leadership and conflict ppt

WELCOME…….

LEADERSHIP&

CONFLICT

ASEEM.B, MSc N, MBA(HM),PGDHA

Thiruvananthapuram

ASEEM.B, MSc N, MBA(HM),PGDHA

Assistant Professor, CACEE, Kerala University

Thiruvananthapuram

LEADER……

Our great Leaders

What is leadership?

Leading people

Influencing people

Commanding people

Guiding people

Definition Leadership is a process of influencing other to

attain goals.

(Littlefield)

Leadership is the ability to inspire and influence others to the attainment of goals through formal and informal procedures.

Leadership is the ability to influence the behavior of others towards the achievement of a mutually established goal.

Characteristics of a good leader

• Vision• Passionate• Wise • Compassion• Charismatic• Good communication• Persistant• Integrity• Courageous• Discipline

Leadership traits

• L - listener, lovable• E - energetic, effective• A - alert, assertive• D - determination or diligence• E - empathy, eagerness• R - responsible, realistic• S - self respect, self control• H - honesty, high hopes• I - interest, impartial• P -patience

Leadership traits

• T - tolerance• R - readiness to listen• A - ability to make decisions• I - intelligent• T - trustworthiness• S - sincere

Types of leadership

• Formal leadership : There will be a approved position

• Informal leadership : in this there will be no official or appointed to act but is able to persuade and influence others.

• Congruent leadership : it focuses on a particular individual or close knit group, performing a particular task.

• Transforming leadership : leader to direct his energies outwards rather than inwards.

Styles of leadership

• AUTOCRATIC LEADERSHIP• PARTICIPATIVE OR DEMOCRATIC

STYLE• LAISSEZ FAIRE• TRANSFORMATIONAL LEADERS• BUREAUCRATIC LEADERSHIP

AUTOCRATIC LEADERSHIPI want both of you

Autocratic leadership

• Autocratic leadership : Authoritarian leadership is a classical leadership

• They seeks to have the most authority and control in decision making

• They retain responsibility rather than utilize complete delegation

• It is seen as an old fashioned technique• Consultation with other colleagues in minimal and

decision making becomes a solitary process.

Advantages

• Where the managers ultimately has significant legal and personal responsibility for a project

• it will comfort them and reduce their stress levels• The oversight an autocratic manager exerts over a team

improves their speed and makes them less likely to slack.• Having one leader with heavy involvement in many

areas make sit more likely those problems are spotted in advance and deadlines are met

• When only one person makes decisions with minimal consultation, decisions are made quicker, which will allow the management team to respond quickly.

Disadvantages

• While leading autocratically will enable faster decisions to be made in the short term which will lead to poorer decisions and productivity in the long run.

• Taking as much as responsibility and involvement as possible, an autocratic leader naturally works at their fullest capacity, on long term which can lead to stress and health problem and damage the working relationship with colleagues.

PARTICIPATIVE OR DEMOCRATIC STYLE

• This style involves the leader including one or more employees in the decision making process, determining - what to do and how to do it

• This style promotes the sharing of responsibility, the exercise of delegation of continual consultation.

• Leader shows greater concern for his subordinates

Democratic : Let’s work together to solve this

• The manager seeks consultation on all major issues and decisions

• Manager effectively delegates the task to subordinates and give them the full control and responsibility

• However the leader is the final decision making authority.

• Using this style is not a weakness, rather it is a sign of strength that the employees will respect

• A leader is not expected to know everything – that is why knowledgeable and skillful employees are employed

• The leader welcomes feedback on the results of initiatives and work environment

• Employees are encouraged to develop leadership qualities in them

advantages

• Junior employees are given fair amount of responsibility and are allowed to challenge themselves.

• They are motivated to work and enjoy what they do

• The process of consultation and feedback results in better decision making and more effective operations.

• It reduces interconflict and tensions• The company will experience lower rates of

employee turnover

Disadvantages

• Seeking consultation over every decision can lead to a process very slow

• Many managers simply pretend to follow a democratic leadership style

• Employees are quick to realize when their ideas are not actually valued

Delegative leadership style

• It is also known as free reign or laissez faire.

Laissez faire – the French word means “leave it be” or non interference in the affairs of others.

• Its used to describe the leaders who leave their team members to work on their own

• This can be effective if the leader monitors what is being achieved and communicates this back to the team regularly

• This is effective when every team members are very experienced and skilled self starters

29/06/2014 ASEEM.B, MSc N MBA PGDHA

Laissez faire :You two take care of the problem while I go

• No control and leader gives complete freedom to his subordinates

• Group member performs everything and the manager usually maintains contact with outside persons to bring information and materials.

Disadvantages

• Confusion and chaos• Conflict and indiscipline • Lack of cooperation• Poor performance of work

• A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include

• Using an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for the employee

• Using a participative style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team

• Using a delegative style with a worker who knows more about the job than you. You cannot do everything and the employee needs to take ownership of her job! In addition, this allows you to be at other places, doing other things.

• Using all three: Telling your employees that a procedure is not working correctly and a new one must be established (authoritarian). Asking for their ideas and input on creating a new procedure (participative). Delegating tasks in order to implement the new procedure (laissez faire).

Transformational leadership

• Leader motivates the followers to perform to their full potential over time by influencing a change in perceptions

These leaders use:• Charisma (personal attractiveness that enables you

to influence others)• Provide individualized consideration• Intellectual stimulation to produce greater effort• Effectiveness

Bureaucratic leadership

• It is concerned with ensuring workers follow rules and procedures accurately and consistently

• Leaders expect an employ to display a formal attitude in the work place and between each other

• leaders suffer from “position power”.

Leadership in nursing

LEADERSHIP ROLES

• Advocacy : Helping others to grow and self actualize & creating culture

• Authority : Empowerment of subordinates • Career development : Planned system for career

development, long term coaching• Conflict management : Minimizes conflict, negotiations• Delegation : Delegate task & authority, Willingness to

support & encourage, subordinates in carrying out task• Discipline and Decision making : Individual

differences should be appreciated

Situational theory

• How a manager will perform in a particular situation

• It is the relationship between the task and relationship

Conflict

Conflict

• The process in which one party perceives that its interests are being opposed or negatively affected by another party

• Conflict is a disagreement about something of importance to each person involved.

• Ability to resolve conflict is an important part of change management.

• Conflict is not necessarily bad.

Sources of conflict

• Allocation/availability of resources• Personality differences• Differences in values• Internal/external pressures • Cultural differences• Competition• Differences in goals• Issues of personal/professional control 29/06/2014 ASEEM.B, MSc N MBA PGDHA

Types of Conflict

• Intrapersonal (Conflict within a group or team)

• Interpersonal (Conflict between individuals due to differences in their goals or values)

• Organizational (Conflict that arises across organizations)

29/06/2014 ASEEM.B, MSc N MBA PGDHA

STYLES

Sources of conflict

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Approaches to Conflict Resolution

• Avoiding• Accommodating• Competing• Compromising• Collaborating• Negotiating • Confronting• Open, honest communication• Private, relaxed, comfortable setting for

discussion • Expectation of compliance to results by both

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Roles of Leaders and Managers in Conflict Resolution

• Model conflict resolution behaviors. • Lessen perceptual differences of parties.• Assist parties to identify resolution techniques.• Create environment conducive to conflict

resolution.• If conflict cannot be resolved, minimize or

lessen perceptions of conflicting parties.

29/06/2014 ASEEM.B, MSc N MBA PGDHA

Questions?

29/06/2014 ASEEM.B, MSc N MBA PGDHA