42

The Managerial Grid


26/42


27/42

Power and Politics


28/42


29/42

Leadership Vs Power


30/42

I. Formal Power

II. Personal Power


31/42

1. Coercive PowerA power base dependent on fear.

2. Reward PowerIt is the compliance achieved based on the ability to distribute rewards that

others view as valuable.

3. Legitimate PowerThe power a person receives as a result of his or her position in the formal

hierarchy of an organization.

4. Information PowerPower that comes from access to and control over information.


32/42

1. Expert PowerIt is the influence based on special skills or knowledge.

2. Referent Power

It is the influence based on possession by an individual of desirableresources or personal traits.

3. Charismatic PowerIt is the power stemming from an individuals personality and

interpersonal style.


33/42

Power - the ability of one party to change orcontrol the behavior, attitudes, opinions,objectives, needs or values of another party.

Influence - the process of actually exercising thispower by affecting the thoughts, behaviour, &feelings of others.

Political Behaviour influence attempts that arefor personal gain and are not officially

sanctioned by an organization.


34/42

Relationship Among Social Influence, Power,Relationship Among Social Influence, Power,

andand PoliticsPolitics

Organizational

politics

Use of power for

personal interests

Capacity to

exert influence

Social influence

Unsuccessful

Successful

Power


35/42

Power tactics are ways in which individuals

translate power bases into specific actions.

Strategies to Exercise Power-

Reasons- Facts & Data

Friendship- Creation of goodwill

Coalition- Support System

Bargaining- NegotiationAssertiveness-Direct & Forceful approach


36/42

` Managers can use power to control people

and other resources so that they cooperate

and help to achieve an organizations current

goals.

` Managers can use power to engage in politics

and influence the decision-making process tohelp promote new,

more appropriate organizational goals.

44


37/42

` The Supreme Court of Canada defines sexual

harassment as Unwelcome behavior of a sexual nature in the workplace

that negatively affects the work environment or leads to

adverse job-related conse uences for the employee.


38/42

Activities in which managers engage toincrease their power and to pursue goals thatfavor their individual and group interests.

22


39/42

` Organizations are made up of groups and

individuals who have differing values, goals and

interests.

`

Resources in organizations are limited.` Performance outcomes are not completely clear

and objective.


40/42

Types of

Organizational

Politics

Attacking andblaming

Creatingobligations

Cultivatingnetworks

Controllinginformation

Formingcoalitions

It

f lt

I t g t y

k e

We greed

t t

L k I

k

Y scratch

my b ck


41/42

PeerPressureAgainst Politics

Free FlowingInformation

ProvideSufficient

Resources

IntroduceClear Rules

HireLow-PoliticsEmployees

IncreaseOpportunitiesfor Dialogue


42/42

leadership by vinayak

Documents