leadership.ppt vikrant

7/31/2019 Leadership.ppt VIKRANT

1/25


2/25

SEMINAR OUTLINE Definition

Characteristics

Leadership Styles Likerts System Model

Leadership Grid

Qualities Of A Leader

Functions Of A Leader


3/25

Definition

A simple definition ofleadership is that leadership isthe art of motivating a group of people to act towardsachieving a common goal.

Leadership is the ability to influence a group towardsthe achievement of the goal.

Management is doing things right, leadership is doing

the right things


4/25

Characteristics Followers

Personal Ability

Influencing Full Capacity Utilization

Ideal Conduct

Leadership is Continuing Process

Leadership is a part of management but not all of it.

Leadership is a ever new process

Leadership transforms potential in to reality.


5/25

LEADERSHIP STYLES

LEADERSHIP

STYLES

MotivationalPower Based Result Based


6/25

Motivational L S

POSITIVE LEADERSHIP STYLE

- Leader satisfies his followers by economic and non

economics incentives.

NEGATIVE LEADERSHIP STYLE

- Followers are motivated not by economic and non

economic but by some unhelpful behaviour.


7/25

Result Based

Employee Oriented

- Employees are treated in human way .

Production Oriented

- More attention is paid to increase in productionrather than human welfare.


8/25

Styles are based on authority

A) Autocratic

Leader makes decisions without reference to anyone else

High degree of dependency on the leader Can create de-motivation and alienation

of staff

May be valuable in some types of business where

decisions need to be made quickly and decisively


9/25

LEADERSHIP STYLES contDemocratic

- Participation of peoples in decision making.- Improves the sharing of ideasand experiences within the business

- Can delay decision making.

Laissez-faire or Free rein

Complete freedom for the peoples to make decisions.

No participation of leader is task determination andrewards.


10/25

Likerts four system of

leadership management Exploitative-authoritative

Benevolent-authoritative

Consultative group

Participative group


11/25

Exploitative-authoritative These managers are highly autocratic, have little trust

in subordinates, motivate people through fear andpunishment, engage in downward communication,and limit decision making to the top.


12/25

These managers have a patronising confidence andtrust on subordinates, motivate with reward and somefear and punishment, permit some upwardcommunication, solicit some ideas and opinions fromsubordinates, and allow some decision making.

Benevolent-authoritative


13/25

Consultative group These managers have substantial but not complete

confidence and trust in subordinates, usually try tomake use of subordinates ideas and opinions, userewards, engage in both down and up communication,make broad policy and general decisions at top and actconsultatively in other ways.


14/25

Participative groupThese managers have complete trust and confidencein subordinates in all matters, always get ideas andopinions from subordinates and constructively usethem, give rewards on the basis of group participationand involvement, engage in communication,encourage decision-making


15/25

Very muchVery little

System 1

Exploitative-authoritativemanagement

System 2

Benevolent-authoritativemanagement

System 3

Consultativegroup

management

System 4

Participativegroup

management

Fig 1: Likerts Four System of Management


16/25

The Leadership Grid (Formally

known as The Managerial Grid) This is one of the most widely knownapproaches to dramatising leadership stylesdeveloped by Robert Blake and Jane Mouton1964).

The grid has two dimensions:

Concern for people and

concern for productivity.


17/25

The Managerial Grid (republished as the LeadershipGrid in 1991 by Robert R Blake and Anne AdamsMcCanse) identifies a range of managementbehaviours based on the various ways that task-oriented and employee oriented styles (each expressedas a continuum on a scale of 1 to 9) can interact witheach other.

Contd.


18/25

Style 1, 1 management (Impoverishedmanagement)

Low concern for people and low concern for tasks orproduction. This style is sometimes called laissez-fairemanagement because the leader does not take aleadership role.

Style 1, 9 management (Country clubmanagement)

High concern for employees but low concern forproduction.


19/25

Style 9, 1 management (task or authoritarianmanagement)

High concern for production and efficiency but lowconcern for employees.

Style 5, 5 management (middle-of-the roadmanagement)

An intermediate amount of concern for both productionand employee satisfaction.


20/25

Style 9, 9 management (team or democraticmanagement)

A high concern for both production and employeemorale and satisfaction. The presence of this categorycontrasts with earlier assumption that leaders had tohave one orientation or other. The style 9, 9 is the mosteffective management style. This leadership approach,

in almost all situations, results in improvedperformance, low absenteeism and turnover, and highemployee satisfaction.

The Managerial Grid: A nine-by-nine Matrix outlining

81 different leadership styles.


21/25

The leadership style based on task orientation and

people orientation

9 1,9 9,9

8

7

65 5,5

4

3

2

1 1,1 1,9

1 2 3 4 5 6 7 8 9

Concernforpeo

ple

Loww

High

Concern for productionLow High


22/25

Qualities Of A Leader

Ability to Motivate.

Ability to Communicate.

Quick decision Making Power. Self Confidence.

Flexibility of Mind.

Alertness

Technical Ability.

Physical and mental fitness.


23/25

Functions Of Leader To define organizational goal.

To divide work as per capacity.

To guide activities. To create effective communication.

To maintain discipline.

To understand feelings of his sub-ordinates.

To design environment as per result expectations.

To make Decisions.

Too design environment as per Result Expectation.


24/25


25/25

`

leadership.ppt vikrant

Documents