leadership

www.humanikaconsulting.com : 

www.humanikaconsulting.com LEADERSHIP

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

Slide 4: 

Fact no. 1 We Praise Leaders Too Much When Organizations Succeed

Slide 5: 

Fact no. 2 …and Blame Them Too Much When Organizations Fail

The Meaning of Leadership : 

The Meaning of Leadership

Slide 7: 

Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s Job Manager’s Job

Leaders vs Managers : 

Leaders vs Managers

TOPICS OF INTEREST : 

TOPICS OF INTEREST

Leadership Attributes : 

Leadership Attributes

Slide 11: 

GLOBAL POLLS of LEADERSHIP

: 

Emotional Rational Ethical

Slide 13: 

Leader 360 Leadership attributes X 360 Achievements

LEADERSHIP STYLES…. : 

LEADERSHIP STYLES….

Autocratic : 

Autocratic Determines all policies. Assigns work to group members. Uses people to reach goals.

Democratic : 

Democratic Encourages group to discuss policies. Allows members to work with whom they choose. Objective and fair in praise & criticism

LAISSEZ-FAIRE : 

LAISSEZ-FAIRE . Passive attitude. Offers help only when asked. No pressure toward achievement.

Charismatic : 

Charismatic Natural born leaders. Arouse emotions within group. High energy, physical appearance, independence, verbal

LEADERSHIP STYLE GRID : 

LEADERSHIP STYLE GRID

Slide 20: 

20 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

Slide 25: 

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.

Slide 26: 

Behavioral Approach to Leadership Theory X and Theory Y is a set of assumptions made about people in general

Slide 27: 

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 28: 

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

Slide 32: 

Situational Leadership Approach

Slide 33: 

Situational Leadership Approach In Decision Making

FIEDLER’S CONTINGENCY THEORY : 

FIEDLER’S CONTINGENCY THEORY

HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY : 

HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY

Slide 37: 

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’ : 

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.

Charismatic Leadership : 

Charismatic Leadership "It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them."-- BusinessWeek, May 25 1998

4 Strategies to DevelopCharismatic Qualities : 

4 Strategies to DevelopCharismatic Qualities

Slide 45: 

“The difference between the impossible and possible lies in a person's determination.”