Time is Neutral and Does Not Change

LEADERSHIP Time is neutral and does not change things. With Courage and Initiatives, leaders change things Presented by:

Harsh Diwakirti & Anand

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Leadership is “the behavior of an individual when he is directing the activities of a group toward a shared goal.”

Leadership is “interpersonal influence, exercised in a situation and directed through the communication process ,toward the attainment of specified goal or goals.”

Definition of Leadership.....

ARE LEADERS & MANAGERS

DIFFERENT??

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Here it goes…….

MANAGERS

Professionals.

Manage Organizations.

Calculate risks.

Innovate.

Inspire.

Administrator.

Short term basis.

LEADERS

Create more leaders.

Manage resources.

Open risk.

Creative.

Control.

Initiate.

Long term basis.

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KOTLER DISTINCTION OF MANAGERS & LEADERS

LEADERS MANAGERSThree Basic Tasks.

Deciding whatNeeds to be done.

Creating networksand Relationships.

Setting a direction.Inductively creating a vision & strategies to provide focus for planning.

Aligning people to the vision. Emphasizing communication, credibility & empowerment.

Ensuring people do the job

Motivating people (creating involvement, emphasizing values, building informal networks of relationships)

Planning & Budgeting (deductively producing orderly results)

Organizing & Staffing (structuring jobs & reporting relationships to efficiently implement plans)

Controlling & problem-solving (comparing behavior with plan; taking action to correct deviations)

TYPES OF LEADERSHIP

Formal Leadership

Formal authorities are assigned.

Ensures productive efforts.

Informal Leadership

No formal authorities are assigned.

Interpersonal Charisma.

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Leadership Styles:

Authoritarian Style.

Participative Style.

» Consultative Leaders.

» Consensual Leaders.

» Democratic Leaders.

Free- Rein Style.

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LEADERSHIP BEHAVIOURS

High Relationship

&

Low Task

(Supporting Style)

High Relationship

&

High Task

(Participative Style

Achievement)

Low Relationship

&

Low Task

(Free- Rein Style)

Low Relationship

&

High Task

(Directive Style)

People Emphasis

Task Emphasis

Low

High

Low High

THEORIES OF LEADERSHIP

Managerial Grid Theory.

Goal Path Theory.

MANAGERIAL GRIDTHEORY

By Blake and Mouton

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MANAGERIAL GRID THEORY

5. _______ The more challenging a task is, the more I enjoy it. 

6. _______ I encourage my employees to be creative about their job. 

7. _______ When seeing a complex task through to completion, I ensure that every detail is accounted for. 

8. _______ I find it easy to carry out several complicated tasks at the same time. 

9. _______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action. 

10. _______ When correcting mistakes, I do not worry about jeopardizing relationships. 

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MANAGERIAL GRID THEORY

11. _______ I manage my time very efficiently. 

12. _______ I enjoy explaining the intricacies and details of a complex task or project to my employees. 

13. _______ Breaking large projects into small manageable tasks is second nature to me. 

14. _______ Nothing is more important than building a great team. 

15. _______I enjoy analyzing problems. 

16. _______ I honor other people's boundaries. 

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MANAGERIAL GRID THEORY

Below there is Set of Questions.

Answer them as:

0 or 1 – Never , 2 or 3 – Sometimes, 4 or 5 – Always.

Questions:

1. _______ I encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions. 

2. _______ Nothing is more important than accomplishing a goal or task. 

3. _______ I closely monitor the schedule to ensure a task or project will be completed in time. 

4. _______ I enjoy coaching people on new tasks and procedures. 

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MANAGERIAL GRID THEORY

17.______Counseling my employees to improve their performance or behavior is second nature to me. 

18. _______ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.

Now put your scores in two columns. Column 1: ‘People’ and Column 2: ‘Task’.

For ‘PEOPLE’: Question number – 1,4,6,9,10,12,14,16,17.

‘TASK’: Question number – 2,3,5,7,8,11,13,15,18.

Add the Scores and then multiply it by 0.2.

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1,9 9,9

6,6

1,1 9,1

9

8

7

6

5

4

3

2

1

1 2 3 4 5 6 7 8 9

HIGH

LOW

LOW HIGH

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MANAGERIAL GRID THEORY

1,9 9,9

5,5

1,1 9,1Low

Low

High

High

Concern for

People

Concern for Results

1 2 3 4 5 6 7 8 9

1

2

3

4

5

6

7

8

9

IMPROVERISHED STYLE

MIDDLE ROAD MANAGEMENT

TASK MANAGEMENT

COUNTRY CLUB STYLE TEAM MANAGEMENT

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MANAGERIAL GRID THEORY

Developed by “Blake and Mouton”.

According to the grid, Five main leadership style were predicted:

►Task Management - 9,1.

► Country Club Management – 1,9.

► Middle Road Management – 5,5.

► Team Management – 9,9.

► Impoverished Management – 1,1.

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MANAGERIAL GRID THEORY

Impoverished Style: Manager have low concern for both people and production .The major concern for the manager is not to be held responsible for any mistakes.

Country Club Style: High concern for people and low concern of production. Manager pay attention to the security and comfort of the employee in hope that it will increase performance.

Task Management: With high concern for production, here managers provide money to employees and they want performance back. This can be used in Crisis management.

Middle Road Management: Managers try this to put balance between company goals and workers.

Team Management: Here high concern is given to both people and production. Managers here make employees feel as a constructive part of company.

PATH GOALTHEORY

MANAGERIAL GRIDTHEORY

By Blake and Mouton

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PATH GOAL THEORY

Developed by “Robert House.”

According to the theory leader’s job is to assist followers in attaining their goals to provide the necessary direction and/to support to ensure that their goal are compatible with the overall objective of all group or organization.

The theory reflect four different kind of leadership behavior and to categories of contingency variables.

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PATH GOAL THEORY

SITUATION LEADER BEHAVIOUR IMPACTON

FOLLOWER

OUTCOME

Follower lacks Self confidence.

Supportive (Relationship)Friendly, Open & Approachable.

Increase confidenceto achieve work

Outcome.

Ambiguous Job

Directive (Task)•Tell what is expected

•Schedule & norms•Procedures & regulations

Clarify path to reward.

Lack of Job Challenge.

Achievement (Demanding& Supporting)

•Set goals•Expect high performance.

Set goals high.

Incorrect Reward

Participative (consult/ Group)•Share work problems

•Include in decision making

Clarify follower’s needs & change

Rewards.

More Effort,

ImprovedSatisfaction

&Performance

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LEADERSHIP BEHAVIORAL STYLES

SUPPORTIVE (RELATIONSHIP)SUPPORTIVE (RELATIONSHIP)

Courteous n friendly.

Concern for well being & needs.

Open & approachable.

Treat all member equal.

Balance equal treatment with status.

Increase the confidence of followers to achieve work outcome.

Exhibited where followers lack in confidence.

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LEADERSHIP BEHAVIORAL STYLES

DIRECTIVE (TASK)DIRECTIVE (TASK)

Tell what is expected.

How & when to do it.

How to fits with others.

Schedules & norms.

Procedure & regulation.

Clarify path for followers to get rewards.

Exhibit at Ambiguous job.

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LEADERSHIP BEHAVIORAL STYLES

ACHIEVEMENT ORIENTEDACHIEVEMENT ORIENTED

Demanding & supportive.

Seek challenging goals.

Seek continuous improvement.

Expect high performance.

Confident in effort & achievement.

Worker assume more responsibility.

Set high goals for followers.

Exhibited where there is lack of job challenge.

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LEADERSHIP BEHAVIORAL STYLES

PARTICIPATIVEPARTICIPATIVE

Consult the group.

Share work problems.

Solicit suggestion & concern.

Include in decision making.

Maintain definite standard of performance.

Clarify follower needs & change rewards.

Exhibited in case of incorrect rewards.

IN THE END.....LEADER

isLoyal, Enthusiastic,

Audacious, Dignified, Enerergetic, Responsible.

Thank you.Have a nice Day & Evening.

By:

Anand & Harsh diwakirti