OB Notes.pptx Auto Saved]
-
Upload
jayat-rathore -
Category
Documents
-
view
240 -
download
0
Transcript of OB Notes.pptx Auto Saved]
-
8/2/2019 OB Notes.pptx Auto Saved]
1/47
What is leadership ???????
It is the ability to build up confidence
& zeal among people & to create anurge in them to be led. To besuccessful leader, a manger must
possess the qualities of foresight,drive, initiative, self-confidence &
personal integrity. Differentsituations may demand differenttypes of Leadership
-
8/2/2019 OB Notes.pptx Auto Saved]
2/47
Definitions
Koontz and O Donnel : Leadership is the ability of a
manger to induce subordinates to work with confidence
and zeal
Dubin .R : Leadership is the exercise of authority and
making of decisions.
Peter Drucker: Leadership is not making friends &
influencing people i.e., salesmanship. It is the lifting ofmans visions to higher sights, the raising of mans
personality beyond its normal limitations.
-
8/2/2019 OB Notes.pptx Auto Saved]
3/47
So leadership is.
Leading people
Influencing people
Commanding people
guiding people
Leadership Management
Guiding Directing
Developing Instructing
Collaborating Competing
Using network Using hierarchy
Diversity & flexibility Consistency
Fast decision making Slow decision process
Risk taking Risk averse
Team player/ builder Individual contributors
Self-management Being managed
People as an assets People as expense
-
8/2/2019 OB Notes.pptx Auto Saved]
4/47
Importance o leadership
Guiding & inspiring subordinatesSecuring cooperation of the members
Creating confidence among employees
Creating conductive work environment
Implementing change
Maintaining change
Maintaining discipline
Representing the members
-
8/2/2019 OB Notes.pptx Auto Saved]
5/47
A leadership story
A group of workers & 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 perfectsite for a port. The leaders organize the labor into efficient
units & monitor the distribution & use of capital assets-
progress is excellent. The leaders continue to monitor &
evaluate progress, making adjustments along the way to
ensure the progress is maintained & efficiency increased
wherever possible. Then, one day amidst all the hustle &
bustle & activity, one person climbs up a nearby tree. The
person surveys the scene from the top of the tree. And
shouts down to the assembled group below
wrong way!. Management is doing things right, leadership
is doing the right things
-
8/2/2019 OB Notes.pptx Auto Saved]
6/47
Leader by the position achieved
Leader by the personality andcharisma
Leader by the moral example
Leader by the power held
Intellectual leader
Leader because of ability toaccomplish things
-
8/2/2019 OB Notes.pptx Auto Saved]
7/47
Managers Leaders
1. Focus on things 1. Focus on people2. Do things right 2. Do the right
things
3.Plan 3. Inspire
4. Organize 4. Influence
5. Direct Motivate6. Control 6. Build
7. Follows the rules 7. Shape entities
-
8/2/2019 OB Notes.pptx Auto Saved]
8/47
Forms of leadership
1. Formal leadership
The process of influencing relevant others topursue official organizational objectives
A person who has been elected or designated toengage in leadership activities by the group
members
A person who has been formally appointed or
recognized as the leader fro the group.
-
8/2/2019 OB Notes.pptx Auto Saved]
9/47
2. Informal leadership
The process of influencing other to pursue un-
official objectives that may not serve the
organizational interest.
A person who engages in leadership activities but
whose right to do so has not been formally
recognized by the organization or group.
An informal leader, ideally may also be the formal
leader, ideally may supplement the formal leader
in fulfilling leadership roles.
Informal leaders draw on referent or expert power
to establish themselves as leaders.
-
8/2/2019 OB Notes.pptx Auto Saved]
10/47
Leadership styles
1. Autocratic or Authoritarian style leader
An autocratic is also known as authoritarian style of leadership impliesyielding absolute power.
Under this style the leader expects complete obedience from hissubordinates & all decision-making power is centralized in the leader.
No suggestions or initiative from subordinates is entertained. The leaderforces the subordinates to obey him without questioning.
An autocratic leader is, in fact no leader. He is merely the formal head ofthe organization & is generally disliked by the subordinates.
The style of leadership may be practiced to direct subordinates who feelcomfortable to depend completely on the leader.
-
8/2/2019 OB Notes.pptx Auto Saved]
11/47
Characteristics
1. Rely on threats & punishment to influenceemployees
2. Do not trust employees
3. Do not allow fro employee input
yet autocratic leadership is not all bad. Sometimes
it is the most effective style to use. Thesesituations can include:
1. New, unstrained employees who do not know
which tasks to perform or which procedures tofollow
2. Effective supervision can be provided onlythrough details orders & instructions.
3 l d d h l d hi
-
8/2/2019 OB Notes.pptx Auto Saved]
12/47
3. Employees do not respond to any other leadershipstyle
4. There are high-volume production needs on a dailybasis
5. There is limited time in which to make a decision
6. A managers power is challenged by an employee
7. The area was poorly managed
8. Work needs to be coordinated with anotherdepartment or organization
-
8/2/2019 OB Notes.pptx Auto Saved]
13/47
The autocratic leadership style SHOULD NOT BE
USED WHEN:
1. Employees become tense, fearful
2. Employees expect to have their opinions heard
3. Employees begin depending on their manger to
make all their decisions
4. When there is low employee morale, high
turnover & absenteeism & work stoppage
-
8/2/2019 OB Notes.pptx Auto Saved]
14/47
Merits De-merits
1. It achieves short term
goals
1. It causes employee
frustration
2. It condition consistent
decisions
2. It provides little
opportunity for employee
3. It promotes consistent
decisions
3. It causes formation of
informal groups
4. It gives the perception of
a string leader
4. It leads to an atmosphere
of pressure, stress &
anxiety5. It works well in
emergency situations
5. It stifles creativity
6. It is profit cost conscious 6. It results in grievances,
slow downs
-
8/2/2019 OB Notes.pptx Auto Saved]
15/47
2. Democratic or Participative style leader
Under this style the supervisor acts according to themutual consent & the decisions reached afterconsulting the subordinates.
Subordinates are encouraged to make suggestions &
take initiative. It provides necessary motivation to the workers by
ensuring their participation & acceptance of workmethods.
Mutual trust & confidence is reduces the number ofcomplaints, employees grievances, industrial unrest &strikes. But this style of leadership may sometimescause delay in decisions & lead to indiscipline inworkers.
D i l d hi d hi h i k f
-
8/2/2019 OB Notes.pptx Auto Saved]
16/47
Democratic leadership can produce high quantity work fro
long period of time. Many employees like the trust theyreceive & respond with cooperation, team sprit & high
morale. Typically the leader are:
1. Develops plans to help employees evaluate their ownperformance
2. Allow employees to establish goals
3. Encourages to grow on the job & be promoted4. Recognizes & encourages achievement
The democratic leadership style is more effective when:
1. The leader wants employees informed about mattersthat affect them
2. The leader wants employees to share in decision-making
& problem solving duties
-
8/2/2019 OB Notes.pptx Auto Saved]
17/47
3. The leader wants to provide opportunities fro employees
to develop a high sense of personal growth & job
satisfaction.
4. There is a large or complex problem that requires lots ofinput to solve.
5. Changes must be made or problems solved that affect
employees or groups of employees.
Democratic leadership should not be used when:
1. There is no enough time to everyones input
2. Its easier & more cost-effective fro the manager to make
the decision
3. The business cant afford mistakes
4. The manager feels threatened by this type of leadership
5. Employees safety is a critical concern
-
8/2/2019 OB Notes.pptx Auto Saved]
18/47
Merits De-merits
1. It promotes improved
morale
It provides only general
guidelines fro
subordinates
2. It develops
subordinates
2. It may cause
inconsistent decision
3. It achieves open lines of
communication
3. It may result in
confusion & lack of control
4. It provides extensive
training fro subordinates
4. It may lead to empire
building
5. It enhances work
creativity
5. It may reduce
accountability
3 L i f i F l l d
-
8/2/2019 OB Notes.pptx Auto Saved]
19/47
3. Laissez-faire or Free style leader
Under this type of leader hip maximum freedom isallowed to subordinates. They are given free had
in deciding their own policies & methods & tomake independent decisions.
The leader provides help only when required byhis subordinates otherwise he does not interfere intheir work.
The style of leadership creates self-confidence inthe workers & provides them an opportunity todevelop their talents.
-
8/2/2019 OB Notes.pptx Auto Saved]
20/47
But it may not work under all situations. Such
leadership can be employed with success where &
under all situations, sincere & self-disciplined.
This is effective style to use when:
1. Employees are highly skilled. Experienced &
educated
2. Employees have pride in their work & the drive
to do it successfully on their work.
3. Outside experts, such as staff or consultant are
being used
4. Employees are trustworthy & experienced
Thi t l h ld t b d h
-
8/2/2019 OB Notes.pptx Auto Saved]
21/47
This style should not be used when:
1. It makes employees feel insecure at theunavailability of a manager.
2. The manager cant provide regular feedback to letemployees know how well they are doing.
3. Managers are unable to thank employees frotheir good work.
4. The manger doesnt understand his or herresponsibilities & is hoping the employees cancover fro him or her.
-
8/2/2019 OB Notes.pptx Auto Saved]
22/47
Merits De-merits
1. It enhances workcreativity
2. It develops worker
initiative
3. It results in employeeownership
4. It identifies self-starters
5. It promotes employee
initiative
6. It can lead to lack of
accountability
1. It is viewed as avoidancemanagement
2. It can lead to inadequate
direction
3. it can result in chaos &confusion
4. It can lead to
inconsistent decisions
5. It can viewed as not
learning leadership style
4 Ch i i l d hi
-
8/2/2019 OB Notes.pptx Auto Saved]
23/47
4. Charismatic leadership
These leaders gathers followers through personality & charm rather
than any from of external power or authority because these
leaders inspire lots of enthusiasm in their teams and are very
energetic in driving others forward.
However, charismatic leaders can tend to believe more in
themselves than in their teams, and this creates a risk that a
project, or even an entire organization, might collapse if the leader
leaves. In the eyes of the followers, success is directly connected to
the presence of the charismatic leader. As such, charismatic
leadership carries great responsibility, and it needs a long-term
commitment from the leader.
5 P l i d l d hi l i i d
-
8/2/2019 OB Notes.pptx Auto Saved]
24/47
5. People-oriented leadership or relations-oriented
leadership
This is the opposite of task-oriented leadership.
With people-oriented leadership, leaders are
totally focused on organizing, supporting, and
developing the people in their teams. It's a
participative style, and it tends to encourage
good teamwork and creative collaboration.
In practice, most leaders use both task-oriented
and people-oriented styles of leadership.
6 T k O i t d l d hi
-
8/2/2019 OB Notes.pptx Auto Saved]
25/47
6. Task-Oriented leadership
Highly task-oriented leaders focus only on getting the job done, and
they can be quite autocratic.
They actively define the work and the roles required, put structures
in place, plan, organize, and monitor.
However, because task-oriented leaders don't tend to think much
about the well-being of their teams, this approach can suffer many
of the flaws of autocratic leadership, with difficulties in motivating
and retaining staff.
Leadership qualities
-
8/2/2019 OB Notes.pptx Auto Saved]
26/47
Leadership qualities
1. Good communication skillCommunication is the key to be a great leader. The reason for this issimple: if he possesses the other nine leadership qualities but if hefails to communicate well, he will never be great leader.
What he can do is communicate with others in the organizationabout what IT can do to move the company forward. In otherwords, good communication is the key for developing good businessrelationships. If he cant establish a good business workingrelationship, he is not going to be that leader, that team player. Hewill not be able to communicate how IT can add long-term value to
the company. The modern leaders must therefore be equipped withgood communication skill and use new ways to do effectivecommunication.
-
8/2/2019 OB Notes.pptx Auto Saved]
27/47
2. Honesty
The most valuable asset of a leader is honesty. He must behonest with both his employees and the managementcommittee. Another part of his features is integrity. Once aleader compromises his or her integrity, it is lost. That is perhapsthe reason integrity is considered the most admirable trait. The
leaders therefore must keep it "above all else."
3. Visionary outlookLeadership qualities are different for different position. For a CIOhe must be thinking for stabilizing the current business andalways looking for future scope of expansion. He has to be ableto look beyond where we are today, know where the business isgoing, and be able to use that vision to move the companyforward. Being able to do this is a rare skill indeed.
-
8/2/2019 OB Notes.pptx Auto Saved]
28/47
4. Selecting a good teamA good CIO although he possesses sound technical skills he assures thatthe team he selects is efficient enough to back up any skill he lacks.
Choosing the best people for such team is a skill. A CIO after all is a humanbeing and does not have answer for everything. But by working togetherhe creates an atmosphere of mutual trust and respect; the team thenalways find the best solution.
5.Action speaks louder than wordsManagers must be able to put aside their concerns to listen to (andappear to listen to) those around them. As a result, they come know whatis going on, and know what is both said, and said between the lines. Theyhave the knack of appearing to know what people need even if thoseneeds are not expressed directly. However, knowing what is going on, and
identifying the needs of those around them is not sufficient. Theresponsive manager also acts upon that knowledge, attempting to helpfulfill the needs of employees, superiors, etc. Responsive managers wieldinfluence to solve problems for those around them, often before evenbeing asked.
-
8/2/2019 OB Notes.pptx Auto Saved]
29/47
6. Ability to motivate people aroundA good leader must always keep motivating his team mates forgood work and should maintain healthy environment. He must givefirst priority to safety of workers and see that they are not exploitedby superiors.
7. ConsistencyLeadership effectiveness is impossible without consistency. Everyleader has an approach that is unique to them. Don't change yourpersonal style radically after all; it got you in a leadership position.Modify the rough spots but take care not to confound your staff by
displaying inconsistency. Your expectations, though subject tomodification based on ever-changing business needs, should remainas constant as possible. The business world is confusing enoughwithout you adding unwelcome surprises into the mix. Keep thingssimple and consistent.
8 Ability to stand against critics
-
8/2/2019 OB Notes.pptx Auto Saved]
30/47
8. Ability to stand against critics
As the success rate increases your critics multiply and become
louder. Come to peace with the fact that you will always have a
camp of people who critique every decision you make. They are
generally the ones who are excellent problem-identifiers rather
than problem-solvers. Develop your skills of repelling such critics sothat they do not diminish your confidence or enthusiasm.
It takes focus and confidence not to be adversely affected by
criticism. Strong leaders learn the art of listening to critics, butultimately making decisions for the good of the department, not to
simply please the critics. The following quote sums it up nicely:
"Some of the most talented people are terrible leaders because
they have a crippling need to be loved by everyone
L d hi l
-
8/2/2019 OB Notes.pptx Auto Saved]
31/47
Leadership roles
1. Setting goals
2. Organizing
3. Initiating action4. Co-ordination
5. Direction & motivation6. Link between management & workers
Leadership theories
-
8/2/2019 OB Notes.pptx Auto Saved]
32/47
Leadership theories
Sl. No. Period Theory Contributors Focus of theory
1. 1920s to
1930s
Trait model or The Great
Man theory
Ralph Stogdill
McCall & Lombardo
Identifying
personality traits thatdifferentiated leaders
from non-leaders
2. 1930s to
1960s
Behavioral models Explaining leadership
in terms of behavior
that a person isengaged in.
1930 IOWA leadership
Studies
Kurt Lewin,
Ronald lippit &
Ralhp K White
1945 Ohio state studies C.L. Shartle
1947 Michigan studies Katz, Macooby,
& Morse
1960 Leadership grid Blake & Mouton AnneAdams
-
8/2/2019 OB Notes.pptx Auto Saved]
33/47
Sl. No Period Theory Contributors Focus of theory
3. 1964 To
1973
Contingency models Tom burns,
G.W. Stalker,
JohanWoodward
Lawrence
Focus was on
situational
influences asleadership
success was
more complex
than isolating a
few traits of its
perfectiblebehaviors.
1964 Least preferred co-worker
(LPC) theoryEdward Fiedler
1969 Life cycle theory or
Situational leadership
Theory
Paul Hersey &
Ken
Blanchard
-
8/2/2019 OB Notes.pptx Auto Saved]
34/47
Sl. No Period Theory Contributors Focus theory
4. 1970-
1990Contemporary approaches
Transactional leadershipTransformational leadership
Charismatic leadership
Resonance leadership
James
McGregor
Weber, Conger
& Kanungo,Musser
More recent
approaches to
leadership's
these theorieslook at
leadership
more the way
the average
person on the
street viewsthe subject.
h f l d h
-
8/2/2019 OB Notes.pptx Auto Saved]
35/47
1. Trait theory of leadership
Research focused on identifying traits that differentiated leaders
from non-leaders. The earliest studies of leadership focused on
the traits of the person, sometimes called the Great man Theory. This approach assumes that great leaders were similar in
effective leaders. This theory was fueled by the relatively new
field of psychology & emerging research on personality,
intelligence & other traits that became so prevalent in the early
20th century.
Assumptions
People are born with inherited traits Some traits are popularly suited to leadership
People who make good leaders have the right or sufficient
combination of traits.
-
8/2/2019 OB Notes.pptx Auto Saved]
36/47
Positive traits Negative traits
Power motive
Achievement motiveProblem-solving ability
Problem-finding ability
InitiativeIndividuality
Sense of humor
Vision
Internal locus of control
Self confidence
Insensitive to others
Cold, aloof, arrogant
Betrayal
Very ambitious
Playing politicsLacking strategic
thinking
Unable to adapt to
other styles\over
dependent on mentor
Criticisms
-
8/2/2019 OB Notes.pptx Auto Saved]
37/47
Criticisms
1. The theory failed to discover any traits that would
guarantee leadership success, because the trait approach
focused exclusively on the leader & not on the followersor the situation.
2. Although a connection between personality traits &
leadership effectiveness was discovered, cause & effect
were not addressed.
3. The theory neglected to account fro why some individuals
might be effective leaders in certain circumstances yet not
in others.4. It presumes that personality traits are relatively stable
across time. It consequently fails to offer a guideline fro
leadership development.
2 Behavior theory of leadership
-
8/2/2019 OB Notes.pptx Auto Saved]
38/47
2. Behavior theory of leadership
(a) The IOWA leadership studies-1930
Democratic-participation & delegation
Autocratic- dictating & centralized
Laissez-faire styles-group freedom in decision making
(b) The OHIO state leadership studies-1945
The main objective of the studies was to identify the major
dimensions of leadership & to investigate the effect of
leaders behavior on employee behavior & satisfaction.
Under this studies there are two dimensions:
Initiating structure
Consideration
1. Initiating structure
-
8/2/2019 OB Notes.pptx Auto Saved]
39/47
1. Initiating structure
It refers to the leaders behavior in defining & organizing therelationship between himself & members of the group. Thepurpose of initiating structure is to:
Establish well defined patterns of organization
Develop channels of communication & methods or procedures
2. Consideration
Refers to the behavior which can be characterized by
Friendliness
Mutual trust
Respect Supportiveness
Openness
Concern fro the welfare of the employees
C. Michigan studies
-
8/2/2019 OB Notes.pptx Auto Saved]
40/47
C. Michigan studies
The purpose of this study is to identify styles of leadership behavior
that results in higher performance & satisfaction of a group. These
studies distinguished between two distinct styles of leadership.
Production centered Employee centered
1. Emphasize technical
or task aspects ofthe job
1. Emphasize
interpersonal relations
2. Concentrated mainly
with accomplishing
groups goal
2. Take personal
interest in needs of
employees
3. Regard group
members as means
to an end
3. Accept individual
differences among
members
d. Managerial grid or leadership Grid-1960
-
8/2/2019 OB Notes.pptx Auto Saved]
41/47
d. Managerial grid or leadership Grid 1960
based on:
1. Impoverished management
2. Authority-compliance or task management3. Country club management
4. Middle of the road management
5. Team management
3. Contingency theory-1964-1973
The leaders ability to lead is contingent upon
various situational factors, including the leaderspreferred style, the capabilities & behaviors of
followers & also various other situational factors.
a) Fiedlers Least preferred co-worker (LPC) theory-1964
-
8/2/2019 OB Notes.pptx Auto Saved]
42/47
) p ( ) y
Assumptions
1. Leaders prioritize between task-focus & people-focus
2. Relationships, power & task structure are three key factors thatdrive effective styles.
b) Hersey & Blanchards Life cycle theory-1969
They categorized all leadership styles into 4 behavior types, which theynamed S1 to S4:
S1: Telling leaders define the roles & tasks of the follower &supervise them closely. Decisions are made by the leader &
announced. So communication is largely one-way. S2: Selling leaders still define roles & tasks, but seeks ideas &
suggestions from the follower. Decisions remain the leaders
prerogative, but communication is much more two-way.
S3: Participating leaders pass day-to-day decisions such as task
-
8/2/2019 OB Notes.pptx Auto Saved]
43/47
S3: Participating leaders pass day to day decisions such as taskallocation & processes to the follower. The leader facilitates & takes
part in decisions but control is with the follower.
S4: Delegating leaders are still involved in decisions & problemsolving but control is with the follower. The follower decides when
& how the leader will be involved.
4. Contemporary apporaches to leadership---1970-1990a) Transactional leadership
1. People are motivated by reward & punishment
2. Social systems work best with clear chain of command
3. When people have regard to do job, a part of the deal is that theycede all authority to their manager
4. The prime purpose of subordinate is to do what their manager tells
them to do.
b) Transformational leadership
-
8/2/2019 OB Notes.pptx Auto Saved]
44/47
b) Transformational leadership
1. People will follow a person who inspire them
2. A person with vision & passion can achieve great things
3. The way to get things done is by injecting enthusiasm &energy .
c) Charismatic leadership
d) Resonance leadership
It relates to self awareness, self management, socialawareness & relationship management but involves
intellectual aspects. They speak authentically about their
own value, direction & priorities & resonate with
emotions of surrounding people.
General personality leadership
-
8/2/2019 OB Notes.pptx Auto Saved]
45/47
General personality leadership
urgency
Adjustment
Openness to experience
Agreeableness
Conscientiousness
1. Urgency includes leadership and extraversion traits. People strong
-
8/2/2019 OB Notes.pptx Auto Saved]
46/47
in urgency like to lead and want to be in charge.
2. Agreeableness includes traits related to getting along with people.
People strong in this area are typically characterized as warm,easygoing, compassionate, friendly, and sociable.
3. Adjustment includes traits related to emotional stability. Peoplestrong in adjustment are characterized as being good underpressure, having self control, being calm, secure, and positive.
4. Conscientiousness includes traits related to achievement. Peoplethat are conscientiousness are hard working, go beyond the call of
duty, and have a strong desire to achieve success.
5. Openness to Experience includes traits related to being willing tochange and try new things. These individuals are risk takers free
thinkers, and creative.
Traits of Effective Leaders
-
8/2/2019 OB Notes.pptx Auto Saved]
47/47
Dominance ability to take charge
High Energy drive, tolerate stress, and have enthusiasm
Self-confidence self assured in judgments, decisionmaking, and ideas
Locus of Control Control over your own destiny
Stability emotionally in control of themselves, secure,and positive
Integrity behavior that is honest, ethical, and trustworthy
Intelligence cognitive ability to think clearly
Flexibility ability to adjust to different situations
Sensitivity to Others understanding the difference
between handling individuals and groups