Leadership.ppt VIKRANT
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Transcript of Leadership.ppt VIKRANT
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SEMINAR OUTLINE Definition
Characteristics
Leadership Styles Likerts System Model
Leadership Grid
Qualities Of A Leader
Functions Of A Leader
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Definition
A simple definition ofleadership is that leadership isthe art of motivating a group of people to act towardsachieving a common goal.
Leadership is the ability to influence a group towardsthe achievement of the goal.
Management is doing things right, leadership is doing
the right things
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Characteristics Followers
Personal Ability
Influencing Full Capacity Utilization
Ideal Conduct
Leadership is Continuing Process
Leadership is a part of management but not all of it.
Leadership is a ever new process
Leadership transforms potential in to reality.
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LEADERSHIP STYLES
LEADERSHIP
STYLES
MotivationalPower Based Result Based
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Motivational L S
POSITIVE LEADERSHIP STYLE
- Leader satisfies his followers by economic and non
economics incentives.
NEGATIVE LEADERSHIP STYLE
- Followers are motivated not by economic and non
economic but by some unhelpful behaviour.
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Result Based
Employee Oriented
- Employees are treated in human way .
Production Oriented
- More attention is paid to increase in productionrather than human welfare.
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Styles are based on authority
A) 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
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LEADERSHIP STYLES contDemocratic
- Participation of peoples in decision making.- Improves the sharing of ideasand experiences within the business
- Can delay decision making.
Laissez-faire or Free rein
Complete freedom for the peoples to make decisions.
No participation of leader is task determination andrewards.
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Likerts four system of
leadership management Exploitative-authoritative
Benevolent-authoritative
Consultative group
Participative group
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Exploitative-authoritative These managers are highly autocratic, have little trust
in subordinates, motivate people through fear andpunishment, engage in downward communication,and limit decision making to the top.
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These managers have a patronising confidence andtrust on subordinates, motivate with reward and somefear and punishment, permit some upwardcommunication, solicit some ideas and opinions fromsubordinates, and allow some decision making.
Benevolent-authoritative
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Consultative group These managers have substantial but not complete
confidence and trust in subordinates, usually try tomake use of subordinates ideas and opinions, userewards, engage in both down and up communication,make broad policy and general decisions at top and actconsultatively in other ways.
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Participative groupThese managers have complete trust and confidencein subordinates in all matters, always get ideas andopinions from subordinates and constructively usethem, give rewards on the basis of group participationand involvement, engage in communication,encourage decision-making
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Very muchVery little
System 1
Exploitative-authoritativemanagement
System 2
Benevolent-authoritativemanagement
System 3
Consultativegroup
management
System 4
Participativegroup
management
Fig 1: Likerts Four System of Management
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The Leadership Grid (Formally
known as The Managerial Grid) This is one of the most widely knownapproaches to dramatising leadership stylesdeveloped by Robert Blake and Jane Mouton1964).
The grid has two dimensions:
Concern for people and
concern for productivity.
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The Managerial Grid (republished as the LeadershipGrid in 1991 by Robert R Blake and Anne AdamsMcCanse) identifies a range of managementbehaviours based on the various ways that task-oriented and employee oriented styles (each expressedas a continuum on a scale of 1 to 9) can interact witheach other.
Contd.
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Style 1, 1 management (Impoverishedmanagement)
Low concern for people and low concern for tasks orproduction. This style is sometimes called laissez-fairemanagement because the leader does not take aleadership role.
Style 1, 9 management (Country clubmanagement)
High concern for employees but low concern forproduction.
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Style 9, 1 management (task or authoritarianmanagement)
High concern for production and efficiency but lowconcern for employees.
Style 5, 5 management (middle-of-the roadmanagement)
An intermediate amount of concern for both productionand employee satisfaction.
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Style 9, 9 management (team or democraticmanagement)
A high concern for both production and employeemorale and satisfaction. The presence of this categorycontrasts with earlier assumption that leaders had tohave one orientation or other. The style 9, 9 is the mosteffective management style. This leadership approach,
in almost all situations, results in improvedperformance, low absenteeism and turnover, and highemployee satisfaction.
The Managerial Grid: A nine-by-nine Matrix outlining
81 different leadership styles.
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The leadership style based on task orientation and
people orientation
9 1,9 9,9
8
7
65 5,5
4
3
2
1 1,1 1,9
1 2 3 4 5 6 7 8 9
Concernforpeo
ple
Loww
High
Concern for productionLow High
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Qualities Of A Leader
Ability to Motivate.
Ability to Communicate.
Quick decision Making Power. Self Confidence.
Flexibility of Mind.
Alertness
Technical Ability.
Physical and mental fitness.
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Functions Of Leader To define organizational goal.
To divide work as per capacity.
To guide activities. To create effective communication.
To maintain discipline.
To understand feelings of his sub-ordinates.
To design environment as per result expectations.
To make Decisions.
Too design environment as per Result Expectation.
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