Unit 7 Leadership.pptx

7/27/2019 Unit 7 Leadership.pptx

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Unit 7 : Leadership


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Leadership :

the relationship in which one person (the leader)influences others to work together willingly on

related tasks to attain goals desired by the

leader and / or group .

-Terry andFranklin

Importance of Leadership :

- Commits followers to organisational goal as well

as pools needed resources

- Raises the level of human conduct and ethical

aspirations ;


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Conceptual Framework of Leadership

Leader Traits/ Managerial Behaviour/

Desired End ResultsCharacteristics Roles

-Need for achievement - Interpersonal roles -Unit

Performance

- Need for power - Information roles -profitability

- Cognitive ability - decisional roles - goal

attainment

- Interpersonal skills - job satisfaction

- self-confidence -learningorganisation

- Ethics

Situational Variables

Individual LevelOrganisational Level


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Skills of a Leader :

1.Personality : extrovert , sociable ;

2. Positive selfbeliefs ;

3. Drive to pursue goals ;

4. Integrity : truthful and capable of translating words

into deeds ;5. Capable of motivating others ;

6. Knowledge ;

7. Cognitive and practical ability : capable ofprocessing information and solving problems;


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Comparison between Leadership and Managership

Leadership Managership

Process of influencing for the

purpose of achieving shared goals

Authority to carry out planning ,

organising , coordinating ,directing

and controlling the activities of other

;

Leaders Managers

Innovate Administer

Inspire Control

Long term view Short- term view

Ask what and why Ask how and when

Originate initiate

Challenges the status quo Accept the status quo

Do the right things Do things right


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Leadership Styles :

The behaviour exhibited by the leader while

influencing the behaviour of followers.

Leadership Styles

Amount of emphasis leadersEntrepren-

authority on task or assumption

neurial

retained by people about people

style

leader


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1.Amount of Authority retained by the Leader :

Behavioural theory : Ohio State University Studies

Objective :

- To identify major dimensions of leadership ;

- Investigate the effect of leader behaviour on employee

performance and satisfaction ;

High

Human Relations Democratic

Consideration

Behaviour Laissez-faire Autocratic- Low

- Low High

- Initiating Structure Behaviour


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1. Initiating Structure :

leader behaviour that defines and organises the group

tasks ;

assigns task to employees ;

Supervises their activities ;

2. Consideration :Characterised by friendliness , respect , support , openness

and concern for the welfare of employees;


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Managerial Grid :

- Blake and Mouton ;

-five styles of leadership based on people and task

orientation ;

1. (9,1 ) task management : leader is primarily concerned

with production and has little concern for people ;

2. (1,9) Country Club Management : primarily concerned

with people ;

3. (5,5) Middle of the road management : leader represents

a moderate concern for both ;

4. (9,9) Team Management : demonstrates high concern

for both production and people ;

5. (1,1) Impoverished Management :minimum concern for

people and production ;


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High 9

Concernfor

People

5

Low 1

1 59

Low Concern for ResultsHigh

1,9

(Country

club

mgt.)

9,9

(team

mgt)

5,5 ( Middle of

the road

mgt.)

1,1(impoveri

shed

mgt.)

9,1(task

mgt.)


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Power

Power is the ability to influence people and

events

Sources of Power in the Organisation

Interpersonal Sources StructuralSources

- Number of people - Knowledge

- Reward Power - Resources

- Coercive -decision

making

- Legitimate

- Expert


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Characteristics important for effective use of Power

:

1. Understanding for both interpersonal and

structural sources of power and effective

methods to use them ;

2. Understanding for nature of exchange processunderlying influencing strategies;

3. Aware of desirable and undesirable behaviour in

acquiring and using power ;

4. Seek positions that allow the development andusage of power ;

5. Use maturity and self-control in applying their

power .


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Power Tactics :

Are used by individuals on their own , withingroups (intra-groups) , and between groups

(intergroup) in order to influence people andevents.

Power Tactics

Individual and intra-group Intergroup

- assertiveness - uncertaintyabsorption

- friendliness -

substitutability- Rationality - Integrative

- Sanctions - Importance

- Higher authority

- Bargaining


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Use of Power Tactics

When Managers When

Managers

influenced superiors influenced

subordinates

Most Popular Reason

Reason

Coalition

Assertiveness

Friendliness Friendliness

Bargaining Coalition

Assertiveness Bargaining

Higher authority Higher authority

Least Popular sanctions


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Politics :

refers to the ways people gain and use power in

organisations

Types of Political Activities

Selectively distributing Information

Attacking / blaming others Using experts

Managing Impressions Types of Controlling

information Organisational

channels

PoliticsControlling Agenda Game Playing

Association with line executives Forming Coalitions

Increasing

indispensability


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Political Strategies for attaining Power in

Organisation :

- Promoting limited communication;

- Exhibiting confidence ;

- Stimulating competition among ambitious

subordinates ;- Neutralising potential opposition ;

- Making strategic replacements;

- Using research data to support ones own point

of view ;

- Restricting communication about real intention ;

Documents

Unit 7 Leadership.pptx