LEADERSHIP

1. LEADERSHIP

2. LEADERSHIP • IS DEFINED AS THE ART OR PROCESS OF INFLUENCING PEOPLE SO THAT THEY WILL STRIVE WILLINGLY AND ENTHUSIASTICALLY TOWARDS THE ACHIEVEMENT OF GROUP GOALS.

3. INGREDIENTS OF LEADERSHIP: • FOLLOWERSHIP • POWER • FUNDAMENTAL UNDERSTANDING OF PEOPLE • ABILITY TO INSPIRE • STYLE OF LEADER AND THE CLIMATE HE OR SHE DEVELOPS

4. PRINCIPLE OF LEADERSHIP: • SINCE PEOPLE TEND TO FOLLOW THOSE WHOM THEY SEE AS A MEANS OF SATISFYING THEIR OWN PERSONAL GOALS, THE MORE MANAGERS UNDERSTAND WHAT MOTIVATES THEIR SUBORDINATES AND HOW THESE MOTIVATIONS OPERATE, AND THE MORE THEY REFLECT THIS UNDERSTANDING IN CARRYING OUT THEIR MANAGERIAL ACTIONS, THE MORE EFFECTIVE LEADERS THEY ARE LIKELY TO BE.

5. LEADERSHIP… • TRANSFORMATIONAL • TRANSACTIONAL

6. Behavioural approach to leadership..

7. 1.TRAIT APPROACHES LEADERS HAVE VARIOUS TRAITS: • PHYSICAL ( APPEARANCE, HEIGHT ETC) • INTELLIGENCE AND ABILITY • PERSONALITY ( ADAPTIBILITY, AGGRESSIVENESS) • TASK RELATED ( ACHIEVEMENT DRIVE, INITIATIVE) • SOCIAL ( INTERPERSONAL SKILLS ETC)

8. BUT HOW MUCH OF EACH TRAIT HAS NOT BEEN MENTIONED ANYWHERE… • ALSO PEOPLE WHO HAVE THESE TRAITS NEED NOT BE LEADERS AND VICE VERSA

9. 2. LEADERSHIP BEHAVIOUR AND STYLES ( POWER ORIENTATION) • AUTOCRATIC:- - COMMANDS AND EXPECTS COMPLIANCE - LEADS BY THE ABILITY TO WITHHOLD OR GIVE REWARDS AUTOCRATIC LEADER FOLLOWER FOLLOWER FOLLOWER

10. DEMOCRATIC OR PARTICIPATIVE:- - CONSULTS SUBORDINATES ON PROPOSED ACTIONS - ENCOURAGES PARTICIPATION DEMOCRATIC LEADER FOLLOWER FOLLOWER FOLLOWER

11. FREE REIN:- - USES HIS POWER VERY LITTLE - SUBORDINATES HAVE A HIGH DEGREE OF INDEPENDENCE - THEY SEE THEMSELVES AS FACILITATORS FREE REIN LEADER FOLLOWER FOLLOWER FOLLOWER

12. 3. THE MANAGERIAL GRID: • DEVELOPED BY ROBERT BLAKE AND JANE MOUTON • BASED ON CONCERN FOR PRODUCTION AND CONCERN FOR PEOPLE • FOUR EXTREME STYLES - IMPOVERISHED MANAGEMENT ( 1,1) - TEAM PLAYERS ( 9,9) - COUNTRY CLUB MANAGERS ( 9,1) - AUTOCRATIC TASK MANAGERS ( 1,9)

13. 4 5 7 8 9 1 2 6 3 TEAM PLAYER (9,9) COUNTRY CLUB MGRS ( 1,9) 9 CONCERN FO R P EOPLE 8 7 6 (5,5) 5 4 3 2 IMPOVERISHED MGRS ( 1,1) AUTOCRATIC TASK MGRS(9,1) 1 CONCERN FOR PRODUCTION

14. IMPOVERISHED :- VERY LITTLE CONCERN, MARK TIME, FOR ALL INTENTS AND PURPOSES THEY HAVE ABDICATED THEIR JOB • COUNTRY CLUB:- CONCERN FOR PEOPLE VERY HIGH, PROMOTE AN ENVIRONMENT WHERE EVERYONE IS RELAXED AND HAPPY, ENTERPRISE GOALS PUSHED TO BACKGROUND

15. AUTOCRATIC TASK MGRS:- CONCERN FOR PRODUCTION VERY HIGH, DEVELOP AN EFFICIENT OPERATION • TEAM MGRS:- HIGHEST POSSIBLE DEDICATION TO JOB AND PEOPLE, BEST FOR THE ORGANISATION • (5,5):- MEDIUM CONCERN FOR BOTH ORGANISATION AND PEOPLE, THEY OBTAIN ADEQUATE PERFORMANCE AND MORALE, NEVER OUTSTANDING

16. 4. TANNENBAUM’S LEADERSHIP AS A CONTINUUM: • CONTINUUM RECOGNISES THAT LEADERSHIP DEPENDS UPON SITUATIONS AND PERSONALITIES: 1 . FORCES OPERATING ON A MANAGER’S PERSONALITY, i.e. VALUE SYSTEM, CONFIDENCE IN SUBORDINATE, FEELINGS OF SECURITY ETC. 2. FORCES IN THE SUBORDINATE THAT WILL AFFECT MANAGER’S BEHAVIOUR 3. FORCES IN THE SITUATION i.e. CLIMATE, NATURE OF PROBLEM ETC.

17. LEADERSHIP PERFORMANCE DEPENDS THEN AS MUCH ON THE ORGANISATION AS IT DEPENDS ON THE LEADER’S OWN ATTRIBUTES. EXCEPT FOR PERHAPS THE UNUSUAL CASE, IT IS SIMPLY NOT MEANINGFUL TO SPEAK OF AN EFFECTIVE LEADER OR AN INEFFECTIVE LEADER; WE CAN ONLY SPEAK OF A LEADER WHO TENDS TO BE EFFECTIVE IN ONE SITUATION AND INEFFECTIVE IN ANOTHER. IF WE WISH TO INCREASE ORGANISATIONAL AND GROUP EFFECTIVENESS, WE MUST LEARN NOT ONLY HOW TO TRAIN LEADERS MORE EFFECTIVELY BUT ALSO HOW TO BUILD AN ORGANISATIONAL ENVIRONMENT IN WHICH THE LEADER CAN PERFORM WELL.

18. THE END.