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 com ommo mon n ta task k of of al all l l lea eader ders s is is to o INF NFLUENCE UENCE othe
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 amount
which is needed 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 su succes essful ful leade dership hip
ievem emen ent t drive e : High level of ambition, energy and initiative
adersh ship p moti
tion
nesty and integri egrity ty : Trustworthy, reliable and open
f confide idenc nce : Belief in one’s self and ability
gniti tive e ability ty : Capable of exercising good judgement, strong analytical abilities and conceptual skills
Job relevant ant kno nowle wledge ge : Knowledge pertaining to the industry, job and company Refer page 499 (Exhibit 15.5)
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-cent centered red leader ders (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
Leadership Style Situation (contingency)
Page 502
A contingency theory that focuses on followers’ rea
eadi dines ess
Readiness Ability Willingness
Page 502
Page 502
Directing style (Telling) Coaching style (Selling) Supporting style (Participating) Entrusting style (Delegating) S1 S2 S3 S4
Styles
Low High
Directing style Coaching style
Supporting style Entrusting style
Refer Page 504
Focus on tasks Focus on people Directing (Telling) Coaching (Selling) Supporting (Participating) Entrusting (Delegating) High High
all 3 following factors are positive/favourable –Leader-member relations –Task structure –Position power
3 Situational factors
Page 505
Task Style Relationship Style Task Style Page 507
efer er 15.9 on page 508) can be so powerful that they actually substitute for or neutralize the need for 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 Page 508
Page 492
– Level 5 Leadersh ship – Serva vant nt Leadership ship – Authe hent ntic c Leadersh ship – Interactive Leadership (gender differences)
Lack of ego (Humility – humbleness) + Desire to do the best always (Dedication) Page 493
ant leader ers give away power, , ideas, as, inform rmati ation,
gnit ition, n, credit, it, and money
Page 494
themselves
values
leaders
Page 495
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
Page 511
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