Leadership Ppt 34

8/2/2019 Leadership Ppt 34

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PROJECT OF INTERNSHIP INTITAN INDUSTRY


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Titan Industries

Ltd. Titan Industries Ltd. set up in 1987 Joint venture of the Tata Group and TIDCO

1st factory at Hosur

Financial and technical collaboration with

Ebauches, France 1988: Estd. a component manufacturing

facility

1990: Estd. a case manufacturing plant

1992: Integrated backwards to manufacture

step motors Annually markets over 7 million watches

6th largest globally in the category ofmanufacturer brands


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Titan Industries Ltd. Brand

Insignia Made with high-grade anti-allergenic steel, scratch-resistant

sapphire crystal and special hard gold plating

Psi2000, Technology Sports & Multi-functional watches

Regalia, Royale Magic in gold and unique futuristic material

Classique Elegant corporate wear

Spectra Combines the sturdiness of steel with the richness of gold

Exacta The Everyday Watch

Raga Exclusive watches for women

Fastrack Contemporary styles for the young

Dash! For young boys and girls

Bandhan

Watches for him and her


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TITAN

Watch

GoldplusZoyaTanshiq

Eye wearJewelery


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TRAINING AND DEVELOPMENTPROCESS IN TITAN


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Titan Industries LimitedLearning & Development - Hosur

Training Need Analysis

Individual Need

PMSDepartment need

Business Need

Organization Need

TNA FormatFaculty Identification

Design

Content

Approval

Execution

Mid Course Correction Feedback

Participant List

Feedback Consolidation

F/B Sharing & Action Plan

Training Effectiveness

Business Impact

Payment ProcessCheck

List

Forms used

Supporting Document

Supporting activities

Training

Advisory Committee


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LEADERSHIP

Presented by:UDAY JAT


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Definition

Leadership is defined as the ability

to influencing people or a grouptowards the achievement of a

vision or set of goals.


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Leadership

LEADERSHIPLeader-Follower

Influence

Change People

Organizational Objectives

LEVELS of LEADERSHIP:Individual (Dyadic) Group Organization

Org. Perf = f(Group; Individual)Grp. Perf = f(Individual)

Effective leadership Robert N.Lussier


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THEORIES OF LEADERSHIP


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TRAIT THEORY

Trait theory of leadership

differentiate leader to nonleader by

focusing on personal quality and

characteristics.


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Also called Great Man (Person) Approach: Tries to figure out

common attributes (traits) effective leaders have had

Focuses on: Physical ability work related and social

characteristics

Born as a leader or nonleader


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But all said and doneHuman beings are most dynamic machine

No readymade tool to accurately determine the kind of person anindividual is


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Behavioral Theory of Leadership

Focuses on what leader says and does

One best leadership style for all situations

What determines the behavior of a person?

Behavior is influenced by Traits to a great extent but Behavior iseasier to learn/change than traits

Major models in Behavioral Theory:

University of Iowa: Autocratic Democratic

University of Michigan: Job centered Employee centered

Ohio State University: Initiating structure Consideration behavior

Leadership Grid: Concern for people Concern for production


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University of Iowa Leadership Styles

Leadership Style = F (Traits, Skills, Behaviors)

Indentified to leadership styles:

Autocratic L S: Make decisionCommunicate it to

employeesClosely supervise

Democratic L S: Encourage participation in decisionWork with

employee to determine what needs to be doneDont closely

supervise

The above two are opposite ends of continuum


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University of Michigan Studies

Didnt focus on styles of leadership

Rather, tried to determine behavior of effective leaders

Following were the aims:

Classify leaders as effective and ineffective

Determine reasons for effectiveness

Identified two styles:Job Centered& Employee Centered

Job Centered: (Goal emphasis & Work facilitation)

Extent to which leader takes charge to get job done

Employee Centered: (Supportive leadership & Interaction facilitation)

Extent to which leader is sensitive to subordinates


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Ohio State University Worked on determine various leadership style

Developed a Leadership Behavior Description Questionnaire

An indicator for leaders given by followers

Two different parameters used: Initiating Structure & Consideration

Initiating Structure = Job-centered (focuses on getting task done)

Consideration Behavior = Employee-centered (focuses on meeting peoples need and

developing relationships)

Although there is no one best leadership style in all situations, employees are more satisfied with a

leader who is high in consideration

Low---------------------INITIATING STRUCTURE----------------------High

High|

CONSIDERATION|Low

Two way communication Share decision making

One way communication Managers make decisions


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Leadership Grid Based on 2 dimensions: Concern for Production and Concern for

People

CON

CERN-PE

OPLE

1 CONCERN for PRODUCTION 9Low Hi h

Low

High 1,9Country Club

1,1 9,1

9,9

5,5

Impoverished

Team Leader

Middle of the Road

Authority-Compliance


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CONTINGENCY THEORY OF

LEADERSHIP

b k f l h i i f


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Drawbacks of early theories & Rise of

Contingency Leadership ParadigmFocused on the quality of an individual

Equated Organizational Effectiveness to Managerial Effectiveness

Tried to standardize a very dynamic thing: BEHAVIOR

=======================================================

Tried to find 1 Best Leadership Style for all situations

By late 60s it became clear that

Different situations need different leadership styles

The rise of Contingency Leadership Paradigm

Attempts to explain appropriate leadership styles based on 3 things:

Leader Follower - Situation

It Depends

Effective leadership Robert N.Lussier


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Contingency Framework and

Variablesfollower Leader Situations

Capacity

motivation

Personality

Traits

Behavior

Experience

Task

Structure

Environment

d i dl Sit ti l d hi


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Fred Fiedlers Situational Leadership

Theory Proposed that leadership style is a reflection of PERSONALITY and

BEHAVIOR

Leadership styles are constant

They dont change styles rather they change situations

Used to determine if a persons leadership style is task or relationship

oriented, and if the situation (leader-member relationship, task structure,

and position power) matchesthe leaders style to maximize performance

Whats unique about Fiedlers theory?

Situational FavorablenessFOLLOWERS LEADER SITUATIONLeader-member relations

LEADERSHIP STYLESTask

Relationship

Leader-member relationTask structurePosition power


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Situational Favorableness

Leadership Situation Effectiveness Leader-member relations

Task Structure

Position Power

SITUATION

S

1. Leader-

member relations

2. Task

structure

3. PositionPower

Victorstudy.com(http://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htm)
http://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htmhttp://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htmhttp://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htmhttp://www.vectorstudy.com/management_theories/fiedlers_contingency_model.htm


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Fiedlers Contingency Model

GOOD

POOR

REPETITIVE

NON-

REPETITIVE

REPETITIVE

NON-REPETITIVE

STRONG

WEAK

STRONG

WEAK

STRONG

WEAK

STRONG

WEAK

1. TASK

2. TASK

3. TASK

4.RELATIONSHIP

5.RELATIONSHIP

6.RELATIONSHIP

7.RELATIONSHIP

8. TASK

start


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Transactional leadership

theory Transactional leadership involves motivating and directing

followers primarily through appealing to their own self-interest.

The power of transactional leaders comes from their formal

authority and responsibility in the organization. The main goal

of the follower is to obey the instructions of the leader

The leader believes in motivating through a system of rewards

and punishment. If a subordinate does what is desired, a

reward will follow, and if he does not go as per the wishes of the

leader, a punishment will follow. Here, the exchange between

leader and follower takes place to achieve routine performance

oals


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Exchanges involve four dimensions

Contingent reward

Active management by exception

Passive management by exception

Laissez-faire

Chrmglobal.com


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Assumptions of Transactional Theory

Employees are motivated by reward and punishment

The subordinates have to obey the orders of the superior

The subordinates are not self-motivated

They have to be closely monitored and controlled to get the

work done from them


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Transformational leadership

Transformational leadership theory is about leadership that

creates positive change in the followers whereby they take care of

each other's interests and act in the interests of the group as a

whole. In this leadership style, the leader enhances the motivation,

moral and performance of his follower group.

According to MacGregor - transformational leadership is all

about values and meaning, and a purpose that transcends

short-term goals and focuses on higher order needs.

Chrmglobal.com


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At times of organisational change, and big step change, people

do feel insecure, anxious and low in energy - so in these

situations and especially in these difficult times, enthusiasm

and energy are infectious and inspiring

The transformational approach also depends on winning the

trust of people - which is made possible by the unconscious

assumption that they too will be changed or transformed in

some way by following the leader


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The four components of the transformational

leadership style are:

Idealized influence (charisma):

- follower admiration & respect,

- risk sharing

- consideration for follower needs

- ethical & moral conduct (trust)

Inspirational motivation

- meaning & challenge to work


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Intellectual stimulation

- creative problem solving

individualized consideration

- listening, praising


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Differences between transactional

and transformational leadership

Transactional Transformational

Leadership is responsive Leadership is proactive

Works within the organizationalculture

Work to change the organizationalculture by implementing new

ideasTransactional leaders makeemployees achieve organizationalobjectives through rewards andpunishment

Transformational leaders motivateand empower employees toachieve companys objectives by

appealing to higher ideals and

moral valuesMotivates followers by appealingto their own self-interest

Motivates followers byencouraging them to transcendtheir own interests for those of thegroup or unit


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Seven habit of highly effective people

Private victory

Be proactive

Begin with end in mind

Put first thing first

Public victory

Winwin situation

Seek first to understand, then to be understood

Synergize

Sharpen the show

Seven habit of highly effective people(Stephen R Covey)


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LEADERSHIP DEVELOPMENTTOOLS


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The leadership development tools largely

focus on strengthening leadership capabilities

at all levels, and include self-assessments and

skill-building exercises designed to increase

managers' self-awareness and self-confidence.


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Myers Briggs type indicator

Extroverting (E) versus Introverting (I)

Sensing (S) versus intuiting (N)

Thinking (T) versus Feeling (F)

Judging (J) versus Perceiving (P)


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BIG FIVE PERSONALITY INDICATORS

Surgency

Agreeableness

Conscientiousness

Neuroticism

Openness to Experience


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The fundamental interpersonal relationshipOrientation- behaviour* (FIRO - B):

Inclusion (I)

Control (C)

Affection (A)


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The FIRO-B measures a persons need for:

Expressed Behaviour (E)

Wanted Behaviour (W)


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Johari window


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Thomas-Kilmann Conflict Mode Instrument

(TKI)


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Type of conflict handling style

Competing

Avoiding

Compromising

Collaborating

Accommodating


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Emotional intelligence

Self awareness

Self management

Social awareness

Social management


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360 DEGREE FEEDBACK SYSTEM


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360 degree feedback system

360 degree feedback system is a management

feedback system or process in which an individual

can take feedback from his surrounding people (self,superior, subordinate, peers, internal customer and

external customer) for getting realistic picture of

oneself.


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Why 360 degree feedback system

When done properly, 360 is highly effective as a

development tool. The feedback process gives

people an opportunity to provide anonymousfeedback to a co-worker that they might otherwise be

uncomfortable giving.

Allow learner to get high quality feedback about their

skill, behavior and performance


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Continue

Managers and leaders within organizations use 360

feedback surveys to get a better understanding of

their strengths and weaknesses. The 360 feedbacksystem automatically tabulates the results and

presents them in a format that helps the feedback

recipient create a development plan


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Anonymity

Individual responses are always combined with

responses from other people in the same ratter

category (e.g. peer, direct report) in order to preserveanonymity and to give the employee a clear picture

of his/her greatest overall strengths and

weaknesses. Which he can improve and use his

strengths in a better way


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Scope in titan industry

Employee must be at an L6 manager level or above

to be able to participate in the 360 degree feedback

process and also must have completed at least 1year service with the organization

Wh t 360 F db k S


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What a 360 Feedback SurveyMeasures

360 feedback measures behaviours and competencies

360 assessments provide feedback on how others

perceive an employee

360 feedback addresses skills such as listening,

planning, and goal-setting

A 360 evaluation focuses on subjective areas such as

teamwork, character, and leadership effectiveness


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Best practices for an effective 360

degree feedback system1. Clarify the purpose for every member of the

organization

2. Clarify rater anonymity, accountability, and selection

3. Prepare participants

4. Review and interpret feedback results

5. Develop an action plan

6. Followup


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Perception matters!

perceptions are real because their consequences

are real

we are viewed

not by what we are, but by how people perceive

us to be

not by what we say, but by what people hear

not by what


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Tips for giving feedback

Feedback is a powerful tool when used correctly, so

we have to trying give feedback in a effective

manner.

Before give your feedback ensure that you are in the

right frame of mind i.e no anxiety, fear, tension and

anger etc. Dont fall victim to the recency, hallo or horn effect


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Continue

Rating must be based on certain observation,

repeated and consistent behavior

Remind some incident while giving feedback

Take time if it require

Instructions for provide feedback


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Instructions for provide feedback

First, identify the person who is asking you to provide

360 degree feedback

You may decline the request if you do not feel

comfortable providing feedback. This is to be

expected

Determine the start and end dates of the 360 degreefeedback process. You will want plenty of time to

think about the person and the feedback you want to


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Continue

Answer each 360 degree question based on your

experience with the person over the past 12 months.

Evaluating a person over the past 12 months should

provide plenty of examples that you can reference.

provide sufficient data to support your written

response. Do not leave any question unanswered. provide. Schedule time on your calendar to go

through this 360 degree feedback process


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......

- Train everyone on the process - from top managers

to subordinates. Explain how it is going to help, and

develop key skills that will increase the effectivenessof the system.

- Constantly review how the program is going and

make the necessary adjustment according to the

specifics of your organization


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Tips for receiving feedback

Listen to the feedback rather than reacting, rejecting or

disputing it.

Clarify if necessary Sound out others - they may see things differently, but

remember that others perceptionsare, in this context,

important dataabout you

Ask for the feedback youneed, which is not always

volunteered. If it is not specific or very helpful, say so


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.....

Decide how you will use the feedback - dont

waste it, others have spent their time and energy

trying to help you

Thank people for their feedback - it is often a good

idea to share with them what you have drawn from

the experience and what changes you intend to take


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Why 360 degree feedback system

Multiple perspective

Customer Input

Confidentiality

Credible Feedback

Training Needs

H C 360 D


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How to Create 360 DegreeFeedback Survey

Planning

Piloting

Implementation

feedback

Review


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Planning

Establishing the purpose

Establishing the process

Establishing resources


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Implementation

The most critical part of the implementation process is ensuring

that everybody involved in the process is clear about what it

involves and their specific role

It is also necessary to consider, ideally prior to implementation,

the resource implications of providing feedback. Setting out a

timetable monitoring questionnaire completion and provision for

feedback can help ensure that realistic timescales are set at the

beginning of the programme


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feedback

Effective feedback is the springboard for subsequent

development and is integral to the success of the

process, so for it we have to plan before takingfeedback

How will the feedback be communicated?

When will the feedback be communicated?


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Review

Reviewing the success of the programme is a widely

overlooked part of the implementation process. Too

often, organisations assume that by introducing aprocess it will automatically by a success. The key

question, is whether the 360 degree feedback met its

original purpose. If the original purpose was toimprove performance, have relevant development

needs been identified?


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Benefits of 360 degree feedback

system

To the individual:

Perception is reality and this process helps

individuals to understand how others perceive them

Uncover blind spots

Feedback is essential for learning

Individuals can better manage their ownperformance and careers

Quantifiable data on soft skills


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To the team

Increases communication between team members

higher levels of trust and better communication as

individuals identify the causes of breakdowns Better team environment as people discover how to

treat others how they want to be treated

Supports teamwork by involving team members inthe development process

Increased team effectiveness


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Recommendation

Ask relevant question to a particular type of rater

Increase the number of rater

Should use it in your organization training need

identification program also

Before giving feedback train all the rater and assesses

also


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Thank

you

Documents

Leadership Ppt 34