leadership final ppt
TRANSCRIPT
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Leadership
Leadership is the art of turningfollowers into burning
passion to achieve predeterminedobjectives.
Leadership inspires mans vision to highersights & builds his personality beyond its
normal limitation.
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What is leadership?
Leading Influencing
Guiding Commanding
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Leaders v/s Managers
eaders ManagersCreate a new order Maintain existing order
Opportunity focused Resource focused
Comfort in ambiguity Comfort in clarity
Informal Formal
Active Passive
Innovative Adaptive
Do different things Do things differently
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Management vs. Leadership
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THEROIES OF LEADERSHIP
TRAIT THEORY BEHAVIOURIAL
CONTIGENCYCONTIGENCY
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Theories of Leadership
1.Trait theory: Leaders are born, not made.
e.g. Napolean and Alexander.
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Theories of Leadership
2.Behavioral theoryOhio state studies
Initiating structure
Consideration
University of Michigan studies
Employee-oriented dimension
Product oriented dimension
Scandinavian studiesDevelopment oriented behavior
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MANAGERIAL GRID
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Napoleon Aziz Premji
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Leadership styles
Autocratic
Consultative
Subordinate-centered
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Bureaucratic
Manipulative
Expert
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Transformational
1. Charismatic
2. Focused on vision
3. Inspiration
4. IntellectualStimulation
5. Motivates to breaklimits
6. Challenge existing
structure
Transactional
1. Management byexception
2. Are hardworking
3. Stress plans,schedules andbudgets
4. Manages by lookingfor deviations from
rules.
5. Traditionalmotivation
6. Accept existingstructure
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Guru
Qualities QuotesVISION
PASSION
FOCUSSED
ACCEPTS CHALLENGES
REMOVES HURDLES
CONFIDENT
I keep revising myvision. Only when youdreamit you can do it."
"Don't give up, courageis my conviction.
"We cannot change ourRules, but we canchange the way they Rule Us.
"Pursue yourgoalseven in the face ofdifficulties, and convert adversities intoopportunities."
St t l / Sit ti l
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Structural v/s Situational
Leadership
The Bison Herd Model
The Bird Model
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The Bison Herd Model
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The Bird Model
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LEADERSHIP TRUTH
WePraiseLeadersToo Much When
Organizations Succeed, andBlameThem Too Much WhenOrganizations
Fail.
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Contingency theories
All Consider the Situation
Fiedlers Contingency Model
Hersey and Blanchards Situational
Leadership Model Leader Member Exchange Theory
Leadership participation model
Path Goal Theory
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Fielders contingency model
Earliest model Leadership requirement upon situation Leadership style depends upon favorable
and unfavorable situation Favorable and unfavorable situation aredecided on the basis of
1. Leader member relationship2. Degree of task structure3. Leaders position
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Fiedlers Model: Defining the
SituationLeader-Member Relations
The degree of confidence, trust, and respect subordinateshave in their leader.
Position Power
Influence derived from ones formal structural position in theorganization; includes power to hire, fire, discipline, promote,and give salary increases.
Task Structure
The degree to which the job assignments are procedurized.
Fi ld ti d l
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Fielders contingency modelHIGHLY FAVORABLE MODERATELY
FAVORABLEHIGHLY UN FAVORABLE
TASK MOTIVATED LEADERSPERFORM BETTER RELATIONSHIP- MOTIVATEDLEADER PERFORM BETTER TASK MOTIVATED LEADERSPERFORM BETTER
ENJOY WORKINGTOGETHER
WORK ON CLEARLYDEFINED TASK
LEADER HAVE FORMALAUTHORITY
A COMBINATION OF BOTHFAVORABLE AND
UNFAVORABLE FACTORS
DO NOT ENJOY WORKINGTOGETHER
WORK ON VAGUELYDEFINED TASK
LEADER LACKS FORMALAUTHORITY
WORKING FROM THE BASE
OF MUTUAL TRUST ANDRELATIVE CERTAINTYAMONG FOLLOWERS ANDTASK AND, REWARDS,LEADER CAN DEVOTEPRIMARY ATTENTION TOGETTING THE JOB DONE
FOLLOWERS NEED SUPORT
FROM LEADERR TO HELPTHEM COPE WITHUNCERTAINTIES ABOUTTRUST, TASK, AND/ ORREWARD
IN THE FACE OF MUTUAL
MISTRUST AND HIGHUNCERTAINTY AMONGFOLLOWERS, LEADERSNEED TO DEVOTE PRIMARYATTENTION TO CLOSESUPERVISION
Hersey and Blanchard's
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Hersey and Blanchard'ssituational theory
Also know as life cycle model Maturity level plays an important role in influencing
leadership style
According to Hersey and Blanchard, leadership style canbe categorized into four types-
1. Telling
2. Selling
3. Participating
4. Delegating
Hersey and Blanchard's
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Hersey and Blanchard'ssituational theory
L d b h th
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Leader member- exchange theory
By George Green states thatsubordinate are not treated equally byleader
Leader establishes special relationshipwith small group of subordinates knowas in group and rest are referred as out
group
The Leader Member Exchange
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The Leader-Member ExchangeModel
In-Group Typically consists of a small number of
employees with which the supervisor
establishes a special relationship. Members of the in-group receive a
disproportionate amount of the supervisorstime and attention.
As a result, members of the in-group usuallyreceive special privileges and opportunities.
Th L d M b E h
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The Leader-Member ExchangeModel
Out-Group Consists of the majority of a
supervisors employees.
Members of the out-group receive lessof the supervisors time and attention.
As a result, the members of the out-group are afforded fewer privileges andopportunities.
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Leader-Participation Model
By Victor Vroom & Philip Yetton to establishrelationship between leadership behavior anddecision making style
Premise:Rule based decision tree to guide leaders aboutwhen and when not to include subordinate
participation in decision makingConsiders 12 contingency variables to considerwhether or not to include subordinates indecision making
L d hi P i i i
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Leadership ParticipationModel
Features of the Model Selection of the appropriate decision making process
involves considering two criteria of decision effectiveness:
1. Decision quality - referring to the extent to whichthe decision impacts job performance. E.g. cost
consideration, information availability, and nature ofproblem structure
2. Subordinate commitment - refers to howimportant it is that the subordinate be committed toor accept the decision in order that it may besuccessfully implemented. E.g. commitment, priorapproval, congruence of goal with that oforganization, and conflict among employee.
L d hi P ti i ti
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Leadership ParticipationModel
Leadership Styles
1. Autocratic I (A-I)
2. Autocratic II(A-II)
3. Consultative I (C-I)
4. Consultative II (C-II)
5. Group (G)
6. Delegated (D)
L d hi P i i i
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Leadership ParticipationModel
Assumptions
Leaders can classify the problem by
following the decision tree format Capable of adapting their style to suit the
situation
Employee should accept the leaders
classification of the situation and hischanging leadership style from situation tosituation
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Path-Goal Theory
A theory which describes how leaderscan motivate their followers to achieve
group and organizational goals and thekinds of behaviors leaders can engagein to motivate followers.
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Path-Goal TheoryBy Robert House
Leader should provide support and guidance andhelp followers to achieve organizational goals
Establishes path and remove hurdles
Premise
Leader must help followers attaining goals andreduce roadblocks to success
Leaders must change behaviors to fit the situation(environmental contingencies & subordinatecontingencies)
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PATH-GOAL THEORY OF LEADERSHIP
LEADER STYLES
DIRECTIVE
SUPPORTIVE
ACHIEVEMENT-ORIENTED PARTICIPATIVE
THE LEADER COMPENSATES FOR THINGS LACKINGIN EITHER THE EMPLOYEE OR THE WORK SETTINGTO HELP THE WORKER PERFORM EFFECTIVELY
H P th G l
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Houses Path-GoalTheory of Leadership
Asserts four types of leader behaviours:
Directive
Suggested when task is vague, especially if workerauthoritarian, close-minded
Supportive Suggested when tasks repetitive or unpleasant
Achievement-oriented
Suggested will help those in ambiguous, non-repetitive
jobs increase expectations Participative
Suggested to promote satisfaction in non-repetitive tasksthat allow for ego involvement, or on repetitive tasks with
open-minded, non-authoritarian subordinates
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Level 5 Leadership: modern theory
The key to an organization becoming great
is having a Level 5 leader
Who is a level 5 leader?
The Level 5 Hierarchy
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The Level 5 Hierarchy
Sits on top of a hierarchy of capabilities
Each one is appropriate in its own right, but
none with the power of Level 5
But to be a fully-fledged Level 5, we need the
capabilities of all the lower levels, plus thespecial characteristics of level 5
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Level 5 Leaders
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Not by Level 5 Alone
Level 5 leadership is an essential factor for taking anorganization from good to great, but its not the only one
There are other drivers, combined with Level 5 thecombined package which takes the organization beyondunremarkable
The drivers are
1. First Who
2. Stockdale Paradox,
3. The Flywheel,
4. The Hedgehog Concept
Th H d h C t
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The Hedgehog Concept
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The Hedgehog model
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A Compelling Modesty
Level 5 leaders are extremely modest
They dont talk about themselves
They would talk about the
organization, about the contributionof others and
instinctively deflect discussion about
their own role
Th Yi d Y f L l 5
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The Yin and Yang of Level 5
Th L l 5 Hi h
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The Level 5 Hierarchy
The Level 5 Hierarchy
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The Level 5 Hierarchy
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The Yin and Yang ofLevel 5
Th Wi d d th Mi
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The Window and the Mirror
Born or Bred? : Can Level 5 be
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Born or Bred? : Can Level 5 bedeveloped??
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Unwavering Resolve An
Besides extreme humility, Level 5 leadersalso display tremendous professional will
They possess inspired standards, cannot
stand mediocrity in any form, and utterlyintolerant of anyone who accept the ideathat good is good enough
Th fi t t
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The first category
Will never bring themselves to greater ambition ofsomething larger and more lasting than themselves
Work will always be first and foremost of what theyget fame, fortune, power, adulation, etc.
Work will never be about what they build, create and
contribute The great irony is that the animus and personal
ambition that often drives people to become a
Level 4 leader stands at odds with the humility
required to rise to Level 5
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The second category
Could evolve to level 5 Capability resides in them, perhaps
buried or ignored or simply nascent
Under the right circumstanceswithself-reflection, a mentor, a significant lifeexperience, loving parents, or other
factorsthe seed can begin to develop
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Level 5
A key component inside the black box of what ittakes to shift an organization from good to great
Inside this black box is anotherthe innerdevelopment of a person to Level 5 leadership
A very satisfying idea, a truthfulidea, a powerful idea, and to make the move fromgood to great, very likely an essential
Idea A
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Thank you
A group of donkeys lead by alion can defeat a group of lionslead by a donkeyThats leadership