Leadership 175

Leadership 175

• 1.
  LEADERSHIP “ GETTINGEXTRA-ORDINARY PERFORMANCE OUT OF ORDINARY PEOPLE” - Sir John Harvey Jones “ A BUSINESS SHORT ON CAPITAL CAN BORROW MONEY. BUT A BUSINESS SHORT OF LEADERSHIP HAS LITTLE CHANCE OF SURVIVAL” - Peter Drucker
• 2.
  LEADERSHIP LEADERSHIP ISTHE ABILITY OF A MANAGER TO BRING PEOPLE TO WORK TOGETHER EFFICIENTLY FOR A COMMON GOAL LEADERSHIP IS THE ABILITY TO GET OTHER PEOPLE TO FOLLOW YOU AND TO WILLINGLY DO WHAT YOU WANT THEM TO DO.
• 3.
  LEADERSHIP A FUNCTIONOF 3 VARIABLES – THE INDIVIDUAL - the leader himself THE GROUP OF FOLLOWERS THE CONDITIONS / SITUATION FOR A GOOD UNDERSTANDING OF LEADERSHIP, IT IS ESSENTIAL TO HAVE A GOOD UNDERSTANDING OF THE INDIVIDUALS, THE ORGANISATIONS AND CONDITION OF THEIR INTER-RELATIONSHIPS.
• 4.
  LEADERSHIP LEADER HIMSELFpersonality, beliefs, preferred style... GROUP responsible, lazy, dependent, confidence in leader... SITUATION orgn. Culture, time pressures THE INFLUENCING FACTORS
• 5.
  LEADERSHIP THE INTEGRALROLE : integration of TASK NEEDS TEAM NEEDS INDIVIDUAL NEEDS
• 6.
  LEADERSHIP EFFECTIVE LEADER– NO ONE WAY ONE HAS TO BE CAPABLE OF BEHAVING DIFFERENTLY IN DIFFERENT CIRCUMSTANCES DIRECTIVE LEADER ( AUTOCRATIC ) CONSULTATIVE LEADER ( DEMOCRATIC ) DELEGATORY LEADER ( FREE REIN )
• 7.
  LEADERSHIP FREE REINDEMOCRATIC AUTOCRATIC Individual has increasing freedom Leader exerts increasing Control Individual has Complete Control Leader has Complete Control
• 8.
  LEADERSHIP LEADERSHIP APPROACHES: Task orientation People Orientation PEOPLE TASK low high low high 1,9 9,9 9,1 1,1 5,5 Missionary Compromiser Autocrat Deserter
• 9.
  LEADERSHIP SUCCESSFUL LEADERSWERE THOSE WHOSE BOSSES GAVE THEM MORE FREEDOM WHO WERE MORE EMPLOYEE CENTRED WHO ENCOURAGED THEIR SUBORDINATES TO CONTRIBUTE IDEAS ON HOW BEST TO PROCEED
• 10.
  LEADERSHIP STYLE ISBASICALLY DERIVED FROM ONE’S PREFERRED ATTITUDE ON PEOPLE & THEIR BEHAVIOUR PATTERN THEORY X THEORY Y
• 11.
  LEADERSHIP THEORY XThe typical person DISLIKES WORK and will try to avoid it if possible. He engages in various work restrictions because HE IS LAZY . He HAS LITTLE AMBITION and will AVOID RESPONSIBILITY if possible. HE IS SELF CENTRED, INDIFFERENT TO ORGANISATIONAL NEEDS and RESIST CHANGE . The common rewards given by organisations are not enough to overcome his dislike for work. So, the only way that Management can secure high employee performance is TO COERCE, CONTROL and THREATEN him MANAGER APPROACH Activity oriented - sets time bound activities Dictates priorities for others Task & Activities are assigned without explanations Gives ‘Set Guidelines’ & expects them to be followed blindly Focus is on activity rather than Goal. Plans & Schedule things for others
• 12.
  LEADERSHIP THEORY YPeople are NOT LAZY . Any appearance they have of being that way is the result of experiences with organisations. But, IF MANAGEMENT PROVIDES PROPER ENVIRONMENT to release their potential, WORK WILL BECOME AS NATURAL TO THEM AS REST OR PLAY. Management’s role is to provide the environment in which the potential of people can be released at work MANAGER APPROACH Dealing with adults capable of scribing their own destiny Make work a challenging opportunity Motivation thru’ involvement, job enrichment Each is his own manager/ leader
• 13.
  LEADERSHIP PERSONAL QUALITIES: OPEN MIND DOES NOT PUSH BUT ALLOWS PROCESS TO UNFOLD TEACHES BY EXAMPLE FAIRNESS IN APPROACH OR DEALINGS PAYS RESPECTFUL ATTENTION TO ALL BEHAVIUOR DOES NOT PROTECT PEOPLE FROM THEMSELVES PLACES WELL BEING OF ALL ABOVE WELL BEING OF SELF WORKS IN ANY SETTING, WITHOUT COMPLAINT, WITH ANY PERSON OR ISSUE – HE ACTS SO THAT ALL WILL BENEFIT – HE SPEAKS SIMPLY & HONESTLY TAKES THE BLAME FOR POOR PERFORMANCE AND SHARES JOYS OF SUCCESS WITH ALL
• 14.
  LEADERSHIP PERSONAL QUALITIES: PAYS ATTENTION TO WHAT IS BEING SAID DOES NOT INTERVENE UNNECESSARILY – HIS PRESENCE IS FELT BUT THR GROUP RUNS ITSELF FACILITATES BUT DOES NOT INTRUDE TRUSTS HIS PEOPLE DOES NOT COMPROMISE TO MAKE PEOPLE FEEL GOOD DOES NOT GET RUFFLED BY FAILURES, TAKES THEM IN STRIDE STABILITY, FLEXIBILITY, ENDURANCE WARRIOR – ACTS WITH POWER & DECISION NOT EGOCENTRIC AWARENESS – WHAT IS HAPPENING AROUND
• 15.
  LEADERSHIP PERSONAL QUALITIES: A LEADER MUST HAVE VISION A SENSE OF JUDGEMENT ENERGY DETERMINATION CONSISTENCY FAIRNESS RUTHLESSNESS SELF - KNOWLEDGE SKILLS - communication, listening, decision making, motivation, counselling, training, grievance handling, etc
• 16.
  LEADERSHIP PERSONAL QUALITIES: some more FITNESS OF BODY & MIND COURAGE WILL POWER ABILITY TO CONNECT WITH PEOPLE TRUTHFULNESS / HONESTY INTEGRITY AUTHENTIC Leaders must inspire and to do so must capture the heart, the mind and the soul.
• 17.
  LEADERSHIP HELP YOURPEOPLE TO REALISE THAT WORK CAN BE SATISFYING PROVIDE CLEAR TARGETS ASSESS PERFORMANCE OBJECTIVELY GIVE PRAISE / RECOGNITION - where appropriate REPRIMAND - where appropriate KEEP PEOPLE CONSTANTLY INFORMED RESPECT YOUR PEOPLE, THEIR FEELINGS BE WATCHFUL OF WORKING CONDITIONS INVITE SUGGESTIONS FOR IMPROVEMENTS TRAIN FOR SKILLS IMPROVEMENTS DEAL WITH GRIEVANCES PROMPTLY RECOGNISE TO ERR IS HUMAN - allow mistakes
• 18.
  LEADERSHIP A LEADERMUST ACCEPT : that people think that people have great potential that people expect to be heard that people want to work that people have aspirations, expectations that people have love for others that people possess distinct behaviour patterns, attitudes that people have knowledge that people are expensive that people are no longer meek that people have the power to compare
• 19.
  LEADERSHIP ORGANISATIONS DON’TREALLY ACCOMPLISH ANYTHING PLANS DON’T ACCOMPLISH EITHER THEORIES OF MANAGEMENT DOESN’T MUCH MATTER ENDEAVOURS SUCCEED OR FAIL BECAUSE OF THE PEOPLE INVOLVED ONLY BY KEEPING YOUR PEOPLE ON THE GO WILL YOU ACHIEVE SO THEN, IT’S EASY…IT’S ABOUT PEOPLE THE LEADER IS ONLY EFFECTIVE THROUGH THE ACTIONS OF HIS FOLLOWERS