leadership

LEADERSHIPLEADERSHIP

MEANING OF LEADERSHIPMEANING OF LEADERSHIP

WHAT IS LEADERSHIP?WHAT IS LEADERSHIP?

In every human activity a leader is needed In every human activity a leader is needed to guide a group of leader.to guide a group of leader.

If they are good men or women then they If they are good men or women then they promote????promote????

Does every individual have the capability to Does every individual have the capability to transform himself/herself?transform himself/herself?

The answer is ???????The answer is ???????

YES YES

MYTHS ABOUT LEADERSMYTHS ABOUT LEADERS

THE BIRTH RIGHT MYTH THE BIRTH RIGHT MYTH

“ “Leaders are born, not made”.Leaders are born, not made”.

LEADER FOR ALL SEASONS MYTHLEADER FOR ALL SEASONS MYTH “ “Once a leader ,always a leader”Once a leader ,always a leader” THE INTENSITY MYTHTHE INTENSITY MYTH “ “Leaders are emotionally more intense , Leaders are emotionally more intense ,

then the rest of us”.then the rest of us”. LEADERSHIP Is a rare skill.LEADERSHIP Is a rare skill.

MYTHS ABOUT LEADERSMYTHS ABOUT LEADERS

Leaders are charismatic.Leaders are charismatic. Leadership exist only at the top of an Leadership exist only at the top of an

organization.organization. The leaders The leaders

control,directs,manipulates others.control,directs,manipulates others.

WHAT IS LEADERSHIPWHAT IS LEADERSHIP

““Leadership is the capacity to Leadership is the capacity to frame plans that will succeed, frame plans that will succeed, and the faculty to persuade and the faculty to persuade others to carry them out in the others to carry them out in the face of all difficulties _ even face of all difficulties _ even death”. death”.

““Leadership is the ability to Leadership is the ability to influence a group toward the influence a group toward the achievement of goals”achievement of goals”

WHO CAN BE A GOOD LEADERWHO CAN BE A GOOD LEADER

OROR

WHAT DO WE MEAN BY A GOODWHAT DO WE MEAN BY A GOOD LEADERSHIP LEADERSHIP

A Good LeaderA Good Leader

Motivate their followersMotivate their followers

Exploit opportunitiesExploit opportunities

Anticipate changeAnticipate change

Correct poor performance andCorrect poor performance and

Lead the organization towards its Lead the organization towards its objectivesobjectives

FUNCTIONS OF LEADERSHIPFUNCTIONS OF LEADERSHIP

FUNCTIONS FOR TASK NEEDSFUNCTIONS FOR TASK NEEDS DEFINING THE TASKDEFINING THE TASK MAKING THE PLANMAKING THE PLAN ALLOCATING WORK AND RESOURCESALLOCATING WORK AND RESOURCES CONTROLLING QUALITY AND TEMPO CONTROLLING QUALITY AND TEMPO

NEEDSNEEDS


FUNCTIONS FOR INDIVIDUALS NEEDSFUNCTIONS FOR INDIVIDUALS NEEDS ATTENDING TO PERSONAL PROBLEMSATTENDING TO PERSONAL PROBLEMS PRAISING OF INDIVIDUALSPRAISING OF INDIVIDUALS KNOWING INDIVIDUALS PERSONALLYKNOWING INDIVIDUALS PERSONALLY RECOGNISING AND USING SPECIAL RECOGNISING AND USING SPECIAL

INDIVIDUAL ABILITIESINDIVIDUAL ABILITIES TRAINING INDIVIDUALSTRAINING INDIVIDUALS


FUNCTIONS FOR GROUPS NEEDSFUNCTIONS FOR GROUPS NEEDS SETTING STANDARDS BY PERSONAL SETTING STANDARDS BY PERSONAL

EXAMPLEEXAMPLE MAINTAINING DISCIPLINEMAINTAINING DISCIPLINE CORRECTING MISTAKESCORRECTING MISTAKES BUILDING TEAM SPIRITBUILDING TEAM SPIRIT GIVING A SENSE OF PURPOSEGIVING A SENSE OF PURPOSE DEVELOPING SUB-LEADERSDEVELOPING SUB-LEADERS ENSURING COMMUNICATION WITHIN THE ENSURING COMMUNICATION WITHIN THE

GROUPGROUP TRAINING THE GROUPTRAINING THE GROUP

ESSENTIAL LEADERSHIP ESSENTIAL LEADERSHIP QUALITIESQUALITIES

PERSONAL INTEGRITYPERSONAL INTEGRITY CONSISTENT BEHAVIOUR WITH VALUESCONSISTENT BEHAVIOUR WITH VALUES TAKES RESPOSIBILITY OF HIS ACTIONS TAKES RESPOSIBILITY OF HIS ACTIONS

AND DECISIONSAND DECISIONS EMOTIONAL STABILITY AND MATURITYEMOTIONAL STABILITY AND MATURITY

WELL ADJUSTEDWELL ADJUSTED LESS SELF CENTEREDLESS SELF CENTERED HAVE MORE STABLE EMOTIONSHAVE MORE STABLE EMOTIONS AWARE OF STRENGTHS AND AWARE OF STRENGTHS AND

WEAKNESSESWEAKNESSES LESS DEFENSIVELESS DEFENSIVE

INTERNAL LOCUS OF CONTROLINTERNAL LOCUS OF CONTROL

BELIEVES THAT EVENTS ARE BELIEVES THAT EVENTS ARE DETERMINED BY OUR OWN ACTIONS DETERMINED BY OUR OWN ACTIONS THAN BY CHANCE OR BY THAN BY CHANCE OR BY UNCONTROLLABLE FORCES.UNCONTROLLABLE FORCES.

LEARN FROM FAILURESLEARN FROM FAILURES TAKES MORE INITIATIVESTAKES MORE INITIATIVES INTERNAL TAKES MORE INTERNAL TAKES MORE

RESPONSIBILITYRESPONSIBILITY FLEXIBLE ADAPTIVE AND MORE FLEXIBLE ADAPTIVE AND MORE

INNOVATIVEINNOVATIVE

SELF CONFIDENCESELF CONFIDENCE

OPTIMIST OPTIMIST ATTEMPT DIFFICULT TASKSATTEMPT DIFFICULT TASKS MORE PERSISTENTMORE PERSISTENT SET CHALLENGING OBJECTIVES FOR SET CHALLENGING OBJECTIVES FOR

THEMSELVESTHEMSELVES ACTION ORIENTED APPROACHACTION ORIENTED APPROACH

SOCIALIZED POWER SOCIALIZED POWER MOTIVATIONMOTIVATION

EXERCISE POWER FOR OTHERS EXERCISE POWER FOR OTHERS BENEFITBENEFIT

ARE LESS EGOISTIC AND DEFENSIVEARE LESS EGOISTIC AND DEFENSIVE ACCUMULATE FEWER MATERIAL ACCUMULATE FEWER MATERIAL

POSSESSIONSPOSSESSIONS DO NOT USE POWER IN MANIPULATIVE DO NOT USE POWER IN MANIPULATIVE

MANNERSMANNERS WILLING TO TAKE ADVICE FROM WILLING TO TAKE ADVICE FROM

EXPERTSEXPERTS

MODERATELY HIGH MODERATELY HIGH ACHIEVEMENT ORIENTATIONACHIEVEMENT ORIENTATION

DRIVE TO SUCCESSDRIVE TO SUCCESS SET CHALLENGING BUT REALISTIC SET CHALLENGING BUT REALISTIC

GOALSGOALS DEVELOP SPECIFIC PLANSDEVELOP SPECIFIC PLANS HAVE DRIVE TO EXCELHAVE DRIVE TO EXCEL

ENERGY LEVEL AND STRESS ENERGY LEVEL AND STRESS TOLERANCETOLERANCE

CAN COPE EASILY WITH STRESSFUL CAN COPE EASILY WITH STRESSFUL SITUATIONSSITUATIONS

STAY CALM AND FOCUSED IN CRISESSTAY CALM AND FOCUSED IN CRISES EASILY BEAR RESTLESS DEMANDS OF EASILY BEAR RESTLESS DEMANDS OF

JOBS OR TASKJOBS OR TASK

Types of leadership styles Types of leadership styles

The The bureaucratic leaderbureaucratic leader It is very structured and follows the procedures It is very structured and follows the procedures

as they have been established. as they have been established. This type of leadership has no space to explore This type of leadership has no space to explore

new ways to solve problems and is usually slow new ways to solve problems and is usually slow paced to ensure adherence to the ladders stated paced to ensure adherence to the ladders stated by the company.by the company.

Leaders ensure that all the steps have been Leaders ensure that all the steps have been followed prior to sending it to the next level of followed prior to sending it to the next level of authority.authority.

Universities, hospitals, banks and government Universities, hospitals, banks and government usually require this type of leader in their usually require this type of leader in their organizations to ensure quality, increase security organizations to ensure quality, increase security and decrease corruption. and decrease corruption.

Leaders who try to speed up the process will Leaders who try to speed up the process will experience frustration and anxiety.experience frustration and anxiety.

Types of leadership stylesTypes of leadership styles

The The charismatic leadercharismatic leader leads by infusing energy and eagerness leads by infusing energy and eagerness

into their team members. into their team members. This type of leader has to be committed to This type of leader has to be committed to

the organization for the long run. the organization for the long run. If the success of the division or project is If the success of the division or project is

attributed to the leader and not the team, attributed to the leader and not the team, charismatic leaders may become a risk for charismatic leaders may become a risk for the company by deciding to resign for the company by deciding to resign for advanced opportunities. advanced opportunities.


The The autocratic leaderautocratic leader is given the power to make decisions is given the power to make decisions

alone, having total authority. alone, having total authority. This leadership style is good for This leadership style is good for

employees that need close employees that need close supervision to perform certain tasks. supervision to perform certain tasks.


The The democratic leaderdemocratic leader This style involves the leader including one or This style involves the leader including one or

more employees in the decision making process more employees in the decision making process (determining what to do and how to do it). (determining what to do and how to do it).

However, the leader maintains the final decision However, the leader maintains the final decision making authority. Using this style is not a sign of making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your weakness, rather it is a sign of strength that your employees will respect.employees will respect.

This is normally used when you have part of the This is normally used when you have part of the information, and your employees have other information, and your employees have other parts. Note that a leader is not expected to know parts. Note that a leader is not expected to know everything -- this is why you employ everything -- this is why you employ knowledgeable and skillful employees. Using this knowledgeable and skillful employees. Using this style is of mutual benefit -- it allows them to style is of mutual benefit -- it allows them to become part of the team and allows you to make become part of the team and allows you to make better decisions.better decisions.


The The people-oriented leaderpeople-oriented leader Is the one who, in order to comply Is the one who, in order to comply

with effectiveness and efficiency, with effectiveness and efficiency, supports, trains and develops his supports, trains and develops his personnel, increasing job satisfaction personnel, increasing job satisfaction and genuine interest to do a good job and genuine interest to do a good job

Scope of leadershipScope of leadership

One can govern oneself, or one can govern the whole earth. In One can govern oneself, or one can govern the whole earth. In between, we may find leaders who operate primarily within:between, we may find leaders who operate primarily within:

youthyouth familiesfamilies bands bands tribes tribes organizations organizations states and nations states and nations empires empires Intertwined with such categories, and overlapping them, we find Intertwined with such categories, and overlapping them, we find

for example religious leaders potentially with their own internal for example religious leaders potentially with their own internal hierarchies ,work-place leadershierarchies ,work-place leaders

corporate officer executives ,senior management middle corporate officer executives ,senior management middle management |middle managers, staff-managers, line-management |middle managers, staff-managers, line-managers ,team leader, supervisors and leaders of voluntary managers ,team leader, supervisors and leaders of voluntary associations.associations.

Leadership in organizations Leadership in organizations

Leadership in formal organizationsLeadership in formal organizations An organization that is established as an An organization that is established as an

instrument or means for achieving defined instrument or means for achieving defined objectives has been referred to as a objectives has been referred to as a formal formal organizationorganization. Its design specifies how goals . Its design specifies how goals are subdivided and reflected in subdivisions are subdivided and reflected in subdivisions of the organization. Divisions, departments, of the organization. Divisions, departments, sections, positions, , and tasks make up this sections, positions, , and tasks make up this work structure. Thus, the formal organization work structure. Thus, the formal organization is expected to behave impersonally in regard is expected to behave impersonally in regard to relationships with clients or with its to relationships with clients or with its members.members.

Leadership in informal Leadership in informal organizationsorganizations

In contrast to the appointed head or chief of an In contrast to the appointed head or chief of an administrative unit, a leader emerges within the administrative unit, a leader emerges within the context of the context of the informal organizationinformal organization that that underlies the formal structure. The informal underlies the formal structure. The informal organization expresses the personal objectives organization expresses the personal objectives and goals of the individual membership. Their and goals of the individual membership. Their objectives and goals may or may not coincide objectives and goals may or may not coincide with those of the formal organization. The with those of the formal organization. The informal organization represents an extension of informal organization represents an extension of the social structures that generally characterize the social structures that generally characterize human life — the spontaneous emergence of human life — the spontaneous emergence of groups and organizations as ends in themselves.groups and organizations as ends in themselves.

Leadership in informal Leadership in informal organizationsorganizations

In prehistoric times, man was preoccupied In prehistoric times, man was preoccupied with his personal security, maintenance, with his personal security, maintenance, protection, and survival. Now man spends a protection, and survival. Now man spends a major portion of his waking hours working major portion of his waking hours working for organizations. His need to identify with a for organizations. His need to identify with a community that provides security, community that provides security, protection, maintenance, and a feeling of protection, maintenance, and a feeling of belonging continues unchanged from belonging continues unchanged from prehistoric times. This need is met by the prehistoric times. This need is met by the informal organization and its emergent, or informal organization and its emergent, or unofficial, leaders unofficial, leaders

Leadership's relation with Leadership's relation with managementmanagement

Some commentators link leadership Some commentators link leadership closely with the idea of management. closely with the idea of management. Some regard the two as synonymous, and Some regard the two as synonymous, and others consider management a subset of others consider management a subset of leadership. If one accepts this premise, leadership. If one accepts this premise, one can view leadership as:one can view leadership as:

centralized or decentralized centralized or decentralized broad or focused broad or focused decision-oriented or morale-centered decision-oriented or morale-centered intrinsic or derived from some authority intrinsic or derived from some authority


They put it this way: "Leadership They put it this way: "Leadership occurs any time one attempts to occurs any time one attempts to influence the behavior of an influence the behavior of an individual or group, regardless of the individual or group, regardless of the reason.reason.

Management is a kind of leadership Management is a kind of leadership in which the achievement of in which the achievement of organizational goals is paramount organizational goals is paramount


There is a reciprocal relationship between There is a reciprocal relationship between leadership and management, implying that leadership and management, implying that an effective manager should possess an effective manager should possess leadership skills, and an effective leader leadership skills, and an effective leader should demonstrate management skills. should demonstrate management skills.

One clear distinction could provide the One clear distinction could provide the following definition:following definition:

Management involves power by position. Management involves power by position. Leadership involves power by influence. Leadership involves power by influence.


Abraham Zaleznik (1977),for example, delineated Abraham Zaleznik (1977),for example, delineated differences between leadership and management. differences between leadership and management. He saw leaders as inspiring visionaries, concerned He saw leaders as inspiring visionaries, concerned about substance; while managers he views as about substance; while managers he views as planners who have concerns with process.planners who have concerns with process.

Twelve distinctions between the two groups are :Twelve distinctions between the two groups are :1.Managers administer, leaders innovate 1.Managers administer, leaders innovate 2.Managers ask how and when, leaders ask what and 2.Managers ask how and when, leaders ask what and

why why 3.Managers focus on systems, leaders focus on people 3.Managers focus on systems, leaders focus on people 4.Managers do things right, leaders do the right things 4.Managers do things right, leaders do the right things 5.Managers maintain, leaders develop 5.Managers maintain, leaders develop


6. Managers rely on control, leaders inspire 6. Managers rely on control, leaders inspire trust trust

7. Managers have a short-term perspective, 7. Managers have a short-term perspective, leaders have a longer-term perspective leaders have a longer-term perspective

8. Managers accept the status-quo, leaders 8. Managers accept the status-quo, leaders challenge the status-quo challenge the status-quo

9. Managers have an eye on the bottom 9. Managers have an eye on the bottom line, leaders have an eye on the horizon line, leaders have an eye on the horizon

10. Managers imitate, leaders originate 10. Managers imitate, leaders originate 11. Managers emulate the classic good 11. Managers emulate the classic good

soldier, leaders are their own person soldier, leaders are their own person 12. Managers copy, leaders show originality 12. Managers copy, leaders show originality

Emotional QuotientEmotional Quotient

EQ - is a measure of your emotional EQ - is a measure of your emotional intelligence, or your ability to use both intelligence, or your ability to use both your emotions and cognitive skills in your emotions and cognitive skills in your life. Emotional intelligence your life. Emotional intelligence competencies include but are not limited competencies include but are not limited to empathy, intuition, creativity, to empathy, intuition, creativity, flexibility, resilience, coping, stress flexibility, resilience, coping, stress management, leadership, integrity, management, leadership, integrity, authenticity, intrapersonal skills and authenticity, intrapersonal skills and interpersonal skills. interpersonal skills.

Intelligence Quotient Intelligence Quotient

IQ - a number used to express the apparent IQ - a number used to express the apparent relative intelligence of a person that is the relative intelligence of a person that is the ratio multiplied by 100 of the mental age as ratio multiplied by 100 of the mental age as reported on a standardized test to the reported on a standardized test to the chronological age. IQ is the measure of chronological age. IQ is the measure of cognitive abilities, such as the ability to cognitive abilities, such as the ability to learn or understand or to deal with new learn or understand or to deal with new situations; the skilled use of reason; the situations; the skilled use of reason; the ability to apply knowledge to manipulate ability to apply knowledge to manipulate one's environment or to think abstractly as one's environment or to think abstractly as measured by objective criteria (as tests); measured by objective criteria (as tests); mental acuteness; logic and analytical skills. mental acuteness; logic and analytical skills.

COMPARISONS COMPARISONS EQ gets you through life vs. IQ gets you EQ gets you through life vs. IQ gets you

through school through school Appealing to reason and emotions to Appealing to reason and emotions to

convince someone vs. Trying to convince convince someone vs. Trying to convince someone by facts alone someone by facts alone

Using your emotions as well as your Using your emotions as well as your cognitive abilities to function more cognitive abilities to function more effectively vs. Relying solely on your effectively vs. Relying solely on your cognitive skills cognitive skills

Your EQ has more to do with your success Your EQ has more to do with your success and happiness in life than your IQ and and happiness in life than your IQ and emotional intelligence can be learned. emotional intelligence can be learned.

RELATED DISTINCTIONSRELATED DISTINCTIONS

Knowing how and why vs. Knowing what Knowing how and why vs. Knowing what Knowing how to motivate each person vs. Knowing how to motivate each person vs.

Treating everything as if they operated Treating everything as if they operated the same way which they don't the same way which they don't

Managing emotions and using them for Managing emotions and using them for good results vs. Being at the mercy of good results vs. Being at the mercy of emotions because you don't understand emotions because you don't understand them or know how to work with them. them or know how to work with them.

Theory X and Theory YTheory X and Theory Y

In his 1960 book, The Human Side of In his 1960 book, The Human Side of Enterprise, Douglas McGregor proposed two Enterprise, Douglas McGregor proposed two theories by which to view employee theories by which to view employee motivation. motivation.

He avoided descriptive labels and simply He avoided descriptive labels and simply called the theories Theory X and Theory Y. called the theories Theory X and Theory Y.

Both of these theories begin with the premise Both of these theories begin with the premise that management's role is to assemble the that management's role is to assemble the factors of production, including people, for the factors of production, including people, for the economic benefit of the firm.economic benefit of the firm.

Beyond this point, the two theories of Beyond this point, the two theories of management diverge.management diverge.

Theory XTheory X

Theory X assumes that the average person:Theory X assumes that the average person: Dislikes work and attempts to avoid it, Dislikes work and attempts to avoid it,

has no ambition, wants no responsibility, has no ambition, wants no responsibility, and would rather follow than lead.and would rather follow than lead.

Is self-centered and therefore does not Is self-centered and therefore does not care about organizational goals.care about organizational goals.

Resists change.Resists change. Is gullible and not particularly intelligent.Is gullible and not particularly intelligent.

Theory X Theory X

While money may not be the most effective way to self-While money may not be the most effective way to self-fulfillment,fulfillment,

In a Theory X environment it may be the only way.In a Theory X environment it may be the only way. Under Theory X, people use work to satisfy their lower Under Theory X, people use work to satisfy their lower

needs, and seek to satisfy their higher needs in their leisure needs, and seek to satisfy their higher needs in their leisure time. time.

But it is in satisfying their higher needs that employees can But it is in satisfying their higher needs that employees can be most productive.be most productive.

McGregor makes the point that a command and control McGregor makes the point that a command and control environment is not effective because it relies on lower environment is not effective because it relies on lower needs as levers of motivation, but in modern society those needs as levers of motivation, but in modern society those needs already are satisfied and thus no longer are needs already are satisfied and thus no longer are motivators. motivators.

In this situation, one would expect employees to dislike their In this situation, one would expect employees to dislike their work, avoid responsibility, have no interest in organizational work, avoid responsibility, have no interest in organizational goals, resist change, etc., goals, resist change, etc.,

Theory YTheory Y From this reasoning, McGregor proposed an alternative: Theory Y.From this reasoning, McGregor proposed an alternative: Theory Y.

The higher-level needs of esteem and self-actualization are The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied. As continuing needs in that they are never completely satisfied. As such, it is these higher-level needs through which employees can such, it is these higher-level needs through which employees can best be motivated.best be motivated.

Theory Y makes the following general assumptions:Theory Y makes the following general assumptions:

Work can be as natural as play and rest.Work can be as natural as play and rest. People will be self-directed to meet their work objectives if they People will be self-directed to meet their work objectives if they

are are committed to them.committed to them. People will be committed to their objectives if rewards are in People will be committed to their objectives if rewards are in

place that place that address higher needs such as self-fulfillment.address higher needs such as self-fulfillment. Under these conditions, people will seek responsibility.Under these conditions, people will seek responsibility. Most people can handle responsibility because creativity and Most people can handle responsibility because creativity and

ingenuity are ingenuity are common in the population.common in the population.

Theory YTheory YUnder these assumptions, there is an opportunity to align Under these assumptions, there is an opportunity to align personal goals with organizational goals by using the personal goals with organizational goals by using the employee's own quest for fulfillment as the motivator. employee's own quest for fulfillment as the motivator. McGregor recognized that some people may not have McGregor recognized that some people may not have reached the level of maturity assumed by Theory Y and reached the level of maturity assumed by Theory Y and therefore may need tighter controls that can be relaxed as therefore may need tighter controls that can be relaxed as the employee develops.the employee develops.

Theory Y Management ImplicationsTheory Y Management ImplicationsIf Theory Y holds, the firm can do many things to harness the If Theory Y holds, the firm can do many things to harness the motivational energy of its employeesmotivational energy of its employees:: Decentralization and DelegationDecentralization and Delegation - If firms decentralize - If firms decentralize control and reduce the personal needscontrol and reduce the personal needs number of levels of number of levels of management, each manager will have more subordinates and management, each manager will have more subordinates and consequently will be forced to delegate some responsibility and consequently will be forced to delegate some responsibility and decision decision making to them.making to them.

Theory YTheory Y

Job EnlargementJob Enlargement - Broadening the scope of an employee's - Broadening the scope of an employee's job adds variety and opportunities to satisfy ego needs.job adds variety and opportunities to satisfy ego needs.

Participative ManagementParticipative Management - Consulting employees in - Consulting employees in the decision making process taps their creative capacity and the decision making process taps their creative capacity and provides them with some control over their work environment.provides them with some control over their work environment.

Performance AppraisalsPerformance Appraisals - Having the employee set - Having the employee set objectives and participate in the process of evaluating how well objectives and participate in the process of evaluating how well they were met.they were met.If properly implemented, such an environment would result in a If properly implemented, such an environment would result in a high level of high level of motivation as employees work to satisfy their higher levelmotivation as employees work to satisfy their higher level

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