kamalika & riddhi :LEADERSHIP kamalika & riddhi


Slide 2:“The art of getting people to do what they really don’t want to do and don’t feel equipped to do against a timeline they don’t believe in, with risks that scare them, to achieve an objective they believe at the beginning to be impossible.” — Eric Gregory


LEADERSHIP TRUTH :LEADERSHIP TRUTH


Slide 4:The Function of Leaders


Principles … want to be a leader? :Principles … want to be a leader?


The Meaning of Leadership :The Meaning of Leadership


Leaders vs. Managers :Leaders vs. Managers Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s Job Manager’s Job


TOPICS OF INTEREST :TOPICS OF INTEREST


Leadership Attributes :Leadership Attributes Emotional Rational Ethical


LEADERSHIP STYLES…. :LEADERSHIP STYLES….


LEADERSHIP STYLES :LEADERSHIP STYLES Autocratic. Determines all policies. Assigns work to group members. Uses people to reach goals. Democratic. Encourages group to discuss policies. Allows members to work with whom they choose. Objective and fair in praise & criticism


LEADERSHIP STYLES :LEADERSHIP STYLES Laissez-Faire. Passive attitude. Offers help only when asked. No pressure toward achievement. Charismatic. Natural born leaders. Arouse emotions within group. High energy, physical appearance, independence, verbal


LEADERSHIP STYLE GRID :LEADERSHIP STYLE GRID EFFECTIVINESS


Leadership Styles :Leadership Styles 17 More Successful Proposal Authoritarian Team Authoritarian Country Club Impoverished Less Successful Proposal Team Country Club Impoverished Task oriented Strong on schedules Expects directions to be followed Intolerant of dissent Task oriented Positive examples Fosters environment for people to reach their highest potential Works to strengthen bonds among team members Uses rewards almost exclusively Generally incapable of coercive, punitive, or disciplined action Fears conflict Delegates and disappears Detaches from team Lets team work out power struggles Low commitment to task accomplishment “Blake & Mouton Managerial Guide,”& Don Clark Authoritarian Team Country Club Task oriented Strong on schedules Expects directions to be followed Intolerant of dissent Task oriented Positive examples Fosters environment for people to reach their highest potential Works to strengthen bonds among team members Uses rewards almost exclusively Generally incapable of coercive, punitive, or disciplined action Fears conflict


LEADERSHIP THEORIES :LEADERSHIP THEORIES


Traditional Leadership Theories :Traditional Leadership Theories


The Evolution of Leadership Theory :The Evolution of Leadership Theory


TRAIT THEORY :TRAIT THEORY Distinguishes leaders from non-leaders on the basis of certain personality traits. Often times “it’s in the blood,” like royal families, even the Kennedy family. A Modern Trait Profile: Leaders with Emotional Intelligence Emotional Intelligence (EI): the ability to monitor and control one’s emotions and behavior in complex social settings.


Behavioral Approach to Leadership :Behavioral Approach to Leadership Theory X and Theory Y is a set of assumptions made about people in general. Theory X (Authoritarian) Most employees dislike work and will avoid it whenever possible. Because most people dislike work, they have to be pushed, closely supervised, and threatened with punishment to get them to help achieve the objectives of the organization.


Slide 23:THEORY Y ( DEMOCRATIC) Most people find work as natural as play or rest, and their attitude toward work is related to their experiences with it. People don’t have to be threatened with punishment to be motivated to assist an organization to accomplish its goal.


Michigan & Ohio Studies :Michigan & Ohio Studies MICHIGAN STUDIES OHIO STUDIES HIGH CONSIDERATION EMPLOYEE CENTERED JOB CENTRED INITIATING STRUCTURE


Managerial Grid :This is a model defined by Blake and Mouton in the early 1960s. Managerial Grid


Situational leadership :Situational leadership


FIEDLER’S CONTINGENCY THEORY :FIEDLER’S CONTINGENCY THEORY


HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY :HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY Telling Selling Relationship Behavior High High Low High Task Behavior Delegating Follower Readiness Able and unwilling Able and willing Unable and willing Unable and unwilling Participating


‘New’ Leadership Theories :‘New’ Leadership Theories Leaders = ‘Managers of Meaning’ Transactional Leadership Transformational Leadership Charismatic Leadership


Transformational Leadership :Transformational Leadership Transformational leaders Are capable of charting new courses for their organization. Are visionaries who challenge people to do exceptional things, above and beyond the plan. Serves to change the status quo.


Transactional Leader :Transactional Leader Gives rewards in exchange for performance Manages by looking for deviations from rules Intervenes only if standards aren’t met Abdicates responsibilities Monitor people to see that they do the expected, according to plan in order to maintain the status quo.


4 Strategies to DevelopCharismatic Qualities :4 Strategies to DevelopCharismatic Qualities


Leadership models in practice…. :Leadership models in practice…. AstraZeneca Leadership Capabilities There are seven key capabilities, each with associated indicators/behaviours: • Provides clarity about strategic direction • Ensures commitment • Focuses on delivery • Builds relationships • Develops people • Demonstrates personal conviction • Builds self-awareness http://www.astrazeneca.co.uk/careers/developingyourself/leadership.asp


Quote :Quote It is possible to fool yourself. It is possible to fool the people you work for. It is more difficult to fool the people you work with. But it is almost impossible to fool the people who work under you! Thank You!