lect 1 intro to leader

8/3/2019 Lect 1 Intro to Leader

1/29

Leadership

Prof. Mrunali Tikare


2/29

Leadership

To lead


3/29

Definitions of Leadership

John C Maxwell : "leadership is influence - nothing more,nothing less."

Warren Bennis : "Leadership is a function of knowing yourself,having a vision that is well communicated, building trust amongcolleagues, and taking effective action to realize your ownleadership potential."

John W. Gardner :Leadership is the process of persuasion andexample by which an individual (or leadership team) induces agroup to take action that is in accord with the leaders purpose,or the shared purposes of all.


4/29

Definition of Leadership:Organization

Leadership is a process by which a personinfluences others to accomplish anobjective and directs the organization in a

way that makes it more cohesive andcoherent. Leaders carry out this processby applying their leadership attributes,

such as beliefs, values, ethics, character,knowledge, and skills.


5/29

Definition of Leadership

Contemporary definitions most often reject theidea that leadership revolves around the leader'sability, behaviors, styles or charisma. Today,scholars discuss the basic nature of leadership interms of the "interaction" among the peopleinvolved in the process: both leaders andfollowers. Thus, leadership is not the work of asingle person, rather it can be explained and

defined as a "collaborative endeavor" amonggroup members. Therefore, the essence ofleadership is not the leader, but the relationship(Rost, 1993).


6/29

Definition of Leadership

Leadership is a dynamic, relationalprocess involving interactions amongleaders, members and sometimes outside

constituencies.

SITUATION

LEADERS ====== FOLLOWERS

COMMUNICATION


7/29

What is Good Leadership...

A leader takes peoplewhere they want to go. Agreat leader takes peoplewhere they don'tnecessarily want to go but

where they ought to go.Rosalynn Carter

Good leadershipis like beautyyou know whenyou see it.

Unknown

The best executive is theone who has sense enoughto pick good men to do whathe wants done, and self-restraint to keep from

meddling with them whilethey do it.Theodore Roosevelt

Effective leadership is notabout making speeches orbeing liked; leadership isdefined by results notattributes.

Peter Drucker


8/29

Sources of power

Organizational:

legitimate power

reward power coercive power

personal

referent power expert power


9/29

EXPERT POWER

Power as a result of skill or experience.

Someone who is skillful when holdingpower.

Examples: some politicians, a doctor,lawyers, Bill Gates


10/29

LEGITIMATE POWER

Power is justified.

Power as a result of position.

Someone who has a lawful reason to holdpower.

Examples: judges, principal, police


11/29

COERCIVE POWER

Power that you have after manipulatingpeople to do something.

Someone who takes power.

Example: criminal with a gun, parents,Napoleon.


12/29

REWARD POWER

Getting someone to do something in returnfor power.

Someone who is in power for service.

Example: If you do this I will give you

this.--- bosses, teachers.


13/29

REFERENT POWER

Associated with a particular group orperson.

Someone who is given power after beingappointed.


14/29

MYTHS ABOUT LEADERSHIP

ONLY POPULAR PEOPLE ARE LEADERS

LEADERS ARE CHOSEN OR ELECTED

YOU MUST HAVE A FORMAL POSITION TO BE A LEADER

YOU MUST BE A GREAT MOTIVATOR TO BE A LEADER

LEADERS ARE BORN NOT MADE

A LEADER ONLY REPRESENTS THE WISHES OF THEPEOPLE SHE/HE LEADS


15/29

Managers and leaders: sameskills?

Managers are not necessarilyleaders

Leaders are not necessarily

managers However, good managers and

leaders should have bothmanagement and leadership skills


16/29

Leadership vs. Management

Leaders: Managers:

Seek to challenge andchange systems

Create new visions andnew meanings

Empower

Seek to inspire

Have a long-term focus

Focus on the strategicpicture

Seek to operate andmaintain current systems

Accept given objectivesand meanings

Control and monitor

Trade on exchangerelationships

Have a short term focus

Focus on detail and

procedure

..FLUID..


17/29

Manager Vs. Leader

Managers

Administer

Maintain the status quo

Use control Deal with details and

tactics

Focus on systems and

rules Have limited view

Do the thing right

Leaders Innovate Develop Inspire trust

Deal with strategies Focus on people and

values Look at the big picture Do the right thing


18/29

Qualities

Managers

Rule-oriented

Communicative

Create pressure Care about satisfaction

Outcome-oriented

Problem controller

Respectful of traditions

Reactive

Responsible

Leaders Assertive Persuasive Able to work under

pressure Good motivator Visionary Problem solver Creative Proactive


19/29

Leaders are

Risk taking

Guiding vision or sense of purpose

Passion and enthusiasm

Integrity Self-knowledge

Honesty

Curiosity


20/29

Indirect vs. Direct Leadership

Direct leadership: Leaders directlyinfluence employee attitudes andbehaviours.

Indirect leadership: middle and lowerlevel managers act on behalf of the leader,management systems, HRM,organisational culture etc.

Ideally, direct and indirect leadership areused in a consistent manner to magnify the

desired effects.


21/29

Do you want to gain Leaders

skills?

First, you need to explore yourvalues

Second, who can serve as amodel for you and why?

Third, what is your vision ofyour profession, service,organization?


22/29

Do you want to gain Leaders

skills?

Develop emotional intelligence

Including empathy

And trustworthiness Need to decide whether you want

innovation, change and risk taking


23/29

Emotional intelligence

Good leaders have also

Self-awareness

Self-confidence Self-control

Commitment and integrity

Ability to communicate,influence, initiate change andaccept change (Goleman, 1998)


24/29

the path ahead,in a pattern of C

creativity

curiosity

consciousness

communication commitment

courage

concrete steps

continuity

celebration


25/29

Leadership Development

Self-Assessment

Communication

Competencies (skills) Knowledge


26/29

Leadership Development

Self-Assessment Communication

Writing Speaking Giving directions Listening, seeking feedback Working with the media

Competencies (skills) Managing conflict Selecting priorities Managing time Negotiating Building teams Writing grants

Knowledge Dynamics of groups Influence of gender and difference Evaluation of leaders Culture of academic health care


27/29

Leadership Effectiveness

Leadership

Objective measures ofperformance: net profits, salesincrease, market share, return oninvestment etc.

Follower outcomes: commitment,satisfaction, development,motivation, group processes,psychological wellbeing


28/29

Current Themes in LeadershipResearch

Howleadership

islegitimized

?

Perceived

need

Globalizingcontext

RequirementsLeadership

development

What canbe done

aboutleadership

?


29/29

Challenges for leaders

Managing participation is abalancing act: betweenmanagement control and team

opportunity; between getting thework done quickly and givingpeople a chance to learn; betweenseeking volunteers and pushing

people into it; between too littleteam spirit and too much. Kanter(1983).

lect 1 intro to leader

Documents