M A N A G E M E N T F U N D A M E N TA L S L E A D E R S H I P G R - - PowerPoint PPT Presentation
M A N A G E M E N T F U N D A M E N TA L S L E A D E R S H I P G R A D U AT E D I P L O M A I N M A N A G E M E N T Th The e co comm mmon on ta task sk of of al all l l lea eader ders s is is to o INF NFLUENCE UENCE oth
G R A D U AT E D I P L O M A I N M A N A G E M E N T
“Ability to influence people towards the attainment of goals” –
Richard L. Daft
Richard L. Daft
The ability will depend on the POWER Leaders need to use ‘power’ to influence others
Legitimate Power Reward Power Coercive Power Power comes from a formal management position in an
E.g. Human Resource Manager deciding whom to be called for interviews
Power comes from the authority to reward others for their performances
E.g. Marketing Manager giving rewards to reps who performed well
Power comes from the authority to punish or recommend punishment
E.g. An employee is transferred to another branch due his poor conduct
Source: French and Raven (1959)
Expert Power Referent Power
Power stems from special knowledge or skill in the tasks performed by subordinates E.g. Steve Jobs was recognized for his expert knowledge and skills in electronics Power that results from characteristics that command subordinates’ identification with respect and admiration for, and desire to emulate the leader E.g. Mother Theresa was respected due to great values in her life
Trait Behavioural Contingency Contemporary
LEADERSHIP TRAIT THEORIES
Theory was developed based on the characteristics (personality) of many leaders that would differentiate them from non-leaders.
01
Assumption: Leaders are always born and you cannot create
with special personality traits (characteristics) which differentiate them from ordinary people
Core re traits ts for suc uccess essful ful leade dersh ship p
ievem emen ent t drive e : High level of ambition, energy and initiative
adership hip moti
tion
nesty and integri egrity ty : Trustworthy, reliable and open
f confide idence nce : Belief in one’s self and ability
gniti tive e ability ty : Capable of exercising good judgement, strong analytical abilities and conceptual skills
ant kno nowled wledge ge : Knowledge pertaining to the industry, job and company Refer page 499 (Exhibit 15.5)
Trait Behavioural Contingency Contemporary
LEADERSHIP BEHAVIOUR THEORIES
Further, not the personality but the behaviour
will decide whether a person is becoming a good leader
deal with others: – Task-oriented behaviour (Job-oriented or work oriented) – People-oriented behaviour (Relationship oriented)
02
Identified two major behavioural styles:
Consideration - people oriented
Mindful of subordinates Respects ideas and feelings Establishes mutual trust with them
Initiating structure - task oriented
Task oriented Directs work activities toward goals
(reminding work to be done)
Employee-cen centered red leader ders s (more effective)
– Establish high performance goals – Display supportive behaviour
centered ered leader ders s (less effective)
– Focus on meeting schedules, cost-management, and efficiency – Less concerned with goal achievement/human needs
Refer page 501
situations.
umpt ption
ader ers s must st fit t to situat tuations;
tions
compl plish sh this: s: – Select elect lead ader er to fit t situ tuat ation
– Change nge situat tuation
t lead ader er
– Hersey and Blanchard’s Situational Theory – Fiedler’s Contingency Theory – Path-Goal Theory – Substitute for Leadership
03
The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organisation
G R A D U AT E D I P L O M A I N M A N A G E M E N T
A contingency theory that focuses on followers’ rea
eadi dines ess
Readiness Ability Willingness
Contingency Theories
Directing style Coaching style
Supporting style Entrusting style
all 3 following factors are positive/favourable –Leader-member relations –Task structure –Position power
3 Situational factors
Contingency Theories
Task Style Relationship Style Task Style
leadership
cohesiveness, professionalism, etc.
displaying certain behaviors e.g. leader has no position power at all
Situational factors
A leader is not needed! A leader can not perform at all !
Substitutes Neutralizers
– Level 5 Leadersh ship – Serva vant nt Leadersh ship – Authe hent ntic c Leadersh ship – Interactive Leadership (gender differences)
Lack of ego + Desire to do the best always
ant leader ers give away power, , ideas, as, inform rmati ation,
gnit ition, n, credit, it, and money
themselves
values
leaders
TRANSACTIONAL LEADERSHIP
ransacti nsactiona
– Clarify tasks – Provide awards – Improve productivity – Encourage hard working – Tolerant and fair-minded – Focus on management
Transactional style
Manage with rewards and punishments More product oriented Useful style during crisis and essential changes
TRANSFORMATIONAL LEADERSHIP
– Innovative – Recognize follower needs – Inspire followers – Create a better future – Promote significant change
Transformational style
Self-confidence Team work Achieve higher
– A superior vision – Ability to understand and empathize – Empowering and trusting subordinates Charisma Power to ignite