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LEADERSHIP COMMUNITY
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LEADERSHIP IN CULTURE
For organizational success, leadershipdevelopmentand organizational culture areimportant
Leadership developmentrefers to anyactivity that enhances the quality ofleadership within an individual ororganization.
Organizational culture describes the attitudes,experiences, beliefs and values of anorganization.
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OC is the specificcollection of valuesand norms that areshared by people
and groups in anorganization andthat control the waythey interact with
each other and withstakeholders outsidethe organization..
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Organization Culture refers to a
system of shared meaning held by
members that distinguishes the
organization from other organizations.Culture has its origin in the
organizational interaction
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GUIDELINES FOR A CULTURAL
CHANGE
Formulate a clear strategic vision
Display Top-management commitment
Model culture change at the highest levelModify the organization to support
organizational change
Select and socialize newcomers andterminate deviants
Develop ethical and legal sensitivity
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An effective leadership is required toincorporate such changes
HRD becomes important to supportthe changes
Learning organizations , willing toincorporate innovations in culture,should be there.
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A Learning Organization is one inwhich people at all levels, individualsand collectively, are continually
increasing their capacity to produceresults they really care about."
Focus on creativity, positive attitude,innovation, experimentation , newideas, etc.
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Teamwork is
essential
Assessment
becomes important
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Followship
Accepts direction andinstruction
Is responsible, loyal and
dependable
Is creative and
resourceful
Is a team player
Does not compete with leaders
Does not give up or agree for everything
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Qualities of a good follower overlap
those of a good leader.
Followship, like leadership, is a role
each of us must assume from time to
time
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Power
Ability to get things done the way one
wants them to be
Probability of one actor in a social
relationship will be position to carry
out his own will despite of the
resistances offered
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Capability of one person to influence
others behavior such that he does
something which he would not do
otherwise.
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Reward power: - Compliance achieved
based on the ability to distribute rewards thatothers view as valuable. Able to give specialbenefits or rewards to people. You might find itadvantageous to trade favors with him or her.
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Legitimate power: The
power a person receives
due to position in the
formal hierarchy of an
organization.
The person has the right,
considering his or her
position and your job
responsibilities, to expect
you to comply withlegitimate requests.
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Expert power:
Influence based on
special skills or
knowledge.
This person earns
respect by experience
and knowledge.
Expert power is the most
strongly and consistentlyrelated to effective
employee performance.
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Referent power:
Influence based on
possession by an
individual ordesirable
resources or
personal traits.
You like the personand enjoy doing
things for him or
her.
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Coercive power:
Power that is based onfear.
A person with coercivepower can make thingsdifficult for people.
These are the persons
that you want to avoidgetting angry.
Employees workingunder coercive managersare unlikely to be
committed, and morelikely to resist themanager.
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Leadership power is much more than the
use of force. It is influencing others to truly
WANT to achieve a goal.
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SITUATIONAL LEADERS
a situational leader is one who can
adopt different leadership styles
depending on the situation.
Ken Blanchard and Paul Hersey
created a model for Situational
Leadership
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Directing Leaders define the roles and
tasks of the 'follower', and supervise them
closely. Decisions are made by the leader
and announced, so communication islargely one-way.
Coaching Leaders still define roles and
tasks, but seeks ideas and suggestions
from the follower. Decisions remain theleader's prerogative, but communication is
much more two-way.
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Supporting Leaders pass day-to-day
decisions, such as task allocation and
processes, to the follower. The leader
facilitates and takes part in decisions, butcontrol is with the follower.
Delegating Leaders are still involved in
decisions and problem-solving, but control
is with the follower. The follower decideswhen and how the leader will be involved.
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DEVELOPMENT LEVEL OF FOLLOWER
D4
High CompetenceHigh Commitment
Experienced at the job, comfortable with theirown ability to do it well.
May even be more skilled than the leader.
D3
High Competence
Variable CommitmentExperienced and capable but may lack theconfidence to go it alone, or the motivation to doit well / quickly
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D2
Some CompetenceLow Commitment
May have some relevant skills,but won't be able to do the job without help.
The task or the situation may be new to them.
D1Low CompetenceLow Commitment
Generally lacking the specific skills required for
the job in hand,and lacks any confidence and / or motivation totackle it.
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Steps in situational leadership
Make an overview per employee of
his /her tasks.
Assess the employee on each
task.(D1D4)
Decide on the leadership style per
task.
Discuss the situation with the
employee.
Make a joint plan.
-
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Strengths of the leadership model
Easy to understand
Easy to use.
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Limitations of the situational
leadership model
Fails to distinguish b/w leadership and
mngt.
Decision making is not the chief task
of a leader.
Focuses too exclusively on what a
person does.
Leaders and managers have to
behave in a different way.
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Assumptions of situational
leadership model
Leaders should adapt their style to
follower MATURITY
There are 4 leadership styles
Leader should put more/less focus on
the task in hand or the relation with
the follower.
Assumes that leadership is about how
the boss makes decision.
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Leaders create resonance
Comes from the Latin word resonare
(again creating sound).
They speak authentically about their
own values, direction, priorities and
resonate with the emotions of the
surrounding people.
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6 leadership styles
These are styles, not types. Anyleader can use any style, and a
good mix that is customized to thesituation is generally the most
effective approach.
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The Visionary Leader
The Visionary Leader moves peopletowards a shared vision, telling them whereto go but not how to get there - thusmotivating them to struggle forwards. They
openly share information, hence givingknowledge power to others.
They can fail when trying to motivate moreexperienced experts or peers.
This style is best when a new direction isneeded.
Overall, it has a very strong impact on theclimate.
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The Coaching Leader
The Coaching Leader connects wants toorganizational goals, holding longconversations that reach beyond theworkplace, helping people find strengths
and weaknesses and tying these to careeraspirations and actions. They are good atdelegating challenging assignments,demonstrating faith that demands
justification and which leads to high levels
of loyalty.Done badly, this style looks likemicromanaging.
It is best used when individuals need to
build long-term capabilities.
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The Affiliative Leader
The Affiliative Leader creates peopleconnections and thus harmony within theorganization. It is a very collaborative stylewhich focuses on emotional needs over
work needs.When done badly, it avoids emotionallydistressing situations such as negativefeedback. Done well, it is often usedalongside visionary leadership.
It is best used for healing rifts and gettingthrough stressful situations.
It has a positive impact on climate.
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The Democratic Leader
The Democratic Leader acts to value
inputs and commitment via participation,
listening to both the bad and the good
news.When done badly, it looks like lots of
listening but very little effective action.
It is best used to gain buy-in or when
simple inputs are needed ( when you are
uncertain).
It has a positive impact on climate.
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The Pace-setting Leader
The Pace-setting Leader builds challenge andexciting goals for people, expecting excellenceand often exemplifying it themselves. They identifypoor performers and demand more of them. Ifnecessary, they will roll up their sleeves and
rescue the situation themselves.They tend to be low on guidance, expectingpeople to know what to do. They get short termresults but over the long term this style can lead toexhaustion and decline.
It is best used for results from a motivated andcompetent team.
It often has a very negative effect on climate(because it is often poorly done).
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The Commanding Leader
The Commanding Leader soothes fears
and gives clear directions by his or her
powerful stance, commanding and
expecting full compliance (agreement is notneeded). They need emotional self-control
for success and can seem cold and distant.
This approach is best in times of crisis
when you need unquestioned rapid actionand with problem employees who do not
respond to other methods.
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Thanksall the best for
exams!!!
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