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DIFFERENCE
LEADERSHIP
Introduction. Nature of leadership. Path-goal model of leadership. Different leadership styles. Case study. Conclusion.
DEFINITION OF LEADERSHIP.
Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor that binds a group together and motivates it towards goals.
LEADERSHIP
APPOINTED OFFICIALLY DRAW AUTHORITY FROM CHAIR. HAS TO PLAN & ORGANIZE TO MEET OBJECTIVES. A GOOD MANAGER MAY OR MAY NOT BE A GOOD LEADER.
EVOLVED THROUGH CONSENSUS. DRAW AUTHORITY BY PERSONALITY & SUPPORT OF FOLOWERS. A GOOD LEADER MAY OR MAY NOT BE A GOOD MANAGER.
GOAL
DEFINITION OF GOAL:
AN OBJECTIVE TO BE ACHIEVED.
GOAL SETTING
INVOLVES THREE ACTIVITIES: a) GOAL DEFINITION. b) SPECIFIC GOALS. c) FEEDBACK ABOUT GOAL ACHIEVEMENT.
EMPLOYEES BECOME MORE MOTIVATED EFFECTIVE PERFORMANCE OCCURS. BOTH ORGANIZATION & EMPLOYEES REACH THEIR GOALS.
LEADERSHIP STYLE
IS THE TOTAL PATTERN OF LEADERS ACTIONS IN RELATION TO FOLLOWERS. IT REPRESENTS, PHILOSOPHY, SKILLS AND ATTITUDE
POSITIVE AND NEGATIVE LEADERS. AUTOCRATIC LEADERS. PARTICIPATIVE LEADERS. FREE REIGN LEADERS. PRAGMATIC LEADERSHIP STYLE.
CASE STUDY
XYZ SOFTWARE COMPANY Mr. Shankaran is the vice-president of this company. Mr. Negi is the Manager-HR, reporting to Mr. Shankaran. Mr. Negi is a bit rigid on the topic of increase in wages. He likes to stick to policy and does not entertain ex-post facto sanctions. On many occasions he has had arguments with Mr. Shankaran as well as other VPs and directors. Most of the times Mr.Negi has his way. One day, Mr.shankaran called Mr.Negi. Mr.Shankaran: Mr.Negi, Rohit, our hardworking software engineer, deserves a raise. I promised him a hike of 2 lac per annum. He is ready to switch over to another company,if he does not get a raise. And we dont want to loose a talented employee. Therefore, please do make a salary revision letter and give it to him in the next two days.
Mr.Negi: Mr.shankaran, I cannot do that. Undue revision is against our policy. Moreover Rohit is already drawing 9lac, which is excellent for his level. Mr.Shankara: I am the boss, so kindly do as I say. Mr.Negi: Sorry sir, I cant comply with your decision.
Mr.Negi: No, sir, I will not do it. Mr.Shankaran: Mr.Negi, I have had enough of arrogance from you. You are Fired. Mr.Negi: you cant do that!
Shankaran did not retreat from his position, Negi was removed from the company payroll that afternoon.
Q1) Discuss the style used by Shankaran. Was it effective? Were Negis need being considered? What kind of organizational climate was being created? Q2) What could have been a better way to handle this situation?
TEAM BUILDING
TEAM BUILDING
1)
2)
3) 4) 5) 6)
INTRODUCTION. GROUPS AND TEAMS. PROFILE OF A TEAM. TEAM DEVELOPMENT. CASE STUDY. CONCLUSION.
ESSENTIALS OF A GROUP
1)
2) 3) 4)
SOCIAL INTERACTION. STABLE RELATIONS. COMMON INTERESTS. PERCIEVE THEMSELVES AS PART OF THE GROUP.
SENSE OF SECURITY. TO SATISFY MUTUAL INTERESTS. TO FULFILL SOCIAL NEEDS. TO FULFILL NEEDS FOR SOCIAL ESTEEM.
TYPES OF GROUPS.
GROUPS
FORMAL GROUPS
INFORMAL GROUPS
COMMAND GROUPS
TRASH GROUPS
INTEREST GROUPS
FRIENDSHIP GROUPS
STRUCTURE OF GROUPS
ROLE OF EACH MEMBER. NORMS TO BE FOLLOWED WITHIN THE GROUP. STATUS. COHESIVENESS.
ROLE OF MEMBERS
NORMS
DEFINITION: GENERALLY AGREED UPON RULES OF CONDUCT IN A GROUP. TYPES OF NORMS: a) DESCRIPTIVE. b) PROSCRIPTIVE.
4)
PROCEDURES REPEATED TIME AND AGAIN. CARRY OVER FROM OTHER SITUATIONS. EXPLICIT STATEMENTS FROM OLDER MEMBERS. SOME CRITICAL EVENT IN GROUP HISTORY.
TEAM
DEFINITION: A TEAM IS A SMALL NUMBER OF PEOPLE WITH COMPLIMENTARY SKILLS WHO ARE COMMITTED TO A COMON PURPOSE, PERFORMANCE, GOAL AND APPROACH FOR WHICH THEY HOLD THEMSELVES MUTUALLY ACCOUNTABLE.
PREWORK. CREATING PERFORMANCE CONDITIONS. FORMING THE TEAM. PROVIDE ONGOING ASSISTANCE.
3)
4) 5)
LEADERSHIP SKILLS. INTERPERSONAL SKILLS. CONFLICT RESOLUTION SKILLS. COMMUNICATION & FELICITATION SKILLS. OTHER SKILLS: PROBLEM SOLVING & DECISION MAKING SKILS. COUNSELLING SKILLS. TRAINING SKILLS. FEEDBACK SKILS.
UNDERSTANDING,AND IS COMMITED TO THE TASK. IS FRIENDLY, CONCERNED AND INTERESTED IN OTHERS. IS ABLE TO FACE CONFLICT WITH UNDERSTANDING. LISTEN TO OTHERS WITH UNDERSTANDING
5) 6) 7)
8)
9)
CONTRIBUTES IDEAS AND SOLUTIONS. INCLUDES OTHERS IN THE DECISION MAKING PROCESS RECOGNISES AND RESPECTS INDIVIDUAL DIFFERENCES. VALUES THE IDEAS AND CONTRIBUTION OF OTHERS. APPRECIATES COMMENTS IN A POSITIVE WAY.
WEAK
STRONG
STAGE 1- FORMING. STAGE 2- STORMING. STAGE 3- NORMING. STAGE 4- PERFORMING. STAGE 5- ADJOURNING.
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