Leadership

Leadership

• 4.
  Right through history,it has been recognized that the difference between success and failure, whether in a game, war or business, can be largely be attributed to leadership. Even today, organizations place great stress on finding and training leaders at all levels. Indeed, a major portion of all selection and training activity is devoted to leadership; the success or failure of any and most scarce resource of any enterprise. All types of organizations – business and industry, government and military, universities and hospitals-recognize the importance of leadership function.
• 5.
  “Leadership “ maybe defined as the process of influencing others to act, so as to accomplish the specified objectives of an organization. The characteristic of leadership is that it deals with the human aspects of organization and the improvement of human performance in the attainment of organizational objectives.
• 6.
  Performance Communication Influence Interaction Acceptance Followers Situation Attributes
• 7.
  Determination of Goals Organization of Activities Achieving Coordination Representation of workers Providing Guidance Inspiration of Employees Building Employees’ Morale
• 8.
  The main functionsof a leader are :i) to gain the commitment and co-operation of his team. ii) to get the group into action to achieve the agreed upon objectives; and iii) to make the best use of the skills ,energies and talents of the team. It also includes the fulfillment of following needs: Task Needs •Task Needs Group Needs •Group Needs Individual Needs •Individual Needs
• 9.
  The concept ofleadership and management are not exactly the same but they overlap a great deal. Management implies a formal authority, while leadership may not have any not have any connection with the formal authority. Leaders: Is the heart of a business. Leaders motivate, console and work with people to keep them bonded and eager to move forward. Managers: are the brains of a business. They establish systems, create rules and operates procedures and plans to get the job done in time.
• 10.
  The Fundamental differencebetween a Manager and a Leader: A manager administers, but a leader innovates A manager maintains, while a leader develops. A manager focuses on systems and structures, whereas a leaders’ focus is on people. A manager relies on control, but a leader inspires trust. A manager keeps an eye on the bottom line, while a leader has an eye on the horizon A manager does things right, a leader does the right things.
• 11.
  Trait Leadership Theories Behavioral Leadership Theories Situational Leadership Theories Managem ent Leadership Theories Relationship Leadership Theories
• 12.
  Trait is definedas a relatively enduring quality of an individual. The ‘Trait approach’ seeks to determine what makes a successful leader from the leader own personal characteristics. Trait approach leadership method involves selecting leaders of eminence and studying their characteristics. The various trait theories have suggested the following traits in a successful leader.
• 13.
  Leadership Traits •Physical and constitutional factors • Intelligence • Self-confidence • Sociability • Will • Dominance • Surgency
• 14.
  The traits canbe classified into TWO Types Innate qualities • Physical features • Intelligence Acquirable qualities • Emotional Stability • Human Relations • Empathy • Objectivity • Motivating Skills • Technical skills • Communicative Skills • Social Skills
• 15.
  This approach emphasizesthat strong leadership is the result of effective role behaviour. Leadership is shown by a persons' acts more than by his traits. A leader uses three skills, they are a) Technical Skills : It refers to a person’s knowledge and proficiency in any type of process/technique. b) Human Skills : It is the ability to interact effectively with people and to build team work. c) Conceptual Skills: It deals with the ideas and enable a manager to deal successfully with abstractions, to set up model and devise plans. Demerits : this approach suffers from one weakness that a particular behaviour at a time may be effective, while at other times it may not be effective.
• 16.
  This theory saysthat the managers choose leadership styles based on leadership situations. They must be able to apply the leadership style to the various situations where they can take control and influence the people. Managers adjust their decision making, orientation and motivational approaches based upon a unique combination of factors in their situations: characteristics of employees, types of work, organizational structure, personal preferences and upper level management’s influences.
• 17.
  It is alsoknown as transactional theories. It follows a system of reward and punishment for the work performed by subordinates. If people are successful, they are rewarded with bonuses, prizes, etc. Many businesses use this type of leadership. It is known as transformational theories. This theory is based on a relationship between the leader and the follower. The leader wants to motivate everyone to work for the group, not just for themselves.
• 18.
  It is anestablished practice for managers to spend a lot of time talking to employees about everyday matters. The quality of relationships developed with subordinates is also an important factor on which a manager is evaluated. All employees from the top executives to the newly hired workers, wear the same white uniforms bearing the company’s insignia. All employees are referred to as “associates” and there are no special privileges such as private offices, separate dining facilities and washrooms, reserved parking spaces and private secretaries.
• 19.
  Third, Japanese organizationstypically share a lot of information with employees at all levels. Management keeps workers informed about the company’s plan and goals. Fourth, Japanese leadership practice relates to the participation in decision-making. The widely-heralded approach called ringi.It has been estimated that roughly 15 percent of all Japanese workers participate in quality circles. The key ingredients of Japanese management practices are their emphasis on completing projects in time, their obsession with quality, discipline at work, continuous performance-focussed training, teamwork, uniforms and canteens commitment to suggestions schemes, quality circles and so on.
• 20.
  What are yoursuggestions to motivate employees particularly those employed in difficult task(such as employee involved in production functions, in Defence armed force etc.? What makes leadership more effective and why?
• 21.
  The challenge ofleadership : is to be strong, but not be rude; Be kind, but not weak; Be bold, but not bully; Be thoughtful, but not lazy; Be humble but not timid; Be proud, but not arrogant; Be humorous, but without folly;