Leadership 8th Sem (ob)

PRESENTATION ON

LEADERSHIP NATURE & STYLEs

Leadership—What We’ll Discuss • • • • • • •

Meaning of leader Definition of Leadership Nature of leadership Leadership Qualities Styles of Leadership Managers v/s Leaders PROCESS OF GREAT LEADERSHIP

Leader? • A Leader is someone in authority to lead others to accomplish a goal(s). A leader needs to be able to motivate others to accomplish a goal(s) while at the same time encourage others to work toward their own professional goals.

What Is Leadership? Leadership The ability to influence a group toward the achievement of goals.

Leadership defined… Bernard (1926) said ‘Any person who is more than ordinarily efficient in carrying successful psychological stimuli to others and is thus effective in conditioning collective responses may be called a leader’. There is no mention of the characteristics of the group or situation here.’

Leadership defined… Koontz and O’Donnell (1955) said ‘The activity of persuading people to co-operate in the achievement of a common objective’

The Nature of Leadership Leadership - process whereby one individual uses noncoercive techniques to influence other group members toward attaining defined group or organizational goals Leadership influence is goal directed - exercise influence for a purpose Leadership requires followers - leadership is a two-way street

Leader

Leader’s role

noncoercive influence

Follower

attains

Goal

Manager’s role

Effective Leadership Qualities • • • • • •

• Cooperation • Drive • Decisiveness Dependability • Energy • Emotional stability • •

Foresight Fairness Human relations skill Initiative Integrity Judgement Objectivity

Leadership Styles • Autocratic • Democratic • Laissez-faire • Situational

Autocratic Leadership A leadership style characterized by specific instructions to employees regarding what, how, and when work should be done. •Micro-management style •The leader plans, organizes, controls, and coordinates. •Emphasis is on getting the job done without regard for input from others.

Autocratic Leadership

(cont.)

• Advantages – Efficiency – Employees know the manager’s expectations.

• Disadvantages – Discourages employees from thinking about process improvements – Employee dissatisfaction – Decline in worker performance – Does not prepare employees for promotion or possible advancement

Autocratic Leadership • When to use the autocratic style – During an emergency – Managing temporary employees – Managing new employees

(cont.)

Democratic Leadership A leadership style characterized by encouragement for employees to share in the decision-making and problem-solving processes. •General management style •Considers everyone’s viewpoint in decision making •Utilizes team concept in goal setting

Democratic Leadership (cont.) • Advantages – Employees actively involved in decision making – Higher employee morale – Stronger employee commitment to established goals

• Disadvantages – Time consuming – Not everyone likes to participate in decision making.

Democratic Leadership (cont.) • When to use the democratic style – Managing employees who are committed to their jobs – Managing employees who are interested in more responsibility – Managing experienced and well-trained

Laissez-faire Leadership A leadership style in which minimal direction and supervision is given to workers. •Open management style •Management shares information •Team (or individual employee) is completely responsible for the workload.

Laissez-faire Leadership (cont.)

• Advantages – Easy management style to administer – Complete empowerment for employees

• Disadvantages – Poor decision making may result. – Some employees do not perform well without direction and supervision.

Laissez-faire Leadership (cont.)

• When to use laissezfaire – Managing experienced, welltrained, and highlymotivated workers – Managing homebased employees, outside salespersons

Situational Leadership Leadership characterized by shifts in management style as appropriate for individual employees. •The management style applied depends on the needs of each employee.

Situational Leadership

(cont.)

• Advantages – Management style personalized for each employee – Improved communication – High employee morale – Improved production

• Disadvantages – Time consuming – Difficult to manage

Situational Leadership • When to use situational management – Highly experienced manager – Manager highly skilled in human relations – Employees with range of needs for supervision

(cont.)

Which Leadership Style Is Best? • No single style is always best. • Experts have identified several important variables: • The leader’s base of power • The difficulty of tasks involved • The characteristics of the employees

Managers vs. Leaders • “Managers are people who do things right, while leaders are people who do the right thing.” Warren Bennis

MANAGEMENT vs LEADERSHIP MANAGERS Work in the system React Control risks

LEADERS

Work on the system Create opportunities Seek opportunities Enforce organizational rules Change organizational rules to believe Seek and then Provide a vision follow direction in and strategic alignment Control people by pushing Motivate people by them in the “right” satisfying basic human direction needs Coordinate Inspire achievement and effort energize people Coach team members, create Provide self-leaders, and empower them instructions

MANAGEMENT vs LEADERSHIP MANAGERS ARE:

LEADERS ARE:

restricting controlling playing safe molding forcing regimenting stifling rigid autocratic consistent

enabling freeing risking releasing enhancing challenging participating flexible democratic predictable

Doing The Thing Right Doing The Right Thing

MANAGEMENT vs. LEADERSHIP EFFECTIVE

EFFECTIVE

MANAGERS

LEADERS

Plan & Budget

Create Vision & Empower

Organize & Staff

Align People

Monitor & Control

Inspire & Coach

LEADER-

PROCESS OF GREAT LEADERSHIP

Challenge the process First, find the thing that you believe needs to be improved the most

Inspire a shared vision

Next, share your vision in words that can be understood

Enable others to act Give them the tools and methods to solve the problem

Model the way When the going gets tough, get your hands dirty A boss tells others what to do...a leader shows that it can be done

Encourage the heart

Share the glory with your members' hearts Keep the pains within your own

PROCESS OF GREAT LEADERSHIP BE - KNOW - DO

•

BE a professional: Be loyal to the organization, perform selfless service, take personal responsibility

•

BE a professional who possesses good character traits: Honesty, competence, commitment, integrity, courage, straightforwardness, imagination

•

KNOW yourself: Strengths and weakness of your character, knowledge, and skills

•

KNOW human nature: Human needs, emotions, and how people respond to stress

•

KNOW your job: Be proficient and be able to train others in their tasks

PROCESS OF GREAT LEADERSHIP BE - KNOW - DO • KNOW your organization: Where to go for help, its climate and culture, who the unofficial leaders are • DO provide direction: Goal setting, problem solving, decision making, planning • DO implement: Communicating, coordinating, supervising, evaluating • DO motivate: Develop morale in the organization, train, coach, counsel.

PROCESS OF GREAT LEADERSHIP • The six most important words: "I admit I made a mistake." • The five most important words: "You did a good job." • The four most important words: "What is your opinion." • The three most important words: "If you please." • The two most important words: "Thank you," • The one most important word: "We" • The least most important word: "I"