03 LEADERSHIP Sayed Gheyasuddin “SAADAT” sayedbba@gmail. com
Leadership is about: o Motivating. o Inspiring. o Taking people to greater heights. o Working with participants on the how? and helping them figure out the what? and why? o Encouraging them to push themselves to achieve the highest possible performance. o Enabling, not telling. o Walk the talk.
Leadership • A leader is one who knows the way, … goes the way and shows the way… • Leadership is inspiring others to follow your vision/direction/dream. In business, this means getting people aligned and moving in one direction – the direction that makes the business fly. • “A leader is a person who has the ability to get other people to do… what they don’t want to do… and like it” – Harry Truman
What’s Leadership • Process of influencing others to achieve organisational goals. 5
Parts of Organization • The Hard Part • The Soft Part: • • • Processes, Procedures, Measurements, Structures, Tools, etc. Management (Control) The ideas, Fears, Excitement, Resistance, Attitudes, etc. Leadership (Non-control)
How leaders influence others ? • Power: Is the ability to affect people’s behavior.
How leaders influence others ? Sources of leadership power: • Legitimate power: Power stemming from a position’s placement in the managerial hierarchy and the authority rested in a position. • Reward power: Power based on the capacity to provide valued rewards to others. • Coercive power: Power based on the ability to punish others. 8
How leaders influence others Sources of leadership power: • Expert power: Power based on the possession of expertise valued by others. • Information power: Power based on access and control over the distribution of information. • Referent power: Power resulting from being liked, admired or identified with. 9
Sources of leadership power 10
Summary • As can be seen each of the powers is created by the followers belief, if the follower does not hold the requisite belief then the leader is not able to influence them. • Reward power needs follower to believe leader will reward them. • Coercive power needs follower to believe leader will punish them. • Legitimate power needs follower to believe leader has right to instruct them. • Referent power need follower to believe leader has desirable qualities. • Expert power need follower to believe leader is an expert.
Effective use of leader power Power types are influential and they produce different levels of subordinate motivation. Subordinates may react to a direction with: Coercion = Resistance Legitimate Information Reward = Compliance Referent Expert = Commitment 12
Empowerment • Leaders empower their subordinates and during that process the subordinates assume leadership responsibilities authority, such as the right to enforce quality standards and schedule activities. • Empowered subordinates are given the power to make decisions which leaders or supervisors did before.
Empowerment aids leadership in several ways: • Increased managerial ability to get things done with support and help from subordinates who have special work knowledge. • Increased worker involvement, motivation and commitment, as they work toward organizational goals. • Increased opportunity for manager to concentrate on significant issues and less time spent on daily supervision. Ineffective managers try to keep control over decision making and force agreement from subordinates.
Leadership Grid Model
Understanding the Model The Leadership Grid is based on two behavioural dimensions: • Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. • Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for people’, Blake and Mouton defined the following five leadership styles:
Impoverished • Impoverished Leader (low task, low relationship) A leader who uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process. Minimum effort to get the work done. A basically lazy approach that avoids as much work as possible.
Impoverished Continued… • This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.
Country Club • This style of leader (low task, high relationship) is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control.
Authoritarian • Authoritarian Leader (high task, low relationship) People who get this rating are very much task oriented and are hard on their workers (autocratic). • There is little or no allowance for cooperation or collaboration. • Heavily task oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it.
Authoritarian • Leaders in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. • This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.
Team Leader • These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.
Middle of the road manager • This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.
Types of leadership • • • Autocratic Leadership Democratic Leadership Servant Leadership Charismatic Leadership Transformational Leadership
Autocratic Leadership • One person has control over all of the workers or followers (Centralization) • The leader is in complete control and no one is permitted to make any suggestions or offer any opinions, no matter how it may benefit the group. • The autocratic leader gives instructions and expects obedience, centralized decision making and leads by the ability to withhold or give rewards and punishment.
Autocratic Leadership
Democratic Leadership • Based on Empowerment (Decentralization) • One where we see everyone getting and equal vote both the leader and the followers • Democratic leaders allow leaders and follower to participate in the decision making process. • The democratic leadership style consults with subordinates and encourages their participation.
Democratic Leadership
Supportive or Servant Leadership • The servant leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. • The conscious choice brings one to aspire to lead. • Servant leadership focuses on other’s needs.
Charismatic Leadership • Charismatic leaders have a combination of charm and personal magnetism that contribute to a remarkable ability to get other people to endorse to their vision and promote it passionately. • Charisma has been defined various ways: • Charisma is a Greek word meaning “divinely inspired gift”. • In leadership, charisma is a special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others.
Charismatic Leadership
Transformational • The Leadership style focuses on how the leader defines the future for followers and move them toward it.
Transformational leadership Transformational leaders Leaders who motivate individuals to perform beyond normal expectations by inspiring subordinates to focus on broader missions transcending their own selfinterests. 33
Transformational leadership Motivate others Vision beyond self-interest Seek intrinsic higher level goals Key characteristics of transformational leaders Seek performance beyond expectations Have charisma 34
Leadership vs. Management • Managers do the things right while leaders do the right things. • Managers solve the problems while leaders motivate the followers. • Managers set the mission while leaders set the vision • Managers follow the road while leaders make the road.
The manager… The leader… • The manager administers; the leaders innovates. • The manager focuses on systems & structures; the leader focuses on people. • The manager relies on control; the leader inspires trust. • The manager has a short-range view; the leader has a long-range view. • The manager imitates; the leader originates. • The manager accepts the status quo; the leader challenges it.
Manager Vs. Leader • A manager creates fear, a leader confidence. • A manager fixes blame, a leader corrects mistakes. • A manager makes work boring, a leader makes it interesting. • A manager knows all, a leader asks questions. • A manager is interested in himself or herself, a leader is interested in the group.
How to be a good leader? • “The challenge of leadership is to: – be strong, but not rude; – be kind, but not weak; – be bold, but not bully (frightened) – be thoughtful, but not lazy; – be humble, but not timid; (shy nervous) – be proud, but not arrogant; – have humor, but without folly (foolishness, silliness)”. Jim Rohn
Questions
Thank You
Скачать презентацию 03 LEADERSHIP Sayed Gheyasuddin SAADAT sayedbba gmail com
Leadership & Power - Chap# 03(2).pptx