LEADERSHIP

Prepared By: Lakshmi Mishra & Megha Makwana

MOTIVATION

The factor that cause, channels, and sustain

an individual’s behavior.

MOTIVATION IN RANGE OF HUMAN BEHAVIOR

Human behavior

Influence able

Relax

Habit

Focus of motivation theory

COMTEMPORARY VIEWS OF MOTIVATION

Need theory: theory of motivation that

addresses what people need or require to

live fulfilling lives, particularly with regards to

work

Maslow's hierarchy of need: theory of

motivation that people are motivated to meet

five types of needs, which can be ranked in a

hierarchy.

A NEED THEORY OF MOTIVATION

NEED(DEPRIVATION)

SATISFACTION(REDUCTION OF THE

DRIVE & SATISFACTION

OF THE ORIGINAL NEED)

ACTIONS(GOAL-DIRECTED

BEHAVIOUR)

DRIVE(TENSION/ DRIVES TO

FULFILL A NEED)

MASLOW’S HIERARCHY OF NEEDS

Physiological

Safety & Security

Love (Social)

Esteem

SA

6

LEADERSHIP

Leadership: It is the process of directing

and influencing the task-related activities of

group members.

Leadership functions: The group

maintenance and task related activities that

must be performed by the leader or someone

else, for a group to perform effectively.

Leadership styles: The various patterns of

behavior favored by leaders during the process

of directing and influencing workers.

Use of authority

By the manager

Area of freedom

For subordinates

Boss centered Subordinate

centered

Leadership Leadership

Continuum of Leadership behavior

Manager

Makes

Decision &

Announce

s it

Manager

“Sells”

decision

Manager

Presents

Ideas

& invites

question

s

Manager

Presents

tentative

Decision

Subject

to

change

Manager

Presents

Problem

Gets

suggestion

N mk

decic

Manager

Defines

limit

Ask group

to mk

decision

Manager

Permits

Employee

s to

function

within

limits.

Leadership styles studied at ohio state

Low structure

And

High

considerations

High structure

& high

consideration

Low structure

& low

consideration

High structure

& low

consideration

HIGH

LOW

CONSIDERATION

LOW HIGHINITIATING

STRUCTURE

TYPES OF LEADER:

1. Autocratic

2. Democratic

3. Laissez-fair

1. AUTOCRATIC:

Decision is in the hand of one man.

He believes himself better than others.

He refuses to share in the leadership.

He is not interested in the people.

He thinks he is always correct.

2. DEMOCRATIC:

He is interested in every member.

Team work with all group members is

promoted.

Decisions are taken jointly.

Process is slow but results are good.

3. LAISSEZ-FAIR:

He gives little advice.

He is not able to take judgement.

He does not take any responsibility.

Productivity is quiet low.

New leadership sometimes emerges.

TYPES OF TEAMS

Command team: a team composed of a

manager & the employees that report to that

manager.

Committee: a formal organizational team,

usually relatively long-lived, created to carry

out specific organizational tasks.

Task force or project team: a temporary

team formed to address a specific problem.

Informal teams: whenever people comes

together ,strengthening their ties to the

organization & interact regularly.

Super teams or high performance teams:

groups of 3 to 30 workers drawn from difference

areas of a corporation who get together to

solve the problems that workers deal with daily.

Self-managed team: team that manage

themselves without any formal supervision.

CHARACTERICTS OF TEAM

Leadership roles

Norms

Cohesiveness

LEADERSHIP ROLES

Forming: it is the initial stage, the group forms and learns what sort of behaviour is acceptable to the group.

Storming: as group members become more comfortable with one another, they may oppose the formation of a group structure.

Norming: at this time, the conflicts that arose in the previous stage are addressed & hopefully resolved

Performing: now that structural issuess have

been resolved, the group begins to operates

as a unit.

Adjourning: finally, for temporary groups such

as task forces, this is the time when the

group wraps up activities.

TEAM NORMS:

It is the expectations about how they and the

other members will behave.

TEAM COHESIVENESS

The degree of solidarity and positive feeling

held by individuals towards their group.

introduce competition

Increases interpersonal attraction

Increase interaction

Creates common goals and common fates

STEPS OF MAKING TEAMS EFFECTIVE

The committee’s goals should be clearly defined, preferably in writing.

The committee’s authority should be specified.

The optimum size of the committee should be determined.

A chairperson should be selected on the basis of his or her ability to run an efficient meeting- that is to encourage the participation of all committee members.

The agenda & all supporting material for the meeting should be distributed to members before the meeting to permit them to prepare in advance.

Meetings should start & end on time.

INTERPERSONAL COMMUNICATION

Communication – the process by which people attempt to share

meaning via the transmission of symbolic messages.

There are three essential points for communication:-

1.Communication involves people, & understanding

communication therefore involves trying to understand how

people related to each other.

2.Communication involves shared meaning, which suggests that

in order for people to communicate, they must agree on the

definitions of the terms they are using,&

3.Communication involves symbols- gesture, sounds, letter,

numbers, words can only represent or approximate the ideas that

they are meant to communicate.

A MODEL OF THE COMMUNICATION PROCESS

SENDER

(Source)ENCODIN

G

CHANNEL

DECODIN

GRECEIVER

Transmit message

receive

Sender- the initiator of communication.

Receiver- the individual whose senses perceive the sender’s message.

Encoding- the translation of information into a series of symbols for communication.

Decoding- the interpretation & translation of a message into meaningful information.

Noise- anything that confuse, disturbs, diminishes, or interferes with communication.

Channel-the formal medium of communication between a sender and a receiver.

COMMUNICATION IN ORGANIZATIONS

It involves getting an accurate message from one person to another.

Factors influencing organizational communication:-

1. Formal channel of communication: a means of communication that is endorsed, & probably controlled, by managers.

2. Authority structure: hierarchy of control within an organization.

3. Informal ownership: the possession by certain individuals of unique information & knowledge concerning their work.

4. Job specialization: it usually facilitates communication within differentiated group. Members of the same work group are likely to share the same jargon, time horizons, goal tasks, and personal styles.

Negotiation: the use of communication skills

& bargaining to manage conflict and reach

mutually satisfying outcomes.

Conflict: disagreements about the allocation

of scarce resources or clashes regarding

goals, values, & so on; can occur on the

interpersonal or organizational level.

FACTOR IMPORTANT FOR NEGOTIATION

Offer

Counter offer

Concession

Compromise

agreement

PROCESSES

Communication

Persuasion

Power

INFLUENCES ON GOAL &

OUTCOMES

Personality

Values

Subjective

Preferences

Social context

CONTENT

Interdependence

trust

STRUCTURE OF

Outcomes

goal

NEGOTIATION

PROCESS