On The Basis Of Managerial Grid Identify The Leadership Style

LEADERSHIP ON THE BASIS OF MANAGERIAL GRID IDENTIFY THE LEADERSHIP STYLE FOLLOWED BY THE LEADER (MANAGER) IN AN ORGANIZATION”

A LEADERSHIP STORY :  A group of workers and their leaders are set a task

of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.

A LEADERSHIP STORY: And shouts down to the assembled group below…

“Wrong Way!”  (Story adapted from Stephen Covey (2004) “The Seven Habits of

Highly Effective People” Simon & Schuster).

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“Management is doing things right, leadership is

doing the right things” (Warren Bennis and Peter Drucker)

LEADER A leader is defined as:

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A person who establishes a vision, set goals, motivates people and obtain their commitment to achieve the goals and realize the vision.

LEADERSHIP

WHAT IS LEADERSHIP ?  Leadership is the factor that helps individuals and groups

to achieve the goal .

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  Leadership is a process of influencing people to direct their

efforts towards the attainment of some particular goal or objectives.

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Leadership is a process of encouraging and helping others to work enthusiastically towards objectives.

DEFINITIONS 1. Chester Barnard  Leadership is the ability of a superior to influence the behavior of his subordinates and persuade them to follow a particular course of action. 

2. Koontz and O’ Donnel  Leadership is the ability of a manager to induce subordinates to work with confidence and zeal. 

3. George R. Terry  Leadership is the activity influencing people to strive willingly for mutual objectives.  

WHAT IT TAKES TO BE AN EFFECTIVE LEADER  

Effective leaders influence people to do things the way they want them

done.

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Relationships play a major role in having the desired level of influence over people. 

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Therefore leaders constantly attempt to build, maintain and expand their net work of relationships. 

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They take the following measures to enhance their relationships and thus their ability to influence people: 

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  They recognize that individuals differ in their needs, goals and wishes, and

therefore modify their behaviour from one relationship to another accordingly. 

 They encourage people to recognize their hidden talents and capabilities. 

 They ignore criticism by opponents on their emphasis on relationships. 

 They strive to maintain enthusiasm and energy in all their relationships.

Their high energy levels motivate other people. 

TYPES OF LEADERSHIP STYLE

TYPES OF LEADERSHIP STYLE 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

TYPES OF LEADERSHIP STYLE Democratic: Encourages decision making

from different perspectives – leadership may be emphasised throughout the organisation Consultative: process of consultation before

decisions are taken Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

TYPES OF LEADERSHIP STYLE Democratic: May help motivation and involvement Workers feel ownership of the firm and its ideas Improves the sharing of ideas

and experiences within the business Can delay decision making

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Types of Leadership Style Laissez-Faire:  ‘Let it be’ – the leadership responsibilities

are ashared by all Can be very useful in businesses where creative ideas are important Can be highly motivational, as people have control over their working life Can make coordination and decision making time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations

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TYPES OF LEADERSHIP STYLE Paternalistic: Leader acts as a ‘father figure’ Paternalistic leader makes decision but may

consult Believes in the need to support staff

CHANGE LEADERSHIP

CHANGE LEADERSHIP The most challenging aspect of business is leading

and managing change The business environment is subject to fast-paced economic and social change Modern business must adapt and be flexible to survive Problems in leading change stem mainly from human resource management

CHANGE LEADERSHIP  Leaders need to be aware of how change

impacts on workers:

Series of self-esteem states identified by Adams

et al and cited by Garrett

Change Leadership Self-esteem

2

3 1 5

4

6. Search 2. 3. 4. 5. Minimisation: Depression: Acceptance/letting Testing 1. Immobilisation for out: meaning: asAs reality thego: change begins The Individuals lowest – as to becomes dawn rumours point begin staff in clearer, toof selfwork may the people feel esteem interact with alienated the change finally with change to circulate, the fit and sees in and change, angry, the people see the 7try change feelings starting they how they individual start with to ofmight to a accept their lack ask feels be questions of own the able control some to personal of inevitable. to make events seesense the how position overtake change Fear of they shock of might and work the people and may for try to and future work them they possible with –believe isself afeel the feature esteem depressed disbelief that change. it ofbegins will this – as notrise. they stage. to affect so try much tothem. reconcile so thatwhat they is happening deem it worthy with their of own personal doing situation. nothing. 7. Internalisation: the change is 6 understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self Timeesteem.

THEORIES OF LEADERSHIP

THEORIES OF LEADERSHIP  Trait theories: 

 Is there a set of characteristics that determine a

good leader?      

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Personality? Dominance and personal presence? Charisma? Self confidence? Achievement? Ability to formulate a clear vision?

THEORIES OF LEADERSHIP  Trait theories: 

 Are such characteristics inherently gender

biased?

  Do such characteristics produce good leaders?   Is leadership more than just bringing about

change?

  Does this imply that leaders are born not bred?

THEORIES OF LEADERSHIP  Behavioural: 

 Imply that leaders can be trained – focus on the

way of doing things  Structure based behavioural theories – focus on the

leader instituting structures – task orientated  Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated

THEORIES OF LEADERSHIP  Contingency Theories: 

 Leadership as being more flexible – different

leadership styles used at different times depending on the circumstance.  Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts

Factors Affecting Style

FACTORS AFFECTING STYLE  Leadership style may be dependent on various

factors:

  Risk - decision making and change initiatives based on degree

of risk involved

  Type of business – creative business or supply driven?   How important change is – change for change’s sake?   Organisational culture – may be long embedded and difficult to

change

  Nature of the task – needing cooperation? Direction? Structure?

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STUDY OF 

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LEADERSHIP STYLE  

ON THE BASIS OF 

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MANAGERIAL GRID

INTRODUCTION Blake and Mouton developed a two- dimensional matrix model of leadership .  The model consists of nine rows and columns.  The rows represent the leader’s concern for production , while the columns represent the concern for people.  Blake and Mouton found five intersection points in the model :1,1 1,9 9,1 5,5 & 9,9

SCOPE OF THE STUDY     

The study was conducted on the employees of

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 RELIANCE COMMUNICATIONS,  BIRLA SUN LIFE INSURANCE COMPANY LTD.,  ICICI PRUDENTIAL LIFE INSURANCE LTD.,  BAJAJ ALLIANZ GENERAL INSURANCE CO. LTD.

SCHEDULE Below is a list of statements about leadership behaviour. Read each one carefully, then, using the following scale, decide the extent to which it actually applies to you. For best results, answer as truthfully as possible. 

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never 0 Your Manager

sometimes 1 2 3 4

always 5

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1. _______ encourage his/her team to participate when it comes decision making time and try to implement their ideas and suggestions.

2. 3. _______ Nothing is more important than accomplishing a goal or task. 4. 5. _______ he/she closely monitor the schedule to ensure a task or project will be completed in time. 6. 7. _______ he/she enjoy coaching people on new tasks and procedures. 8. 9. _______ The more challenging a task is, the more he/she enjoy it. 10. 11. _______ he/she encourage his/her employees to be creative about their job. 12. 13.______ When seeing a complex task through to completion, he/she ensure that every detail is accounted for him/here. 14.

8. 9. _______ he/she find it easy to carry out several complicated tasks at the same time. 10. 11._______ he/she enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what he/she have read into action. 12. 13._______ When correcting mistakes, he/she do not worry about jeopardizing relationships. 14. 15._______ he/she manage his/her time very efficiently. 16. 17.______ he/she enjoy explaining the intricacies and details of a complex task or project to his/her employees.  

13._______ Breaking large projects into small manageable tasks is second nature to him/her. 14. 15._______ Nothing is more important than building a great team for him/her. 16. 17._______ he/she enjoy analyzing problems. 18. 19._______ he/she honour other people's boundaries. 20. 21._______ Counselling his/her employees to improve their performance or behaviour is second nature to him/her. 22. 23._______ he/she enjoy reading articles, books, and trade journals about his/her profession; and then implementing the new procedures he/she have learned. 24.

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SCORING SECTION

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After completing the schedule, transfer your answers to the spaces below: 

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People

Task

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Question

Question

1.______

2.______

4.______

3.______

6.______

5.______

9.______

7.______

10.______

8.______

12.______

11.______

14.______

13.______

16.______

15.______

17.______

18.______

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TOTAL ______ X 0.2(GIVEN) ________

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TOTAL _____ X 0.2(GIVEN)= _____

RELIANCE COMMUNICATIONS

BIRLA SUN LIFE

BAJAJ ALLIANZE

ICICI PRUDENTIAL

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THANK YOU