Lessons in Leadership

Lessons in LeadershipPresented by: Teach you about the various types of leadership

The Servant Leader Malvi BhagatThe Situational Leader Abhishek AtreeThe Charismatic Leader Gregory BaroneThe Transformational Leader Benjamin BerghaendlerThe Transactional Leader Renu ChauhanThe Quiet Leader - Levi BronchtainThe Participative Leader Ramdev Gowda

Goals for our PresentationThe Servant LeaderServant Leadership was coined by Robert L Greenleaf in his essay written in 1970. A Servant leader is on who puts others before themselves. As the word servant might imply, it is a leader that acts like a servant to his followers. They naturally want to help others by bringing the best out in them.

The main difference between a leader and a servant leader, is that a servant leader genuinely cares for other people. Their main goal is to make sure that other people are satisfied with their tasks, that they are being pushed to their full capability, and their highest priorities are being served.

Having a Calling natural desire to help othersListening desire to listen and value whats heardEmpathy ability to walk in others shoesHealing others want to approach you for helpAwareness keen sense of what is going onPersuasion seek to convince others to do thingsConceptualization encourage others to dreamForesight ability to anticipate future eventsStewardship prepare others to contribute to societyGrowth strong commitment to growth of peopleBuilding community strong sense of community spiritCharacteristics of a Servant LeaderArthashastraTao Te ChingJesus Examples of Servant LeadersSituational LeadershipSituational leadership is a theory, developed by Paul Hersey and Ken Blanchard.

Situational Leadership is not something you do to people but something you do with people.

Directive/Task Behavior Involves(X-Axis):Clearly Telling PeopleWhat to Do, How to Do It, Where to Do It, When to Do ItAnd Then Closely Supervising Their Performance Supportive/Rel. Behavior Involves(Y-Axis):Listening to PeopleProviding Support and Encouraging Their EffortsFacilitating Their Involvement in Problem Solving and Decision Making

S3: Supporting/Participating

High Supportive, Low DirectiveFocus of Control Shifts to FollowerLeader Actively ListensFollower Has Ability and Knowledge to Do the TaskS2: Coaching/Selling

High Directive, High SupportiveLeader Now Attempts to Hear Followers Suggestions, Ideas, and OpinionsTwo-way CommunicationControl Over Decision Making Remains With the Leader

S4: Delegating

Low Supportive, Low DirectiveLeader Discusses Problems With FollowersSeeks Joint Agreement on Problem DefinitionsDecision Making Is Handled by the SubordinateS1: Directing/Telling

High Directive, Low SupportiveLeader Defines Roles of FollowersProblem Solving and Decision Making Initiated by the LeaderOne-way Communication

LowDirective BehaviorSupportive BehaviorHighHighNo one of the styles is considered optimal in all Solutions. If leaders are to be effective they need to be flexible and adapt themselves to each situation.It all depends upon the followers readiness.14Participative LeadershipParticipative leadership is the opposite of Autocratic leadership.

Experience alone does not create knowledge Kurt Lewin Also known as Democratic leadership, empowerment and power sharing.

Participative LeadershipLets work together to solve this

Helps create a sense of responsibility among the team members or employees.

Motivates the team members or employees.

Helps reduce the employee turnover.

Helps the leader or manager to take better decisions.

Advantages of Participative LeadershipDegree of ParticipativenessAutocratic leader and democratic leader.

Participative leadership is helpful if useful decisions are made,

But can leas to a feeling of betrayal if the leader ignores the suggestions and takes the opposite decision.Disavantages.Transformational LeaderIntellectual stimulationIndividualized considerationInspirational motivationIdealized influence

Transformational leadership occurs when leaders and followers engage in such a way that they raise one another to higher levels of motivation and morality whereby everyone gets raised to a higher level of performance.

Four interrelated components of transformational leadership:

Transformational Leadership

Concentration on values like integrity and fairnessBuilding of trust between leader and followerIncreased awareness to elevate followers needs for achievement and self-actualizationMove followers beyond self-interest for the good of the group, organization, or society Existence of sound vision, strong interpersonal and organizational skills, and the desire and willingness to lead

Attributes of Transformational LeadershipInspires people and promotes visions Fosters the acceptance of group goalsChallenges people intellectually to achieve higher outcomes

The goal of transformational leaders is to inspire followers to share the leaders values and connect with the leaders vision

Benefits/ Limitations and Goals of Transformational Leadership Transactional LeaderThe transactional leadership style was first described by Max Weber in 1947 and again by Bernard M. Bass in 1981.

Assumptions: This leadership style developed by Bass is based on the hypothesis that followers are motivated through a system of rewards and punishment. The transactional leader's view of the leader / follower relationship is one of quid pro quo - or this for that. If the follower does something good, they will be rewarded. If the follower does something wrong, they will be punished. Transactional Leadership Agreements: At the extreme, the only relationship that develops between the transactional leader and the follower is based on an unwritten agreement that the sole purpose of the follower is to carry out the wishes of the leader.

Style: The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place Types of Transactional Leaders: The types of transactional leaders described by theorists include categories such as Opinion Leaders, Group Leaders, Governmental / Party Leaders, Legislative Leaders and Executive Leaders.

Transactional Leadership and Women: Study conducted by Northwestern University with respect to transactional, transformational, and laissez fair leadership styles. The Quiet LeaderThe Quiet Leader does not require being in a controlling position.

They are everyday people that are trying to make the most of their lives.

Heroism is used only as a last resortThe Quiet Leader recognizes the scope of his/her control, and the limit of their ability to predict the future. The Quiet Leader has some skin in the game so they take their self interest seriously.The Quiet Leader does not make in instant decisions, but thinks things through.The Quiet Leader tries to find the middle ground when possible.

Qualities of Silent LeaderRegular leadership leaves out the majority of peopleHeroic leadership ignores everyday challenges Is it what we can all strive to beWhy are they Important?Charismatic LeaderCommunicate on a very powerful and emotional level Have a personal charm that gives a favorable impression and therefore are trust worthyAre able to inspire enthusiasm, affection, and loyaltyCharismatic leaders Optimistic and passionate about life They value the potential that they believe each person has They give hope. They share themselves

This type of leader is especially useful in times of crisis and a major turn aroundKey QualitiesRemember, good leaders utilize all three styles depending upon the situation. For example:

Use anauthoritative styleif a group member lacks knowledge about a certain procedure.

Use aparticipative stylewith group members who understand the objectives and their role in the task.

Use adelegative styleif the group member knows more than you do about the task.

ConclusionReferencesde Jonge, Jaap. "Charismatic Leadership (Weber)."12 Manage - The Executive Fast Track. 12 Manage, Web. 19 Oct 2009. .Greenleaf, Robert K. "What is Servant Leadership?" Greenleaf Center for Servant Leadership. Web. 5 Oct. 2009. . "Leadership styles - Using the right one for your situation." Mind Tools - Management Training, Leadership Training and Career Training - Right Here, Right Now. Web. 07 Nov. 2009. . Lewin, K. and Lippitt, R. (1938) An experimental approach to the study of autocracy and democracy. A preliminary note,Sociometry1: 292-300.Maxwell, John. "Charismatic Leadership."The Mindful Network. 22 May 2008. Refresher Publications Inc., Web. 21 Oct 2009. .McCrimmon, Mitch. "What is Participative Leadership? The importance of involving employees in making decisions | Suite101.com." Http://businessmanagement.suite101.com/article.cfm/what_is_participative_leadership#ixzz0W2tZJWtR. Mitch McCrimmon. Web. 07 Nov. 2009. . Tannenbaum, A.S. and Schmitt, W.H. (1958). How to choose a leadership pattern.Harvard Business Review, 36,March-April, 95-10137