Leadership Ppt 34
Transcript of Leadership Ppt 34
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PROJECT OF INTERNSHIP INTITAN INDUSTRY
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Titan Industries
Ltd. Titan Industries Ltd. set up in 1987 Joint venture of the Tata Group and TIDCO
1st factory at Hosur
Financial and technical collaboration with
Ebauches, France 1988: Estd. a component manufacturing
facility
1990: Estd. a case manufacturing plant
1992: Integrated backwards to manufacture
step motors Annually markets over 7 million watches
6th largest globally in the category ofmanufacturer brands
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Titan Industries Ltd. Brand
Insignia Made with high-grade anti-allergenic steel, scratch-resistant
sapphire crystal and special hard gold plating
Psi2000, Technology Sports & Multi-functional watches
Regalia, Royale Magic in gold and unique futuristic material
Classique Elegant corporate wear
Spectra Combines the sturdiness of steel with the richness of gold
Exacta The Everyday Watch
Raga Exclusive watches for women
Fastrack Contemporary styles for the young
Dash! For young boys and girls
Bandhan
Watches for him and her
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TITAN
Watch
GoldplusZoyaTanshiq
Eye wearJewelery
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TRAINING AND DEVELOPMENTPROCESS IN TITAN
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Titan Industries LimitedLearning & Development - Hosur
Training Need Analysis
Individual Need
PMSDepartment need
Business Need
Organization Need
TNA FormatFaculty Identification
Design
Content
Approval
Execution
Mid Course Correction Feedback
Participant List
Feedback Consolidation
F/B Sharing & Action Plan
Training Effectiveness
Business Impact
Payment ProcessCheck
List
Forms used
Supporting Document
Supporting activities
Training
Advisory Committee
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LEADERSHIP
Presented by:UDAY JAT
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Definition
Leadership is defined as the ability
to influencing people or a grouptowards the achievement of a
vision or set of goals.
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Leadership
LEADERSHIPLeader-Follower
Influence
Change People
Organizational Objectives
LEVELS of LEADERSHIP:Individual (Dyadic) Group Organization
Org. Perf = f(Group; Individual)Grp. Perf = f(Individual)
Effective leadership Robert N.Lussier
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THEORIES OF LEADERSHIP
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TRAIT THEORY
Trait theory of leadership
differentiate leader to nonleader by
focusing on personal quality and
characteristics.
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Also called Great Man (Person) Approach: Tries to figure out
common attributes (traits) effective leaders have had
Focuses on: Physical ability work related and social
characteristics
Born as a leader or nonleader
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But all said and doneHuman beings are most dynamic machine
No readymade tool to accurately determine the kind of person anindividual is
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Behavioral Theory of Leadership
Focuses on what leader says and does
One best leadership style for all situations
What determines the behavior of a person?
Behavior is influenced by Traits to a great extent but Behavior iseasier to learn/change than traits
Major models in Behavioral Theory:
University of Iowa: Autocratic Democratic
University of Michigan: Job centered Employee centered
Ohio State University: Initiating structure Consideration behavior
Leadership Grid: Concern for people Concern for production
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University of Iowa Leadership Styles
Leadership Style = F (Traits, Skills, Behaviors)
Indentified to leadership styles:
Autocratic L S: Make decisionCommunicate it to
employeesClosely supervise
Democratic L S: Encourage participation in decisionWork with
employee to determine what needs to be doneDont closely
supervise
The above two are opposite ends of continuum
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University of Michigan Studies
Didnt focus on styles of leadership
Rather, tried to determine behavior of effective leaders
Following were the aims:
Classify leaders as effective and ineffective
Determine reasons for effectiveness
Identified two styles:Job Centered& Employee Centered
Job Centered: (Goal emphasis & Work facilitation)
Extent to which leader takes charge to get job done
Employee Centered: (Supportive leadership & Interaction facilitation)
Extent to which leader is sensitive to subordinates
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Ohio State University Worked on determine various leadership style
Developed a Leadership Behavior Description Questionnaire
An indicator for leaders given by followers
Two different parameters used: Initiating Structure & Consideration
Initiating Structure = Job-centered (focuses on getting task done)
Consideration Behavior = Employee-centered (focuses on meeting peoples need and
developing relationships)
Although there is no one best leadership style in all situations, employees are more satisfied with a
leader who is high in consideration
Low---------------------INITIATING STRUCTURE----------------------High
High|
CONSIDERATION|Low
Two way communication Share decision making
One way communication Managers make decisions
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Leadership Grid Based on 2 dimensions: Concern for Production and Concern for
People
CON
CERN-PE
OPLE
1 CONCERN for PRODUCTION 9Low Hi h
Low
High 1,9Country Club
1,1 9,1
9,9
5,5
Impoverished
Team Leader
Middle of the Road
Authority-Compliance
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CONTINGENCY THEORY OF
LEADERSHIP
b k f l h i i f
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Drawbacks of early theories & Rise of
Contingency Leadership ParadigmFocused on the quality of an individual
Equated Organizational Effectiveness to Managerial Effectiveness
Tried to standardize a very dynamic thing: BEHAVIOR
=======================================================
Tried to find 1 Best Leadership Style for all situations
By late 60s it became clear that
Different situations need different leadership styles
The rise of Contingency Leadership Paradigm
Attempts to explain appropriate leadership styles based on 3 things:
Leader Follower - Situation
It Depends
Effective leadership Robert N.Lussier
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Contingency Framework and
Variablesfollower Leader Situations
Capacity
motivation
Personality
Traits
Behavior
Experience
Task
Structure
Environment
d i dl Sit ti l d hi
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Fred Fiedlers Situational Leadership
Theory Proposed that leadership style is a reflection of PERSONALITY and
BEHAVIOR
Leadership styles are constant
They dont change styles rather they change situations
Used to determine if a persons leadership style is task or relationship
oriented, and if the situation (leader-member relationship, task structure,
and position power) matchesthe leaders style to maximize performance
Whats unique about Fiedlers theory?
Situational FavorablenessFOLLOWERS LEADER SITUATIONLeader-member relations
LEADERSHIP STYLESTask
Relationship
Leader-member relationTask structurePosition power
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Situational Favorableness
Leadership Situation Effectiveness Leader-member relations
Task Structure
Position Power
SITUATION
S
1. Leader-
member relations
2. Task
structure
3. PositionPower
Victorstudy.com(http://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htm)
http://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htmhttp://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htmhttp://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htmhttp://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htm -
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Fiedlers Contingency Model
GOOD
POOR
REPETITIVE
NON-
REPETITIVE
REPETITIVE
NON-REPETITIVE
STRONG
WEAK
STRONG
WEAK
STRONG
WEAK
STRONG
WEAK
1. TASK
2. TASK
3. TASK
4.RELATIONSHIP
5.RELATIONSHIP
6.RELATIONSHIP
7.RELATIONSHIP
8. TASK
start
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Transactional leadership
theory Transactional leadership involves motivating and directing
followers primarily through appealing to their own self-interest.
The power of transactional leaders comes from their formal
authority and responsibility in the organization. The main goal
of the follower is to obey the instructions of the leader
The leader believes in motivating through a system of rewards
and punishment. If a subordinate does what is desired, a
reward will follow, and if he does not go as per the wishes of the
leader, a punishment will follow. Here, the exchange between
leader and follower takes place to achieve routine performance
oals
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Exchanges involve four dimensions
Contingent reward
Active management by exception
Passive management by exception
Laissez-faire
Chrmglobal.com
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Assumptions of Transactional Theory
Employees are motivated by reward and punishment
The subordinates have to obey the orders of the superior
The subordinates are not self-motivated
They have to be closely monitored and controlled to get the
work done from them
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Transformational leadership
Transformational leadership theory is about leadership that
creates positive change in the followers whereby they take care of
each other's interests and act in the interests of the group as a
whole. In this leadership style, the leader enhances the motivation,
moral and performance of his follower group.
According to MacGregor - transformational leadership is all
about values and meaning, and a purpose that transcends
short-term goals and focuses on higher order needs.
Chrmglobal.com
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At times of organisational change, and big step change, people
do feel insecure, anxious and low in energy - so in these
situations and especially in these difficult times, enthusiasm
and energy are infectious and inspiring
The transformational approach also depends on winning the
trust of people - which is made possible by the unconscious
assumption that they too will be changed or transformed in
some way by following the leader
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The four components of the transformational
leadership style are:
Idealized influence (charisma):
- follower admiration & respect,
- risk sharing
- consideration for follower needs
- ethical & moral conduct (trust)
Inspirational motivation
- meaning & challenge to work
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Intellectual stimulation
- creative problem solving
individualized consideration
- listening, praising
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Differences between transactional
and transformational leadership
Transactional Transformational
Leadership is responsive Leadership is proactive
Works within the organizationalculture
Work to change the organizationalculture by implementing new
ideasTransactional leaders makeemployees achieve organizationalobjectives through rewards andpunishment
Transformational leaders motivateand empower employees toachieve companys objectives by
appealing to higher ideals and
moral valuesMotivates followers by appealingto their own self-interest
Motivates followers byencouraging them to transcendtheir own interests for those of thegroup or unit
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Seven habit of highly effective people
Private victory
Be proactive
Begin with end in mind
Put first thing first
Public victory
Winwin situation
Seek first to understand, then to be understood
Synergize
Sharpen the show
Seven habit of highly effective people(Stephen R Covey)
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LEADERSHIP DEVELOPMENTTOOLS
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The leadership development tools largely
focus on strengthening leadership capabilities
at all levels, and include self-assessments and
skill-building exercises designed to increase
managers' self-awareness and self-confidence.
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Myers Briggs type indicator
Extroverting (E) versus Introverting (I)
Sensing (S) versus intuiting (N)
Thinking (T) versus Feeling (F)
Judging (J) versus Perceiving (P)
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BIG FIVE PERSONALITY INDICATORS
Surgency
Agreeableness
Conscientiousness
Neuroticism
Openness to Experience
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The fundamental interpersonal relationshipOrientation- behaviour* (FIRO - B):
Inclusion (I)
Control (C)
Affection (A)
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The FIRO-B measures a persons need for:
Expressed Behaviour (E)
Wanted Behaviour (W)
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Johari window
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Thomas-Kilmann Conflict Mode Instrument
(TKI)
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Type of conflict handling style
Competing
Avoiding
Compromising
Collaborating
Accommodating
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Emotional intelligence
Self awareness
Self management
Social awareness
Social management
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360 DEGREE FEEDBACK SYSTEM
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360 degree feedback system
360 degree feedback system is a management
feedback system or process in which an individual
can take feedback from his surrounding people (self,superior, subordinate, peers, internal customer and
external customer) for getting realistic picture of
oneself.
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Why 360 degree feedback system
When done properly, 360 is highly effective as a
development tool. The feedback process gives
people an opportunity to provide anonymousfeedback to a co-worker that they might otherwise be
uncomfortable giving.
Allow learner to get high quality feedback about their
skill, behavior and performance
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Continue
Managers and leaders within organizations use 360
feedback surveys to get a better understanding of
their strengths and weaknesses. The 360 feedbacksystem automatically tabulates the results and
presents them in a format that helps the feedback
recipient create a development plan
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Anonymity
Individual responses are always combined with
responses from other people in the same ratter
category (e.g. peer, direct report) in order to preserveanonymity and to give the employee a clear picture
of his/her greatest overall strengths and
weaknesses. Which he can improve and use his
strengths in a better way
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Scope in titan industry
Employee must be at an L6 manager level or above
to be able to participate in the 360 degree feedback
process and also must have completed at least 1year service with the organization
Wh t 360 F db k S
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What a 360 Feedback SurveyMeasures
360 feedback measures behaviours and competencies
360 assessments provide feedback on how others
perceive an employee
360 feedback addresses skills such as listening,
planning, and goal-setting
A 360 evaluation focuses on subjective areas such as
teamwork, character, and leadership effectiveness
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Best practices for an effective 360
degree feedback system1. Clarify the purpose for every member of the
organization
2. Clarify rater anonymity, accountability, and selection
3. Prepare participants
4. Review and interpret feedback results
5. Develop an action plan
6. Followup
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Perception matters!
perceptions are real because their consequences
are real
we are viewed
not by what we are, but by how people perceive
us to be
not by what we say, but by what people hear
not by what
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Tips for giving feedback
Feedback is a powerful tool when used correctly, so
we have to trying give feedback in a effective
manner.
Before give your feedback ensure that you are in the
right frame of mind i.e no anxiety, fear, tension and
anger etc. Dont fall victim to the recency, hallo or horn effect
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Continue
Rating must be based on certain observation,
repeated and consistent behavior
Remind some incident while giving feedback
Take time if it require
Instructions for provide feedback
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Instructions for provide feedback
First, identify the person who is asking you to provide
360 degree feedback
You may decline the request if you do not feel
comfortable providing feedback. This is to be
expected
Determine the start and end dates of the 360 degreefeedback process. You will want plenty of time to
think about the person and the feedback you want to
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Continue
Answer each 360 degree question based on your
experience with the person over the past 12 months.
Evaluating a person over the past 12 months should
provide plenty of examples that you can reference.
provide sufficient data to support your written
response. Do not leave any question unanswered. provide. Schedule time on your calendar to go
through this 360 degree feedback process
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......
- Train everyone on the process - from top managers
to subordinates. Explain how it is going to help, and
develop key skills that will increase the effectivenessof the system.
- Constantly review how the program is going and
make the necessary adjustment according to the
specifics of your organization
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Tips for receiving feedback
Listen to the feedback rather than reacting, rejecting or
disputing it.
Clarify if necessary Sound out others - they may see things differently, but
remember that others perceptionsare, in this context,
important dataabout you
Ask for the feedback youneed, which is not always
volunteered. If it is not specific or very helpful, say so
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.....
Decide how you will use the feedback - dont
waste it, others have spent their time and energy
trying to help you
Thank people for their feedback - it is often a good
idea to share with them what you have drawn from
the experience and what changes you intend to take
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Why 360 degree feedback system
Multiple perspective
Customer Input
Confidentiality
Credible Feedback
Training Needs
H C 360 D
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How to Create 360 DegreeFeedback Survey
Planning
Piloting
Implementation
feedback
Review
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Planning
Establishing the purpose
Establishing the process
Establishing resources
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Implementation
The most critical part of the implementation process is ensuring
that everybody involved in the process is clear about what it
involves and their specific role
It is also necessary to consider, ideally prior to implementation,
the resource implications of providing feedback. Setting out a
timetable monitoring questionnaire completion and provision for
feedback can help ensure that realistic timescales are set at the
beginning of the programme
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feedback
Effective feedback is the springboard for subsequent
development and is integral to the success of the
process, so for it we have to plan before takingfeedback
How will the feedback be communicated?
When will the feedback be communicated?
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Review
Reviewing the success of the programme is a widely
overlooked part of the implementation process. Too
often, organisations assume that by introducing aprocess it will automatically by a success. The key
question, is whether the 360 degree feedback met its
original purpose. If the original purpose was toimprove performance, have relevant development
needs been identified?
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Benefits of 360 degree feedback
system
To the individual:
Perception is reality and this process helps
individuals to understand how others perceive them
Uncover blind spots
Feedback is essential for learning
Individuals can better manage their ownperformance and careers
Quantifiable data on soft skills
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To the team
Increases communication between team members
higher levels of trust and better communication as
individuals identify the causes of breakdowns Better team environment as people discover how to
treat others how they want to be treated
Supports teamwork by involving team members inthe development process
Increased team effectiveness
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Recommendation
Ask relevant question to a particular type of rater
Increase the number of rater
Should use it in your organization training need
identification program also
Before giving feedback train all the rater and assesses
also
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Thank
you