PCA

Power

Concern

Action

Power

Concern

Swot Analysis

Situational Analysis

Action

ProfessionalPersonal

Soci

al

SWOT Analysis

Analysis of

Strength

Weakness

Opportunities

Threat

Ego Analysis 1) P = Parent

A = Adult

C = Child

I am OK You are not OK

Commanding nature

P

A

C

Bossing

2)

I am not OK You are OK

(Over humility, immaturity)

Demanding nature

P

A

C

3)

I am OK You are OK

Maturity

(An ideal

leader)

Requesting nature

P

C

A

Force field Analysis to ACT

1) Non – Favorable situation

Supporting factors_____________________

Inhibiting factors

Force field Analysis to ACT

2) Balancing Situation

Supporting factors

Inhibiting factors

Force field Analysis to ACT

3)Favourable Situation

Supporting factors

Inhibiting factors

The leader should have the courage to bring

change

The leader should have the patience to wait for

the right time to act

The leader should have the wisdom to

understand what cannot be changed

WHAT IS LEADERSHIPLEADERSHIP IS THAT FUNCTION IN A GROUP OR

ORGANIZATION PERFORMED BY A PERSON

WHO DETERMINES THE IDEOLOGY OF A GROUP

[THE MISSION, CLIMATE, CULTURE AND VALUES]

WHO PLAYS A CENTRAL ROLE IN DEFINING GROUP

GOALS AND FACILITATES THEIR ATTAINMENT AND

WHO INFLUENCES THE ACTIVITIES OF THE GROUP TO

WHICH HE OR SHE BELONGS

cont......

Leadership is the ability to persuade others in order to achieve the

designed goals with maximum perfection, in the right time, in the

right way and with the right people.

In psychological terms, leadership is basically an influence and

communicative system

Leadership also consists of communicating objectives and plans

to subordinates, motivating them, directing their efforts and

appraising their performance

According to Kelth Davis “Leadership is the ability to persuade

others to seek defined objectives enthusiastically. It is the human

factor which binds a group together and motivate it towards goals”

Nature & FeaturesThe features & characteristics of leadership are as under

Leadership is basically a personal quality

Leadership is the ability to form a group of followers voluntarily

without the use of coercion

Leadership presupposes the existence of a group of followers. The

essence of leadership is followership

Leadership is a process of inter-personal influence by which leader

influences the followers in a situation to strive willingly towards the

realisation of common goals

Leadership involves a community of interests between the leader and

his followers. The objectives of both the leader and his followers are

one and the same

NATURE OF LEADERSHIP

•When a group is performing at its peak capability, at its head is

someone skilled in the art of leadership

•This skill is a combination of three major ingredients:

–Ability to inspire

–Ability to understand that human beings have different motivating

forces at different times and at different situations

–Ability to act in a way that will develop a climate for arousing

motivation and bringing a job to successful completion

Functions of Leadership Developing team work

Representing the team

Counselling the team members

Managing the time

Using proper power

Securing the group effectiveness

Timely evaluation and corrective steps

An Ideal leader should be a good

Goal setter Team builder Communicator Time manager Risk taker Motivator Role model

He should have good:

Conceptual back ground

Communication skill

Interpersonal skill

Political skill (power placing skill)

Organisational skill

Implementation skill

Efficiency is concerned with

doing things right

Effectiveness is concerned

with doing right things

Leadership is an important factor for making any type of Organisation successful.

Without a good leader, Organisation cannot function effectively and efficiently

Here we are more concerned about Manager as a leader.

Since the Organisation is basically a deliberate creation of human beings for certain specified objectives, the activities of its members need to be directed in a certain way.

Importance of Leadership

Importance of good Leadership

1. MOTIVATING EMPLOYEES – Motivation is

necessary for work performance. Higher the

motivation, better would be the performance.

A good leader, by exercising his leadership,

motivates the employees for high performance.

2. CREATING CONFIDENCE – A good leader

may create confidence in his followers by

directing them, giving them advice and getting

through them good results in the organisation.

3. BUILDING MORALE – Morale is expressed as

attitudes of employees towards organisation,

management and voluntary cooperation to offer

their ability to the organisation. Through providing

good leadership in the organisation, employees

morale can be raised high ensuring high

productivity and stability in the organisation.

Thus, Good leadership is essential in all

aspects of managerial functions

whether it be motivation,

communication or direction. It ensures

success in the organisation, and

unsatisfactory human performance in

any organisation can be primarily

attributed to poor leadership.

•The leader is one who:-

•Knows the way

•Shows the way

•Goes the way

The new challenge• The leader is a person who receives

habitual obedience from the bulk of the given society , by demonstrating his concern about the society through visible actions , and by encouraging communication both ways and always acting as a benefactor to the society.

What is the 3C’s of a leader

• Concern about the well being and up gradation of the team.

• Command respect ( leader by choice not by office)

• Communication skills , to narrate the goals and ways unambiguously and listen the opinion of the group.

Leadership styles and patterns

Leadership style denotes the way in which the

leaders themselves behave while using their

influence and power to affect the behaviour of

others over whom they have or seek control

There are many leadership styles

The studies on leadership has broken down it in

to 5 basic styles They are :-

STYLES OF LEADERSHIP

1. AUTOCRATIC2. BUREAUCRATIC3. DIPLOMATIC4. DEMOCRATIVE OR PARTICIPATIVE5. FREE REIN

1) Authoritarian or autocratic style

The leader decides everything and leaves nothing to chance and to the discretion of his followers

Task and authority oriented

He expects his subordinates to do what they are asked to do

He remains aloof from the group socially

Strength

It lies on leader's ability to increase efficiency, save time and get quick results

Work effectively in a crisis situation

Weakness

Negative effect on team members

It excludes them from involvement and reduce them to machine like cogs

2) Laissez faire style / Free – Rein style

Sets goals, policies, dead lines and budgets for his subordinates and then drops the reins and sets his subordinates free to operate without further direction or control

Non leadership style

This behaviour allows the subordinates to do whatever they like

The leader neither inspires nor directs his group members

Strength

Full managerial delegation with its benefits of optimum utilisation of time and resources

Weakness

Very little or no managerial control, which may leads to chaos or crisis, if the leader does not know his subordinates capacity, competence, talents, potential etc.

3) Bureaucratic Style

This is an impersonal, rule-ridden style

The leader rationalises and de personalises everything in terms of established routine procedures, due processes and rules

There is more emphasis on activity than on achievement

He looks for mechanistic formality, uniformity and conformity

Strength

Team members know where they stand with the bureaucratic leader

Since the decisions are made by known rules, there will be :-Transparency

Sense of fairness etc.

Weakness

Inflexibility in situation where exceptions to rules should be made or requested

4) Democratic – Participative style

It is a supportive, human relation oriented style

The leader encourages two way communication

between himself and his followers

He reposes a high degree of confidence and trust in

them, respects their values and view points, invites

their suggestions, initiates group process and

discussions and in general both leads and is led by

the group

cont.....

He gives more freedom of thinking and action to

his subordinates

He is at once employee oriented and production

oriented so that employee morale positively

contributes to employee productivity

Strength

Establishment of Good organisational work climate and culture

Unleashes the enormous power of team members

Effective motivation

Satisfaction

Sense of responsibility and belongingness among team members

Weakness

Time consuming

Delay and lapse

It may degenerate into complete loss of managerial control if it is

not handled consciously and rationally

5) Diplomatic style (Self type leader) He uses a large variety and degree of persuasion – tactics,

ranging from simple explanation of the reasons for an order to full

– scale bargaining with people

This leaders normally relates his organisational goals to the

individual needs and aspirations of his team members. People co

operate and work more enthusiastically with diplomatic leaders.

Weakness

Hypocrisy

Unless handled with judgement Skill and sincerity, this style

quickly degenerates and comes through to people as insincerely

Which style is the Best?

The best style of leadership depends on 3 ingredients

Leader

Team members

Situation

In short there is no formalised recipe for effective leadership and any

of the said styles can be effective in certain instances

Leader Vs ManagerLeader Vs Manager

Difference between Leadership & Management

Factors Leadership (Soul) Management (Mind)Source of power Personal abilities Authority delegated

Focus Vision and purpose Operating results

Approach Transformational Transactional

Process Inspiration Control

Emphasis Collectivity Individualism

Futurity Proactive Reactive

Type Formal and informal Formal

Major differences between manager and leader

• Manager manages the situation

• Where as

• Leader always take an innovative approach.

Be a visionary• Manager always looks at short term or

immediate goals.

• Where as

• Leader always looks at long term vision

• ( short cuts does not intoxicate him )

The loved ones• Manager loves the phrases when ? &

How?

• Where as

• Leader always asks what ? And why not?

The approach• Manager stops where stumbling blocks

come

• Where as

• Leader looks for options to turn the stumbling blocks to stepping stone.

Leader • Manager happy about the status quo

• Whereas

• Leader challenges status quo.

•Leaders , practice what they preach.

•He never looks at short cuts to fulfil his tasks.

•He has strong belief in the bigger cause for his team and stands for , thus for him the means justified ends.

•Leader lives with his visions, which are well defined , transparent, and reachable

•For a leader the purpose for which he works becomes religion for him.

•He never compromises on what he believes is right ,

Different patterns of Leadership

1) The leader makes decisions and announce it

This is the extreme form of autocratic leadership

where by the decisions are handed over by the

boss to be obeyed by the subordinates

Cont....

2)The leader sells his decisions

Rather than simply announcing it he takes

additional steps of persuading his subordinates to

accept it. (try to reduce the resistance)

3) The leader presents his ideas and invites

questions

The boss arrives at the decision but provide full

opportunity to his subordinates to get a fuller

explanation of his thinking and his intentions

4) The leader presents his tentative decision

subject to change

The initiative for identifying and diagnosing the

problems remains with the boss but his meeting

with the subordinates gives him an opportunity to

review his ideas

Different Patterns

5) The leader presents the problem, gets the

suggestion and then makes the decision

In this kind of leadership behaviour The leader does

not reach a decision of his own. He provides the

chance first to his subordinates for making

suggestion

6) the leader defines the limits and requests the

group to make a decision

Here the group have the right to make the decision.

However he defines the problem and the

boundaries with in which the decision must be

made

7) The leader permits the group to undertake

the whole decision making with in the

prescribed limits

This represents the extreme form of permissive and

democrative decision. The leader commits himself

to go by the groups decision

What do we know about leadership? Current research has the following, inter alia, to say concerning

leadership

1) It rejects :

a) The old maxim : “ Leaders are born not made”

b) The notion that leadership consists in the possession of certain personality

traits

c) The dilemma that one must choose between being either an autocrat or a

democrat.

d) The belief that there is one ideal leadership style suited for all organisation

and situations

e) The assumption that people naturally dislike work, avoid responsibility, have

no deep need for involvement in serious endeavor

2) It indicates that :

a. Leadership calls for an ability to diagnose a situation and a

wide and flexible range of behaviour

b. Appropriate leadership behaviour always “all depends” on :

1) The person of the leader himself

2) The group he leads

3) The situation

c. Great concern for people is not incompatible with great

concern for organisational purpose

d. There is a great difference between doing things right and

doing the right things

e. Effective leadership, even when circumstances prohibit their

immediate utilization, sets great value on participation, mutual

goal setting, open and linked communication systems,

confronting rather than avoiding problems, team building and

trust

THEORIES OF LEADERSHIP

THE GREAT MAN THEORY

BEHAVIOURAL THEORIES

TWO DIMENSIONAL THEORY

I - THE GREAT MAN THEORY

LEADERS ARE BORN AND NOT MADE

II - BEHAVIOURAL THEORY

BEHAVIOURAL THEORY

THREE PATTERNS

TANNENBAUM &

SCHMIDT

LINKERT'S

SYSTEM

BLAKE &

MOUTON

CONTINUM

OF

LEADERSHIP

THEORY

II - BEHAVIOURAL THEORIES [CONTD.]

B. TANNENBAUM & SCHMIDT

LEADERSHIP EXISTS ALONG A CONTINUUM OF STYLES

1. Leader makes a decision and announces it.

2. Leader “sells” decision

3. Leader presents ideas and invites questions

Boss Centred Subordinate Centred

Use of authority by leaders

Area of freedom for subordinates

1 2 3 4 5 6 7

cont....

4. Leader presents a tentative decision subject to change

5. Leader presents a problem, invites suggestions, makes the decision

6. Leader defines limits, and asks the group to make the decision

7. Leader permits subordinates to function within limits defined by the

superior

LINKERT'S

MANAGEMENT

SYSTEM

TWO

DIMENSIONAL

THEORY

MANAGERIAL

GRID

Transactional Leader Transformational Leader

A transactional leader

determines what subordinates

need to do to achieve

objectives, classifies those

requirements, and helps

subordinates become

confident that they can reach

their objectives.

A transformational leader inspires

his followers through vision, and

energy. Trait , behavioral, and

situational leadership theories fail to

explain the reasons behind the deeds

of great leaders like Mahatma

Gandhi, Lenin, Mother Theresa, Baba

Amte etc.