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d) Directing
Concept Directing is a process of Instructing Guiding Counseling Motivating and Leading the human resources organizational objectives.
to
achieve
Importance of Directing
It initiates actions It integrates employees efforts It attempts to get maximum out of individual It facilitates changes in the organization It provides stability and balance in the organization
Motivating
Leadership
Communications
Leadership
The ability to positively influence people and systems to have a meaningful impact and achieve results
Are
MANAGERS = LEADERS
???
Leadership
Formulates long-term objectives for reforming the system: Plans strategy and tactics Exhibits leading behaviour: Acts to bring about change in others congruent with longterm objectives Innovates for the entire organization Asks what and why to change standard practice
Leadership
Creates vision and meaning for the organization Uses transformational influence: Induces change in values, attitudes, and behaviour using personal examples and expertise Uses empowering strategies to make followers internalize values Status quo challenger and change creator
Leaders
Are appointed or emerge from within a work group. Can influence other people and have managerial authority. Do not necessarily have the skills and capabilities to be managers.
Approaches/Styles/Theories/Types of Leadership Trait Approach Behavioral Approach Situational / Contingency Approach Path Goal Approach
Trait Approach
Believes that leaders are Borne, not Made. Different researchers have found out many specific traits related to leadership ability, such as
Physical Traits Personality Traits Task related Characteristics Social Characteristics Others Energy, Appearance, Height etc. Adaptability, Aggressiveness, confidence etc. Enthusiasm, Self-
Achievement drive, Persistence, Initiative Cooperativeness, Interpersonal skill, Administrative skill Honesty, Integrity, Ambition, Cognitive ability, Tenacity, Emotional stability, Creativity, Flexibility etc.
Behavioral Approach
Autocratic
Democratic / Participative
Autocratic:
Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively
Democratic:
Encourages decision making from different perspectives Leadership may be emphasised throughout the organisation Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade others that the decision is correct
Laissez-Faire:
Let it be are shared by all the leadership responsibilities
Can be very useful where creative ideas are important Can be highly as people have control over their working life
in
businesses
motivational,
Can make coordination and decision time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations
making
Paternalistic leader makes decision but may consult Believes in the need to support staff
Group atmosphere Aggressive, dependent, selforiented Friendly, groupcentred, taskoriented Friendly, groupscentered, play-oriented
Productivity
High (leader
present)
Low (leader
absent)
Democratic
Liked more
Relatively high
(unaffected by presence of leader)
Laissez-faire
Liked less
Low (increased in
absence of leader)
Situational / Contingency Approach Fiedlers Contingency Approach to Leadership Based on Three Dimensions of Leadership Situation Two Dimensions of Leadership Styles
Three Dimensions of Leadership Situation 1) Position Power 2) Task Structure 3) Leader-Member Relations Two Dimensions of Leadership Styles 1) Task Oriented 2) Relationship/People Oriented
Position Power: the degree to which the power of a position enables a leader to get group members to comply with directions. Task Structure: the extent to which tasks can be clearly spelled out and people held responsible for them. Leader-Member Relations: the extent to which group members like and trust a leader and are willing to follow that leader.
Task Oriented: leader gaining satisfaction from seeing tasks performed. Relationship/People Oriented: achieving good interpersonal relations and attaining a position of personal prominence.
Path
Goal Approach
The leader clarifies and sets goals with subordinates, helps them find the best path for achieving the goals, and removes obstacles. Leader influences the path between subordinates behavior and goals.
2 3
Path
Goal Approach
Transactional Leadership:
Leaders identify what subordinates need to do to achieve objectives, clarify organizational roles and tasks, set up organizational structure. Leaders work hard and try to run organization effectively and efficiently.
Charismatic Leaders
Charismatic Leadership:
An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. Characteristics of charismatic leaders:
Have a vision. Are able to articulate the vision. Are willing to take risks to achieve the vision. Are sensitive to the environment and follower needs. Exhibit behaviors that are out of the ordinary.