leadership final ppm
TRANSCRIPT
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PCA
Power
Concern
Action
Power
Concern
Swot Analysis
Situational Analysis
Action
ProfessionalPersonal
Soci
al
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SWOT Analysis
Analysis of
Strength
Weakness
Opportunities
Threat
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Ego Analysis 1) P = Parent
A = Adult
C = Child
I am OK You are not OK
Commanding nature
P
A
C
Bossing
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2)
I am not OK You are OK
(Over humility, immaturity)
Demanding nature
P
A
C
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3)
I am OK You are OK
Maturity
(An ideal
leader)
Requesting nature
P
C
A
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Force field Analysis to ACT
1) Non – Favorable situation
Supporting factors_____________________
Inhibiting factors
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Force field Analysis to ACT
2) Balancing Situation
Supporting factors
Inhibiting factors
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Force field Analysis to ACT
3)Favourable Situation
Supporting factors
Inhibiting factors
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The leader should have the courage to bring
change
The leader should have the patience to wait for
the right time to act
The leader should have the wisdom to
understand what cannot be changed
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WHAT IS LEADERSHIPLEADERSHIP IS THAT FUNCTION IN A GROUP OR
ORGANIZATION PERFORMED BY A PERSON
WHO DETERMINES THE IDEOLOGY OF A GROUP
[THE MISSION, CLIMATE, CULTURE AND VALUES]
WHO PLAYS A CENTRAL ROLE IN DEFINING GROUP
GOALS AND FACILITATES THEIR ATTAINMENT AND
WHO INFLUENCES THE ACTIVITIES OF THE GROUP TO
WHICH HE OR SHE BELONGS
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cont......
Leadership is the ability to persuade others in order to achieve the
designed goals with maximum perfection, in the right time, in the
right way and with the right people.
In psychological terms, leadership is basically an influence and
communicative system
Leadership also consists of communicating objectives and plans
to subordinates, motivating them, directing their efforts and
appraising their performance
According to Kelth Davis “Leadership is the ability to persuade
others to seek defined objectives enthusiastically. It is the human
factor which binds a group together and motivate it towards goals”
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Nature & FeaturesThe features & characteristics of leadership are as under
Leadership is basically a personal quality
Leadership is the ability to form a group of followers voluntarily
without the use of coercion
Leadership presupposes the existence of a group of followers. The
essence of leadership is followership
Leadership is a process of inter-personal influence by which leader
influences the followers in a situation to strive willingly towards the
realisation of common goals
Leadership involves a community of interests between the leader and
his followers. The objectives of both the leader and his followers are
one and the same
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NATURE OF LEADERSHIP
•When a group is performing at its peak capability, at its head is
someone skilled in the art of leadership
•This skill is a combination of three major ingredients:
–Ability to inspire
–Ability to understand that human beings have different motivating
forces at different times and at different situations
–Ability to act in a way that will develop a climate for arousing
motivation and bringing a job to successful completion
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Functions of Leadership Developing team work
Representing the team
Counselling the team members
Managing the time
Using proper power
Securing the group effectiveness
Timely evaluation and corrective steps
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An Ideal leader should be a good
Goal setter Team builder Communicator Time manager Risk taker Motivator Role model
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He should have good:
Conceptual back ground
Communication skill
Interpersonal skill
Political skill (power placing skill)
Organisational skill
Implementation skill
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Efficiency is concerned with
doing things right
Effectiveness is concerned
with doing right things
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Leadership is an important factor for making any type of Organisation successful.
Without a good leader, Organisation cannot function effectively and efficiently
Here we are more concerned about Manager as a leader.
Since the Organisation is basically a deliberate creation of human beings for certain specified objectives, the activities of its members need to be directed in a certain way.
Importance of Leadership
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Importance of good Leadership
1. MOTIVATING EMPLOYEES – Motivation is
necessary for work performance. Higher the
motivation, better would be the performance.
A good leader, by exercising his leadership,
motivates the employees for high performance.
2. CREATING CONFIDENCE – A good leader
may create confidence in his followers by
directing them, giving them advice and getting
through them good results in the organisation.
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3. BUILDING MORALE – Morale is expressed as
attitudes of employees towards organisation,
management and voluntary cooperation to offer
their ability to the organisation. Through providing
good leadership in the organisation, employees
morale can be raised high ensuring high
productivity and stability in the organisation.
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Thus, Good leadership is essential in all
aspects of managerial functions
whether it be motivation,
communication or direction. It ensures
success in the organisation, and
unsatisfactory human performance in
any organisation can be primarily
attributed to poor leadership.
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•The leader is one who:-
•Knows the way
•Shows the way
•Goes the way
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The new challenge• The leader is a person who receives
habitual obedience from the bulk of the given society , by demonstrating his concern about the society through visible actions , and by encouraging communication both ways and always acting as a benefactor to the society.
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What is the 3C’s of a leader
• Concern about the well being and up gradation of the team.
• Command respect ( leader by choice not by office)
• Communication skills , to narrate the goals and ways unambiguously and listen the opinion of the group.
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Leadership styles and patterns
Leadership style denotes the way in which the
leaders themselves behave while using their
influence and power to affect the behaviour of
others over whom they have or seek control
There are many leadership styles
The studies on leadership has broken down it in
to 5 basic styles They are :-
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STYLES OF LEADERSHIP
1. AUTOCRATIC2. BUREAUCRATIC3. DIPLOMATIC4. DEMOCRATIVE OR PARTICIPATIVE5. FREE REIN
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1) Authoritarian or autocratic style
The leader decides everything and leaves nothing to chance and to the discretion of his followers
Task and authority oriented
He expects his subordinates to do what they are asked to do
He remains aloof from the group socially
Strength
It lies on leader's ability to increase efficiency, save time and get quick results
Work effectively in a crisis situation
Weakness
Negative effect on team members
It excludes them from involvement and reduce them to machine like cogs
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2) Laissez faire style / Free – Rein style
Sets goals, policies, dead lines and budgets for his subordinates and then drops the reins and sets his subordinates free to operate without further direction or control
Non leadership style
This behaviour allows the subordinates to do whatever they like
The leader neither inspires nor directs his group members
Strength
Full managerial delegation with its benefits of optimum utilisation of time and resources
Weakness
Very little or no managerial control, which may leads to chaos or crisis, if the leader does not know his subordinates capacity, competence, talents, potential etc.
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3) Bureaucratic Style
This is an impersonal, rule-ridden style
The leader rationalises and de personalises everything in terms of established routine procedures, due processes and rules
There is more emphasis on activity than on achievement
He looks for mechanistic formality, uniformity and conformity
Strength
Team members know where they stand with the bureaucratic leader
Since the decisions are made by known rules, there will be :-Transparency
Sense of fairness etc.
Weakness
Inflexibility in situation where exceptions to rules should be made or requested
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4) Democratic – Participative style
It is a supportive, human relation oriented style
The leader encourages two way communication
between himself and his followers
He reposes a high degree of confidence and trust in
them, respects their values and view points, invites
their suggestions, initiates group process and
discussions and in general both leads and is led by
the group
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cont.....
He gives more freedom of thinking and action to
his subordinates
He is at once employee oriented and production
oriented so that employee morale positively
contributes to employee productivity
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Strength
Establishment of Good organisational work climate and culture
Unleashes the enormous power of team members
Effective motivation
Satisfaction
Sense of responsibility and belongingness among team members
Weakness
Time consuming
Delay and lapse
It may degenerate into complete loss of managerial control if it is
not handled consciously and rationally
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5) Diplomatic style (Self type leader) He uses a large variety and degree of persuasion – tactics,
ranging from simple explanation of the reasons for an order to full
– scale bargaining with people
This leaders normally relates his organisational goals to the
individual needs and aspirations of his team members. People co
operate and work more enthusiastically with diplomatic leaders.
Weakness
Hypocrisy
Unless handled with judgement Skill and sincerity, this style
quickly degenerates and comes through to people as insincerely
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Which style is the Best?
The best style of leadership depends on 3 ingredients
Leader
Team members
Situation
In short there is no formalised recipe for effective leadership and any
of the said styles can be effective in certain instances
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Leader Vs ManagerLeader Vs Manager
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Difference between Leadership & Management
Factors Leadership (Soul) Management (Mind)Source of power Personal abilities Authority delegated
Focus Vision and purpose Operating results
Approach Transformational Transactional
Process Inspiration Control
Emphasis Collectivity Individualism
Futurity Proactive Reactive
Type Formal and informal Formal
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Major differences between manager and leader
• Manager manages the situation
• Where as
• Leader always take an innovative approach.
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Be a visionary• Manager always looks at short term or
immediate goals.
• Where as
• Leader always looks at long term vision
• ( short cuts does not intoxicate him )
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The loved ones• Manager loves the phrases when ? &
How?
• Where as
• Leader always asks what ? And why not?
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The approach• Manager stops where stumbling blocks
come
• Where as
• Leader looks for options to turn the stumbling blocks to stepping stone.
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Leader • Manager happy about the status quo
• Whereas
• Leader challenges status quo.
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•Leaders , practice what they preach.
•He never looks at short cuts to fulfil his tasks.
•He has strong belief in the bigger cause for his team and stands for , thus for him the means justified ends.
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•Leader lives with his visions, which are well defined , transparent, and reachable
•For a leader the purpose for which he works becomes religion for him.
•He never compromises on what he believes is right ,
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Different patterns of Leadership
1) The leader makes decisions and announce it
This is the extreme form of autocratic leadership
where by the decisions are handed over by the
boss to be obeyed by the subordinates
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Cont....
2)The leader sells his decisions
Rather than simply announcing it he takes
additional steps of persuading his subordinates to
accept it. (try to reduce the resistance)
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3) The leader presents his ideas and invites
questions
The boss arrives at the decision but provide full
opportunity to his subordinates to get a fuller
explanation of his thinking and his intentions
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4) The leader presents his tentative decision
subject to change
The initiative for identifying and diagnosing the
problems remains with the boss but his meeting
with the subordinates gives him an opportunity to
review his ideas
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Different Patterns
5) The leader presents the problem, gets the
suggestion and then makes the decision
In this kind of leadership behaviour The leader does
not reach a decision of his own. He provides the
chance first to his subordinates for making
suggestion
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6) the leader defines the limits and requests the
group to make a decision
Here the group have the right to make the decision.
However he defines the problem and the
boundaries with in which the decision must be
made
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7) The leader permits the group to undertake
the whole decision making with in the
prescribed limits
This represents the extreme form of permissive and
democrative decision. The leader commits himself
to go by the groups decision
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What do we know about leadership? Current research has the following, inter alia, to say concerning
leadership
1) It rejects :
a) The old maxim : “ Leaders are born not made”
b) The notion that leadership consists in the possession of certain personality
traits
c) The dilemma that one must choose between being either an autocrat or a
democrat.
d) The belief that there is one ideal leadership style suited for all organisation
and situations
e) The assumption that people naturally dislike work, avoid responsibility, have
no deep need for involvement in serious endeavor
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2) It indicates that :
a. Leadership calls for an ability to diagnose a situation and a
wide and flexible range of behaviour
b. Appropriate leadership behaviour always “all depends” on :
1) The person of the leader himself
2) The group he leads
3) The situation
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c. Great concern for people is not incompatible with great
concern for organisational purpose
d. There is a great difference between doing things right and
doing the right things
e. Effective leadership, even when circumstances prohibit their
immediate utilization, sets great value on participation, mutual
goal setting, open and linked communication systems,
confronting rather than avoiding problems, team building and
trust
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THEORIES OF LEADERSHIP
THE GREAT MAN THEORY
BEHAVIOURAL THEORIES
TWO DIMENSIONAL THEORY
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I - THE GREAT MAN THEORY
LEADERS ARE BORN AND NOT MADE
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II - BEHAVIOURAL THEORY
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BEHAVIOURAL THEORY
THREE PATTERNS
TANNENBAUM &
SCHMIDT
LINKERT'S
SYSTEM
BLAKE &
MOUTON
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CONTINUM
OF
LEADERSHIP
THEORY
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II - BEHAVIOURAL THEORIES [CONTD.]
B. TANNENBAUM & SCHMIDT
LEADERSHIP EXISTS ALONG A CONTINUUM OF STYLES
1. Leader makes a decision and announces it.
2. Leader “sells” decision
3. Leader presents ideas and invites questions
Boss Centred Subordinate Centred
Use of authority by leaders
Area of freedom for subordinates
1 2 3 4 5 6 7
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cont....
4. Leader presents a tentative decision subject to change
5. Leader presents a problem, invites suggestions, makes the decision
6. Leader defines limits, and asks the group to make the decision
7. Leader permits subordinates to function within limits defined by the
superior
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LINKERT'S
MANAGEMENT
SYSTEM
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TWO
DIMENSIONAL
THEORY
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MANAGERIAL
GRID
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Transactional Leader Transformational Leader
A transactional leader
determines what subordinates
need to do to achieve
objectives, classifies those
requirements, and helps
subordinates become
confident that they can reach
their objectives.
A transformational leader inspires
his followers through vision, and
energy. Trait , behavioral, and
situational leadership theories fail to
explain the reasons behind the deeds
of great leaders like Mahatma
Gandhi, Lenin, Mother Theresa, Baba
Amte etc.