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Jagannath International Management School Kalkaji, New Delhi

WORKSHOP ON

Leadership Skills

Dr. (Cdr.) Satish Seth Director


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What Do Leaders Do?

Leaders Lead People

Provide Direction - Leaders show the way Communicate - Leaders develop understanding and hope Enable, Coach, Counsel, Provide Resources - Leaders set people up for success Recognize Results and Reinforce Desired Behavior - Leaders catch people doing things right
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Quotes on Leadership
The very essence of leadership is you have to have a vision. Its got to be a vision you articulate forcefully on every occasion. You cant blow an uncertain trumpet. Rev. Theodore Hesburgh, President Emeritus, Notre Dame University Leadership and learning are indispensable to each other. John F. Kennedy November 22, 1963 The speed of the leader determines the rate of the pack It is the capacity to develop and improve their skills that distinguishes leaders from their followers. Warren Bennis and Bert Nanus 4

Quotes on Leadership
Leadership: the art of getting someone else to do something you want done because he wants to do it. Dwight D. Eisenhower The best coaches know what the end result looks like If you dont know what the end result is supposed to look like, you cant get there. Vince Lombardi Hey, Wait a Minute John Madden p224 Failing to prepare is preparing to fail John Wooden 5

Myths of Leadership

Leadership is a rare skill Leaders are born not made Leaders are charismatic Leadership organization exists only at the top of an

The leader controls, directs, prods, manipulates Besnnis and Nanus 1985
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Characteristics of Leadership
1.

2.
3.

4.
5.

A process of influence. Function of stimulation An experience of helping to attain common objectives Employees must be satisfied with the leadership provided. Leadership is situational.

Leader Vs Manager
Manager 1) Organizational relationship; Gets authority from orgn. To get work done from subordinates. 2) Can exercise sanctions (+Ve & - Ve) 3) Functions as long as Orgn. wants him to. Leader 1) Can emerge anywhere (Mob Leader); Informal Orgn. has leader only; May not have authority; Gets power from followers. 2) Exercises sanctions of informal nature. 3) Exists as long as followers want him to 4) Accountable for own and 4) Not accountable. subordinates behaviour. 5) Functions Plg, 5) Function comes under organizing etc. Directing 8

APPROACHES/THEORIES OF LEADERSHIP
1.TRAIT 2. BEHAVIOURAL 3. SITUATIONAL 4. FOLLOWERS ACCEPTANCE
1.

TRAIT THEORY (1930-1950) 1. There are universal traits a leader should possess. 2. Stodgill identified following traits: a) Physical & constitutional factors (personality) b) Intelligence c) Self confidence d) Sociability e) Will (Initiative, persistence, ambition f) Dominance g) Urgency (talkative, cheerfulness, gentility, enthusiasm, expressiveness, alertness, agility).
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2.

a)
b)

3. a) b)

BEHAVIOUORAL THEORY (1960s) Trait theory deals with What leaders are. Behavioural theory deals with What leaders do. Neo-classical (Mayo) gave rise to concept of informal groups/leaders and their styles autocratic, democratic, supervisory. Also concept of functional/dysfunctional leaders. SITUATIONAL THEORY (1970S) Situation greatly influences trait or behaviour. Research at OHIO State university has given four situational variables: a) Cultural Environment b) Differences between individuals c) Differences between jobs d) Differences between Orgns.
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4.

FOLLOWERS ACCEPTANCE THEORY Followers acceptance/rejection is considered main criteria and not traits/behaviour. Emphasis on satisfying groups needs. Ignores qualities of the leaders.

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RECENT THEORIES OF LEADERSHIP 1. Attribution Theory 2. Charismatic Leadership 3. Transformational Vs Transactional Attribution Theory Based on traits theory. People characterize leaders as having traits as intelligence, sociability, good communication skills, aggressiveness, understanding and industriousness 2. Charismatic Theory Followers attribute heroic or extra ordinaries qualities of high self confidence, vision, strong 12 convictions, dominance etc. to leaders.
1.

3.

Transformational Vs Transactional

1.

Transformational Individualized Consideration Degree to which leader attends to each followers needs acts as mentor or coach. Intellectual stimulation degree to which leader challenges assumptions, takes risks and selects followers ideas such leaders stimulate and encourage creativity in followers Inspirational Motivation Degree to which leader articulates a vision that is appealing and inspiring to followers. Such leaders inspect followers with higher standards, 13

communicate optimism about feature goals and provide meaning to task in hand. Idealized Influence Provides a role model for high level behaviour, ________ pride, gains trust and respect. 2. Transactional Leaders Believe people are motivated by reward and punishment. Clarify expectations and consequences.

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LEADERSHIP STYLES a) Motivational Positive & negative b) Power Styles Autocratic, democratic, free-rein. c) Orientation styles Employee & task oriented a) Motivational Style I. Positive Rewards (monetary or otherwise) II. Negative emphasis on penalties. b) Power Styles I. Autocratic / Authoritative / Directional; Centralizes authority & decision making; complete control; Power loving. (Strict Autocrat Uses negative motivational style; Benevolent Autocrat Positive and Paternal; Incompetent Autocrat Facade to hide 15 incompetence.)
5.

Participative / Democratic Decentralization of power & authority; improves job satisfaction and morale; High productivity, III. Free Rein (Laissez Faire) Leader exercises no authority; complete freedom to employees to work out goals, plan & execute work. c) Orientation Styles I. Employee oriented concern for subordinates working conditions, interests, attitudes, needs. II. Task/production oriented Concern for work, human aspects ignored, emphasis on better plg, methods, machines to get more work done.
II.

WHAT IS BEST STYLE OF LEADERSHIP?

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6.
a)

LEADERSHIP BEHAVIOUR MODELS


LIKERTS 4 SYSTEMS MANAGEMENT / LEADERSHIP STYLE
Organizational variable 1. Extent of Superiors confidence & trust in subordinates 2. Extent to which superior behaves so that subordinates can discuss important job aspects with him Sys 1 (ExplAuth) Sys 2 (Ben-Auth) Sys 3 (Consult) Sys 4 (PartiDemoc)

No trust & Master to confidence servant attitude in (condescending) subordinat es Subord. do Do not feel very not feel free to discuss free to discuss

Substant Complete ial but confidenc not e and trust complete trust Rather free to discuss Completel y free to discuss

3. Extent to which superior makes use of subordinates suggestions

Seldom invities ideas

Sometimes

Usually

Always
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d)

THE MANAGERIAL GRID (Robert Blake & Joan Mouton) Examines type of supervision Dimensions same as in Michigan & Ohio studies
1. Country Club (1-9) Concern for staff & people. Prodn. Is incidental 2. Task Orientation (9-1) Prodn., is everything. Orgn. Plg. & Control geared towards output only 3. Impoverished (1-1) Poor managerial style 4. Prodn. Team (9-9) High degree of balance, concern & commitment in each area. 5. Balance (5-5) Medium degree of expertise, commitment & concern in both areas. High 9 1-9 High C Low S (Country Club) 9-9 High S High C (Team) 1

Concern for People

Low S Low C (Impoverished)

High S Low C (Task)

Low 1-1 0 1 Concern for Production

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Key Leadership Skills


Business Acumen - Understand how business works Process and Systems Thinking Strategic Planning and Deployment Stakeholder Building Communication Clear, concise & continuous Reviewing and Coaching Structured Improvement Methods (Six Sigma) Learn to Deal With Teams & Group Dynamics Meeting Design and Facilitation Project Planning and Management Understanding Human Behavior

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Ways to Develop Leadership Skills

Read books and articles Attend courses Discuss the subject with colleagues Practice, Practice, Practice, . Becoming a leader is like Learning to play the violin in public Anonymous
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My Message

Place an increased focus on enhancing your leadership skills Be on the lookout for examples good and bad of leadership that you can use as a model Best way to learn to lead is to do it - Be on the lookout for your opportunity!

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