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8/6/2019 Leadership Development_13 March
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Learning Plan
1. Share Objective
2.Managing vs Leading
3.What is Leadership
4. Group Exercise
5. Leadership Styles(LS)
6. People Development Levels (PDL)
7.Matching of LS with PDL
8. Group Exercise 4 mini case studies
9. Feedback2
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OBJECTIVE
To develop a framework for us to getour team members to perform at their
full potential to achieve our desiredgoals, by sharing our experiences andrelating it to concepts that we will
develop during the session based on ourexisting knowledge and understanding.
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Management vs LeadershipManagers & Leaders are they different? Abraham Zalesnik, HarvardBusiness Review Mar Apr 1992What Leaders Really Do? John P Kotter, Harvard Business Review May Jun 1990.Management is planning, organizing, staffing,directing, integrating, and controlling ofresources. Resources available are time, money,material, and people; each of these can beplanned, organized, staffed, directed, integrated,and controlled.Only people, can be led. Leadership is a specialapplication of management.Leadership is a unique control behaviour that isdirected to the management of human resourcesfor keeping them constantly energized to achieve4
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Why Leadership?
History of mankind acknowledges the
importance of LeadershipLarge successes and failures are
attributed to Leadership
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What do leaders really do
and how do they do it?
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What is Leadership?
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Its not a position
Its a processAn influencing process
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The focus had shifted from studyingindividual traits to studying the actual
behaviour in leadership situations in agroup and
how people use task or relationship
leadership style in work situations.
leadership study has shifted fromstudying the leader as a person to
studying his/her behaviour in a group.
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Group Exercise (Time 5 min)
Name one or two persons who
influenced your life the most and
how did they influence you?
Each group leader will make a 2minute presentation. Group memberscan assist the leader.
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Leadership has hardly been defined.It has, largely, been characterized, at best.
We probably know what it does, than what it is.
After more than 10,000 studies and surveys
the concept is still very elusive.
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Is there one best way to lead?
Probably not;the fact that there are so many models andmethods being suggested and identified itselfsuggests that.
The whole issue of managing and leadership isbased on the key equation:
Behaviour = f ( Leader, Follower, Situation)
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Leadership Style
Way you supervise or work with
someone
How you behave when you are trying
to influence behavior of others
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Task Behaviour
More of one way communication
Role of follower is tightly defined
Output by follower is dictated by
Supervisor
Supervisor mandates what & how the job
is to be done
Decision making by supervisor
Structure, Control, Supervision 14
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Relationship Behaviour
Lots of two way communication
Provides support & encouragement
Facilitates interaction
Encourages follower involvement
Builds a personal relationship with followers
Praise, Listen, Facilitate15
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LEADERSHIP STYLES
S 1
S 2S 3
S 4
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Directing (S1)
High Task - Low Relationship
Identifies Problem
Defines Goals & Roles
Controls Decision Making
Gives Specific Instructions
Engages In Mostly One Way
Communication
Closely Supervises Work
H TL R
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Influencing/
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Influencing/Coaching (S2)
High Task - High Relationship
Identifies Problems & Defines Goals /
Roles
Explains Decisions & Solicits Ideas
Increases two Way Communication
Involves Team Members
H T
H R
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Collaborating/
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Collaborating/Supporting (S3)
Low Task - High Relationship
Involves followers in problem
identification & role/goal setting
Joint decision making
Supports on request
Little supervision
L T
H R
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Delegating (S4)
Low Task - Low Relationship
Collaborative Problem Identification
Asks Follower to Set Goals / Roles
Decision Making By Follower
Periodically Reviews With Follower
L T
L R
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Leadership Styles
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Leadership Styles
TASK BEHAVIOR (Structure, Control, Supervise)
RELAT
IONS
HIP
BEH
AVIOR
(Praise
,Lis
ten
,Facilitate)
S1 (Directing)
Providing specific
Instructions
Closely supervising Task
Accomplishment
S2 (Influencing)Directing & closely supervising
Task Accomplishment
Explaining Decisions, Soliciting
Suggestions and Supporting
Progress
S3 (Collaborating)Facilitating & Supporting
efforts towards Task
Accomplishment.
Sharing responsibility for
Decision making
S4 (Delegating)
Turning over responsibility for
Problem Solving and
Decision Making to Team
Member/ Staff
T M b M t it L l
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Team Member Maturity Level
D 1 MotivationD 4
Enthusiastic High WillingBeginner
Contributors
Low Skill High Skill
High Motivation High Motivation
Some Skill High Skill
Low Motivation Variable Motivation
Disillusioned ReluctantLearner Contributors
D 2 LowD 3
Low HighSk
ill
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People Maturity Level
Development Level = f (Competence, Commitment)
Competence = f (K, S, Exp,)Commitment = f (Confidence, Motivation)
D4D4 D3D3 D2D2 D1D1
Low Competence
High Commitment
Some Competence
Low Commitment
High CompetenceVariable
Commitment
High Competence
High Commitment
HIGHHIGH MODERATE LOWMODERATE LOW
Leadership Style match with People Development
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Level
TASK BEHAVIOR (Structure, Control, Supervise)
RELAT
IONSHIP
BEH
AVIOR
(Praise
,Listen
,Facilitate)
S1 (Directing)Quick Decisions are required;
Stakes are High; Job Holder has low
experience for Job/ Task; New to
Company/ Role
ENTHUSIASTIC BEGINNERSENTHUSIASTIC BEGINNERS
D 1D 1
S2 (Influencing)
Drop in Commitment- Initial
Disillusionment, perhaps no
encouragement \ Need direction andSupport
DISILLUSIONED LEARNERSDISILLUSIONED LEARNERS
D 2D 2
S3 (Collaborating)
Experienced and Competent
Needs Recognition
RELUCTANT CONTRIBUTORSRELUCTANT CONTRIBUTORS
D 3D 3
S4 (Delegating)Peak performers; Competent
and Committed; Dont need
much praise and supervision
WILLING CONTRIBUTORSWILLING CONTRIBUTORS
D4D4
Maturity of Team Members
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Maturity of Team Members
Maturity is a function of Competence &
Commitment
Competence : Knowledge & Skills Commitment : Motivation & Confidence Maturity is specific to an individual
Maturity is specific to a task
Maturity of an individual even on the same
task is not constant 25
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Mini Case Studies
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Identify the Development Level of the group.Are they,
Low on Competence and High on Commitment?
Low on Competence and Low on Commitment?
High on Competence and Low on Commitment?
High on Competence and High on Commitment?
Mini Case Studies
Step 1
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Mi i C St di
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Mini Case Studies
Step 2
After identifying the Development Level of the group, choose themost appropriate Leadership Style to match the needs of the
group.
Group Leadership Style
Low on Competency & High on Task &High on Commitment Low on Relationship Directing
Low on Competency & High on Task &
Low on Commitment High on Relationship Influencing
High on Competency & Low on Task &
Low on Commitment High on Relationship Collaboration
High on Competency & Low on Task &
High on Commitment Low on Relationship Delegation28
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Scenario 1
Your department has been performing poorlyfinancially, and several key managers have left totake up positions in other companies. Because youare the most experienced manager, your companychairman has asked you to chair a committee todevelop and implement a plan for cutting costs. Sincemost key managers are already gone, all yourcommittee members are relatively new and low-ranking employees. Youve asked committee membersto contribute ideas, but they make vague suggestionsand avoid making decisions.
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Scenario 2
Your group has consistently won awards for highquality and on time performance. Several of thebest and most talented employees in theorganization are in your group. Recently, you
introduced some new procedures, and you havenoticed that performance is slipping andabsenteeism is creeping up. You are still doing okay,but you are no longer at the very top of the
company rankings.
Scenario 3
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Scenario 3
You have been given a group of brilliant,
young science and liberal arts students thetop graduates of leading universities fromaround the world. Its your job to create a
new computer and video based sciencecurriculum for high schools. Not only willstudents be able to read any topic they wish,they will also be able to see animated
demonstrations and video displayssimultaneously.
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Scenario 4
Your design entry to replace the town hall buildingis due in six months. The team you have beenassigned to the job includes some of the bestdesigners in the world, and they have always comethrough before. But its getting late, and theresnothing on paper yet. They talk about itthemselves. They seem to be thinking about it, butthey never seem to be drawing anything. You arenervous. This building could become a national
landmark, and you want to win the competition verybadly.
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1.Directing: High on Task &Low on Relationship2. Influencing: High on Task &High onRelationship3. Collaboration: Low on Task &High onRelationship4. Delegation: Low on Task &Low on
Recap
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Recap
1. Objective2. Managing vs Leading
3. What is Leadership4. Leadership Styles(LS)
5. People Development Levels (PDL)6. Matching of LS with PDL
Leadership is not the private reserve of a fewcharismatic men and women. It is a process
ordinary managers use when they are bringing
forth the best from themselves and others.
jayaranjan@yahoo.com
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