Leading & Team Building Skills

R.Ganesh, DGM & VP,State Bank Staff CollegeAt JN IDBI on 21.10.2010

Interpersonal roles

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.

Figure 1.5 Mintzberg’s Managerial Roles (a)

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.

Figure 1.5 Mintzberg’s Managerial Roles (b)

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.

Figure 1.5 Mintzberg’s Managerial Roles (c)

Eight role combinations were 'natural' configurations of the job

• contact manager -- figurehead and liaison • political manager -- spokesperson and

negotiator • entrepreneur -- entrepreneur and negotiator • insider -- resource allocator • real-time manager -- disturbance handler • team manager -- leader • expert manager -- monitor and spokesperson • news manager -- liaison and monitor

Who is a leader?

• We are all leaders.• “A leader is someone you choose to

follow to a place you wouldn’t go by yourself”.

• Leaders build bridges that help us to move from where we are to where we want to be.

Conscience Spirit

Vision(Mind)

Discipline (Body)

Passion (Heart)

Characteristics of Leadership

WHAT IS LEADERSHIP?

• Leadership is the process of influencing people for fulfilling organizational goals.• It involves creating appropriate

work culture so that people do on their own what the organization needs them to do.

Power Defined

Power is the ability to get things done in the way one wants them to be done.

Influence

Leadership Defined

Using influence in an organizational setting or situation, producing effects that are

meaningful and have a direct impact on accomplishing challenging goals.

Leadership is measured by followers

TRAITS OF A LEADER

• Drive or inner motivation to pursue goals.• Leadership motivation or motivation to influence

people to succeed.• Integrity• Self confidence• Intelligence• Knowledge of environment & business• Emotional intelligence.

MANAGER VS LEADER

• Administers• A copy• Maintains• Focuses on systems &

structures• Relies on control• Short range view• Asks how & when

• Innovates• An original• Develops• Focuses on people• Inspires trust• Long range

perspective• Asks what & why

A MANAGER A LEADER

MANAGER VS LEADER

• Eye on the bottom line• Imitates• Accepts the status quo• Classic good soldier• Does things right

• Eye on the horizon• Originates• Challenges the status

quo• Own person• Does the right things

A MANAGER A LEADER

You Manage Things,

But Lead People

Leadership is Getting people to follow you

The Difference Between Leadership and Management by James N. Farr

Leaders and Managers: Distinguishing their roles

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leader’s Leader’s JobJob

Manager’s Manager’s JobJob

MANAGING & LEADING – ARE THESE MUTUALLY EXCLUSIVE?

• Managing and leading are in a continuum & complimentary.

• When & where I am leading? What is the mix?

• As one rises in the organization, one leads people with higher & higher competencies, and should progressively graduate to leading.

Leadership Scale—Communication

GreatFair

AveragePoor

Unsatisfactory

• Talks to workers• Talks above workers• Talks about workers• Talks below workers • Talks to self

Components of leadership function

Relationship

Task

Task behaviour

• Goal setting• Organising• Setting time limits• Directing• Controlling

Relationship Behaviour

• Giving Support• Communicating• Facilitating interactions• Active listening• Providing feed back.

Itay Talgam – Leadership traits

Leadership styles

Participating Selling

Delegating Telling

High

Low High

Relation

ship

Beh

aviour

Task Behaviour

Telling Style {Directing}

• High Directive and low supportive• Provides specific instructions• Closely supervises• One way communication• Decision solely by the leader

Selling Style{Coaching}

• High directive and high supportive• Consulting style• Leader explains decisions• Solicits suggestions• Continues to direct

Participating Style {Supporting)• Makes decisions together with followers

• Supports their efforts

• Two way communication

• Listens actively

• Facilitates decisions making

• Joint problem identification

• Delegates decision making

• Allowed to “run their own show”.

Delegating Style

Situational Leadership• There is no best style.• Adopt the style to fit the situation/person you

work with. • Situational variables.– A Situations– B Time– C Job demands– D Organisational climate– E Skill– F Expectations– G Development level of followers

Management Skills needed at various levels of organisation

SKILLS NEEDED

Managem

ent L

evel

Senior

Middle

Junior

SITUATIONAL LEADERSHIP• DEVELOPMENT LEVEL

• Low Competence / High Commitment

• Some Competence/Low Commitment

• High Competence/Variable Commitment

• High Competence/High Commitment

• APPROPRIATE LEADERSHIP STYLE

• Directing

• Coaching

• Supporting

• Delegating

Hersey and Blanchard Situational Leadership Theory

Telling

Selling

Rel

atio

nsh

ip B

eha

vio

rR

elat

ion

ship

Beh

avi

or HighHigh

LowLow

LowLowHighHigh

Task BehaviorTask BehaviorDele

gating

Follower ReadinessFollower Readiness

Able and Able and unwillingunwilling

Able and Able and willingwilling

Unable and Unable and willingwilling

Unable and Unable and unwillingunwilling

Particip

ating