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LEADERSHIP

LEARNING OBJECTIVE
What do leaders do?
How leadership is established?
What types of people become good
leaders?
How leaders adapt their behavior to each
situation?
Skills essential for effective leadership?
How leaders use power & influence?
LEADERSHIP is different from
management
Leadership complements management; it
doesn't replace it.
Management is about coping with
complexity-Leadership is about coping
with change
Management involves planning &
budgeting,organizing & staffing;
Leadership is about setting direction &
aligning people
LEADERSHIP is different from
management

Management ensures plan


accomplishment by controlling &
problem solving ( pushing in the right
direction)while leadership requires
motivating & inspiring(satisfying needs
&drives).
Leadership needs to create challenging
opportunities.
WHAT DO LEADERS DO?

Initiate ideas Communicate formally


with subordinates
Set goals
Informally interact with
Organise & structure subordinates
work Stand up for & support
make decisions subordinates
Solve problems Take responsibility
Develop group
Generate enthusiasm atmosphere
Train & develop Reward & punish
employee skills subordinates
SPECIFIC LEADER SKILLS
ORGANISING JOB KNOWLEDGE
ANALYSIS & ORGANISATIONAL
DECISION MAKING KNOWLEDGE
PLNNING TOUGHNESS
COMMUNICATION
INTEGRITY
DELEGATION
DEVELOPMENT TO
WORK HABITS
OTHERS
CAREFULNESS
LISTENING
INTER PERSONAL
SKILLS
WHAT MAKES A LEADER?
Leadership through PERSONALITY & BEHAVIOR
Leadership through PERFORMANCE
SITUATIONAL LEADERHIP
Leadership through SUBORDINATE
RELATIONSHIPS
Leadership through DECISION MAKING
Leadership through CONTACT
Leadership through POWER
Leadership through VISION
Leadership through INFLUENCE
TRUSTWORTHINESS TOPS THE LIST

“INTEGRITY IS HONESTYCARRIED
THROUGH THE FIBRES OF THE BEING
AND THE WHOLE MIND, INTO THOUGHT
AS WELL AS INTO ACTION SO THAT THE
PERSON IS COMPLETE IN HONESTY.
THAT KIND OF INTEGRITY I PUT ABOVE
ALL ELSE AS AN ESSENTIAL OF
LEADERSHIP”-Pearl.S. Buck, winner of
1938 Nobel Prize for literature
Theories of Leadership
Functional theory Trait theory

leadership

Behavioral theory Situational theory


TRAIT THEORY
PHYSICAL TRAITS
ABILITY-INTELLIGENCE,
FLUENCY OF SPEECH,
KNOWLEDGE
PERSONALITY
-EXTROVERSION-
INTROVERSION,
DOMINANCE, PERSONAL
ADJUSTMENT, SELF
CONFIDENCE, INTER
PERSONAL SENSISTIVITY,
EMOTIONAL CONTROL
PERSONAL
CHARACTERISTICS
ADAPTABLE FRIENDLY
ASSERTIVE HONEST
CHARISMATIC INTELLIGENT
CREATIVE MASCULINE
DECISIVE OUTGOING
DOMINANT SELF-CONFIDENT
ENERGETIC WISE
EXTROVERTED
TRAITS
INTELLIGENCE & SELF CONFIDENCE
KNOWLEDGE ANALYTICAL ABILITY
ABILITY TO FOCUS CHARISMA
ATTENTION CREATIVITY
AMBITION & ENERGY FLEXIBILITY
EMPHASIS ON COMMON MANAGING CHANGE
VALUES
AVOIDING ‘DO-IT-ALLISM’
STAYING IN TOUCH WITH
PEOPLE-INTER PERSONAL FACING UP TO FAILURE
SENSITIVITY DESIRE TO LEAD
INITIATIVE INTEGRITY
MOST STABLE TRAIT
SELF MONITORING
CHANGE BEHAVIOR
TO MEET DEMANDS
OF SITUATION OR
PERSON WITH WHOM
DEALING
LEADERSHIP
MOTIVATION
PATTERN-TASK
FOCUS
LEADER EMERGENCE vs
LEADER PERFORMANCE
LIKELIHOOD THAT INDICATES THAT
A PERSON WOULD EXCELLENT
BECOME A LEADERS POSSESS
LEADER CERTAIN
CHARACTERISTICS
THAT POOR
LEADERS DO NOT
RELATIONSHIP BET THE 2 : TRAITS, NEEDS &
ORIENTATION
Enthusiasm Physical

Dominance Leadership Intelligence


Traits

Determination Self Confidence

Sociability
LEADERSHIP BEHAVIOR vs TRAITS

APPROPRIATE BEHAVIOR AND


ACTIONS

TRAITS PROVIDE LATENT


POTENTIAL OF A LEADER WHILE
BEHAVIOR DEMONSTRATES IT
BEHAVIOR THEORIES

EXPLAINS REASONS & CAUSES OF


EFFECTIVE LEADERSHIP
SPECIFIC BEHAVIORAL QUALITIES
COULD BE ATTRIBUTED TO LEADERSHIP
LEADERSHIP CAN BE TAUGHT
STUDIES ON BEHAVIORAL THEORIES

OHIO STATE-INITIATING STRUCTURES WORK &


WORK RELATIONSHIPS FOR ATTAINMENT OF
GOALS& CONSIDERATION OF JOB
RELATIONSHIPS WITH TEAM MEMBERS
UNIVERSITY OF MICHIGAN STUDIES-EMPLOYEE
ORIENTED & PRODUCTION ORIENTED
MANGERIAL GRID-PEOPLE CONCERN &
PRODUCTION CONCERN (9-9)
SCANDINAVIAN STUDIES- DEVELOPMENT
ORIENTATION
Leader Behavior

Leader Characteristics Leaders Hierarchical


Position
RELATIONSHIP BETWEEN
MANAGERIAL GRID (MG) THEORY,
Theory X and OHIO State(OS) theory

Country club (MG)


HIGH Task (MG)
Consideration (OS)
Theory Y
PERSON Middle of the road
(MG)
ORIENTATION

Impoverished (MG) Task Centered (MG)


LOW Initiating Structures (OS)
Theory X
LOW
HIGH
TASK ORIENTATION
Leadership Styles- based on
Behavioral Approach

Power Leadership as Likert’s Managerial Tri


Orientation Continuum Mngt System Grid DimensionalGrid
Power Orientation
Autocratic Leadership
 Strict
Autocrat
 Benevolent Autocrat

 Incompetent Autocrat

Participative
Free Rein
Leadership as a continuum
Autocratic Free Rein
Use of Authority by
manager
Area of freedom for subordinates

Takes Sells Presents Presents Presents Defines Permits


decision decision idea tentative decision problems Limits
Likerts Management System
Leadership Autocratic Benevolent Participative Democratic
variable Autocratic
Trust &
Confidence

Motivation

Communication

Interaction-
Influence
Decision
making
Goal Setting&
Control process
Tri Dimensional Grid
Task Orientation
Relationship Orientation
Effectiveness
SITUATIONAL OR CONTINGENCY
APPROACH
FIEDLER’S CONTINGENCY MODEL-
Influence through Structure & Power

HERSEY AND BLANCHARD’S


SITUATIONAL THEORY-Subordinate
THEORY- ability

GRAEN’S LEADERSHIP-MEMBER
EXCHANGE THEORY-Subordinate
THEORY-
relationship
SITUATIONAL OR CONTINGENCY
APPROACH
VROOM-YETTON LEADER –
PARTICIPATION- through decision making

IMPACT THEORY-Organizational
THEORY- climate

HOUSE’S PATH GOAL THEORY-


Subordinate Support Requirement
FIEDLER’S CONTINGENCY MODEL

LEADERSHIP STYLE IS THE RESULT OF A


LIFETIME OF EXPERIENCES
EFFECTIVE ONLY IN CERTAIN SITUATIONS
-UNDERSTAND YOUR LEADERSHIP STYLE &
LEARN HOW TO MANIPULATE A SITUATION SO
THAT THE TWO MATCH
Read your Least Preferred Coworker scores. Low
LPC Score leaders tend to be task oriented,
whereas High LPC leaders tend to be more
concerned with inter personal relations.
FIEDLER’S CONTINGENCY MODEL-
Leadership through Influence
FAVOURABLENESS OF A SITUATION IS
DETERMINED BY THREE VARIABLES-
TASK STRUCTUREDNESS (more
structured-more favourable), LEADER
POSITION POWER (greater the power, the
more favourable the situation), LEADER-
MEMBER RELATIONS (the more leader
liked by subordinates , the more favourable
the situation)
FIEDLER’S RESEARCH & TRAINING

LEADERSHIP STYLE CANNOT BE


EASILY CHANGED- BUT LEADERS
CAN BE TAUGHT TO DIAGNOSE
SITUATIONS AND THEN CHANGE
THESE SITUATIONS TO FIT THEIR
PARTICULAR LEADERSHIP STYLE-
CALLED LEADER MATCH TRAINING
FIEDLER’S CONTINGENCY MODEL OF
LEADERSHIP
STYLE OF
LEADERSHIP

TASK ORIENTED

HUMAN RELATIONS
ORIENTED
FAVOURABLE
VERY
VERY
UNFAVOURABLE UNFAVOURABLE FAVOURABLE

FAVOURABLENESS OF THE SITUATION


HERSEY AND BLANCHARD’S
SITUATIONAL THEORY
LIFE CYCLE MODEL-SELECTION OF
LEADERSHIP STYLE DETERMINED BY
MATURITY LEVEL OF SUBORDINATE
(employee situation)termed as ‘
DEVELOPMENT LEVEL’ refers to task-specific
combination of
employee competence &
motivation to perform
Emphasis on an individual employee’s
capabilities to undertake a specific task
HERSEY AND BLANCHARD’S SITUATIONAL
THEORY
- Subordinate Ability

Development stage Recommended


style
1.Low Ability, Low Willingness Telling (High direction, Low
Insecure support)

2. Low Ability, High Willingness Selling (High Direction, High


Confident Support)

3. High Ability, Low Willingness Participating ( Low Direction,


Insecure High support)

4. High Ability, High Willingness Delegating ( Low Direction,


Confident Low Support)
DANSERAU,GRAEN & HAGA’S LEADER-MEMBER
EXCHANGE THEORY- Leadership & Subordinate
relationship

ACKNOWLEDGED THAT LEADERS ACT DIFFERENTLY


WITH DIFFERENT SUBORDINATES
DUE TO TIME CONSTRAINTS LEADERS TRY & ESTABLISH
A SRECIAL RELATIONSHIP WITH A GROUP OF
SUBORDINATES-’IN GROUP’ WHO GET MORE TIME &
ATTENTION THAN THE ‘OUT GROUP’ WHOSE
RELATIONSHIP WITH LEADER IS BASED ON FORMAL
AUTHORITY INTERACTION
THEORY PREDICTS HIGHER PERFORMANCE RATINGS,
LESSER TURNOVER & GREATER SATISFACTION WITH
SUPERIOR OF THE ‘IN GROUP’ IN COMPARISON WITH
THE ‘OUT GROUP’
LEADER-MEMBER EXCHANGE THEORY
-VERTICAL DYAD LINKAGE

DYAD-RELATIONSHIP BETWEEN 2 PEOPLE


VERTICAL-POSITION OF LEADER ABOVE
SUBORDINATE
LINKAGE-INTER RELATED BEHAVIOR
VICTOR VROOM & PHILLIP YETTON’S
LEADER PARTICIPATION MODEL

LEADER BEHAVIOR MUST ADJUST TO REFLECT


THE TASK STRUCTURE which has varying
demands for routine & non routine activities
PROBLEM ATTRIBUTES with decision quality
dimension ( cost considerations, info availability,
nature of problem structure)& employee acceptance
attribute( need for commitment, prior
approval,congruence of goals, conflict among
employee, level of subordinate information, time
constraints, geographical distribution of subordinates,
leader’s motivation to invest time with subordinate)
LEADER PARTICIPATION MODEL-
Leadership through Decision making
LEADERSHIP STYLE PROBLEM ATTRIBUTE

AUTOCRATIC AI Info available;leader solves


problem directly

AUTOCRATIC AII Data obtained from


subordinates 77 then decision
made by leader

CONSULTATIVE CI Leader obtains ideas from


subordinates individually after
explaining problem to them

CONSULTATIVE CII Leader meets a group of


subordinates to share problem
& obtains inputs to decide
GROUP II Shares problems & facilitates
discussion on alternatives
GEIER, DOWNEY & JOHNSON’s
IMPACT THEORY-Leadership & org climate

6 LEADERSHIP STYLES
 INFORMATIONAL
 MAGNETIC
 POSITION
 AFFILIATION
 COERCIVE
 TACTICAL
EACH STYLE APPLICABLE IN A PARTICULAR
SITUATION OR ORG CLIMATE
Comparison of IMPACT styles & bases
of power
IMPACT STYLE BASES OF POWER
Informational Expert
Magnetic Referent
Position Legitimate
Affiliation
Coercive Coercive/ Reward
Tactical
Situational Applicability of IMPACT
styles
IMPACT SITUATIONAL CHARACTERISTICS
STYLE APPLICABILITY
Informational Climate of Ignorance Lack of Information
Low morale-lead through
Magnetic Climate of Despair energy & optimism
Position Climate of Instability People unsure of action
Affiliation Climate of Anxiety Insecure-people orientation
Controlling reward/punishment
Coercive Climate of Crisis
Tactical Climate of Change unfreezing
Disorganization process
House's PATH GOAL THEORY
LEADER ‘S BEHAVIOR ACCEPTED BY SUBORDINATES
ONLY TO THE EXTENT TO WHICH BEHAVIOR HELPS
SUBORDINATES ACHIEVE THEIR GOALS.

LEADERS WOULD BE SUCCESSFUL ONLY IF THEIR


SUBORDINATES PERCEIVE THEM AS WORKING WITH
THEM TO MEET CERTAIN GOALS & IF THOSE GOALS
OFFER A FAVUORABLE OUTCOME FOR THE
SUBORDINATES

NEEDS OF SUBORDINATES CHANGE WITH NEW


SITUATIONS , LEADERS NEED TO ADJUST THEIR
BEHAVIOR TO MEET NEEDS OF SUBORDINATES
PATH GOAL THEORY
- Leadership through Decision Making

BEHAVIORAL SITUATION
LEADERSHIP
STYLE
INSTRUMENTAL Planning, organizing, controlling
activities of employees
SUPPORTIVE Concern for employees
PARTICIPATIVE Share info with employees &
participation in decision making
ACHIEVEMENT Set challenging goals &
ORIENTED performance linked rewards.
EFFECTIVE LEADERSHIP: House

RECOGNISE SUBORDINATE’S NEEDS &


WORK TO SATIFY IT
REWARD SUBORDINATES WHO REACH
THEIR GOALS
HELP SUBORDINATES IDENTIFY BEST
PATHS TO RAECH GOALS
CLEAR THOSE PATHS TO ENABLE
EMPLOYEES TO REACH THOSE GOALS
LEADERSHIP THROUGH
CONTACT
MANAGEMENT BY WALKING
AROUND (MBWA)-Sam Walton of
Wal- Mart
Increases Communication,Builds
relationships & encourages employee
participation
LEADERSHIP THROUGH POWER

EXPERT POWER
LEGITIMATE POWER
REWARD & COERCIVE POWER
REFERRENT POWER
LEADERSHIP THROUGH VISION

TRANSFORMATIONAL LEADERSHIP-
“Visionary”, “Charismatic”, “
Inspirational” BASED ON
 VISION
 DIFFERENTIATION
 VALUES
 TRANSMISSION OF VISION & VALUES
 FLAWS & ITS ACCEPTANCE
TRANSFORMATIONAL LEADERSHIP

Develop a clear & appealing vision


Develop a strategy for attaining the vision
Articulate & Promote the vision
Act Confident & optimistic
Express confidence in followers
Use early success in small steps to build
confidence
Celebrate successes
Use dramatic ,symbolic actions to emphasizes
key values
Lead by example
LEADERSHIP THROUGH
PERSUASION
PERSUASION BY COMMUNICATION
 EXPERTISE

 TRUSTWORTHINESS

 ATTRACTIVENESS

 MESSAGE & ITS DISCREPANCY


 THREATS
Where are you?
Mastered the skills?
Are you a high self- monitor?
Are you high on both task & person
orientation
What is your Leadership motive pattern?
N-Ach, Aff, Power?
Are you emotionally stable?
Do you have the personality & skill to be a
transformational Leader
INSTITUTIONALISING A LEADERSHIP-
CENTRED CULTURE IS THE ULTIMATE
ACT OF LEADERSHIP
IDEAL WAY TO DEVELOP LEADERSHIP

USING POWER TO INFLUENCE


THOUGHTS & ACTIONS OF PEOPLE
MANAGERIAL PERSONALITY
EMPHASISES ON RATIONALITY &
CONTROL -DIFFERS FROM LEADERSHIP
PERSONALITY REQUIRING
INNOVATION/CONTROL
LEADERSHIP REQUIRES A DISCIPLINE
OF BUILDING CHARACTER
IDEAL WAY TO DEVELOP LEADERSHIP

TO BECOME LEADERS, MANAGERS NEED TO


TRANSLATE THEIR PERSONAL VALUES INTO
CALCULATED ACTION.
SELF ENQUIRY MUST LEAD TO SHREWD,
PERSUASIVE & SELF CONFIDENT ACTION IF IT
IS TO BE AN EFFECTIVE TOOL.
MANAGERS NEED TO DETERMINE IF THEIR
ETHICAL VISION WILL BE SUPPORTED BY
THEIR COWORKERS & EMPLOYEES.
ORGANISATIONAL
LEADERSHIP & CHANGE
ORGANIZATIONAL
LEADERSHIP
CHARISMATIC
TRANSFORMATIONAL
STRATEGIC
STEWARDSHIP & SERVANT
CHARISMATIC LEADERSHIP
LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF
FOLLOWER PERCEPTIONS &
REACTIONS, INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS & BEHAVIOR
BUT ALSO BY TH ECONTEXT OF
THE SITUATION
CHARACTERISTICS OF
CHARISMATIC LEADERS
VISIONARY
SUPERB COMMUNICATION SKILLS
SELF CONFIDENCE & MORAL CONVICTION
ABILITY TO INSPIRE TRUST
HIGH RISK ORIENTATION
HIGH ENERGY & ACTION ORIENTATION
RELATIONAL POWER BASE
MINIMUM INTERNAL CONFLICT
ENPOWERING OTHERS
SELF PROMOTING PERSONALITY
PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
SOCIALIZED- pursue organization
driven goals & promote feelings of
empowerment, personal growth, &
equal participation in followers
Evaluation & implication of
Charismatic Leadership
Response through feelings Not very effective in
& emotions towards transformational , change
leaders process or conflicting
Not a rational predictive situations etc where
process but a collective shared leadership more
social process effective
Irrespective of leader's
own accomplishment
Not necessarily dyadic
relationship but more a
social identification
process
TRANSFORMATIONAL LEADERSHIP

FOCUS ON WHAT LEADERS


ACCOMPLISHES RATHER THAN
INDIVIDUAL’S PERSONAL
CHARACTERISTICS & FOLLLWERS’
REACTIONS
REQUIRES ONE WHO CAN CRAFT &
IMPLEMENT BOLD STRATEGIES
TRANSFORMATIONAL LEADERSHIP

SERVES TO CHANGE THE STATUS


QUO BY ARTICULATING TO
FOLLOWERS THE PROBLEM IN THE
CURRENT SYSTEM AND A
COPELLING VISION OF WHAT A
NEW ORGANISATION COULD BE.
CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
TAKE CHARISMA A STEP CONVEY VISION & FORM
FURTHER , BEYOND THE STRONG EMOTIONAL
VISIONARY TO THE BONDS WITH
ACTION STAGE FOLLOWERS
ARTICULATE A
COMPELLING VISION OF MAY NOT BE ABLE TO
THE FUTURE & MOTIVATE ENOUGH FOR
INFLUENCE FOLLOWERS FOLLOWERS TO
TO AROUSE STRONG TRANSEND SELF
EMOTIONS IN SUPPORT INTEREST FOR THE
OF THE VISION. BENEFIT OF A HIGHER
CAN EMERGE FROM IDEAL OR SOCIETAL
DIFFERENT LEVELS OF NEED
ORG GENERALLY EMERGE
OUT OF CONFLICTS,
CRISIS
CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
BOTH ARE GENERALLY INVOLVED IN CONFLICT OR
CHANGE ( must be willing to embrace conflict, create
enemies, make unusual allowances for self sacrifice, be
extraordinarily focused in order to achieve & institutionalize
their vision)
PEOPLE ‘S RESPONSE TO A CHARISMATIC LEADER OR
TRANSFORMATIONLA LEADER ARE LIKELY TO BE
POLARISED, HOWEVER EMOTIONAL LEVELS OF
RESISTANCE RESISTANCE TOWARDS ANY MAJOR
CHANGE NEGATIVE TO INDIVIDUALS IS LIKELY TO BE
MORE EXTREME TOWARDS CHARISMATIC THAN
TRANSFORMATIONAL LEADERS
ATTRIBUTES OF A TRANSFORMATIONAL
LEADERSHIP

SEE THEMSELVES AS A CHANGE AGENTS


ARE VISIONARIES WHO HAVE A HIGH LEVEL
ARE RISK TAKERS , BUT NOT RECKLESS
CAPABLE OF ARTICULATING A SET OF CORE VALUES
THAT TEND TO GUIDE THEIR OWN BEHAVIOR
POSSESS EXCEPTIONAL COGNITIVE SKILLS & BELIEVE
IN CAREFUL DELIBERATION BEFORE TAKING ACTION
BELIEVE IN PEOPLE & SHOW SENSITIVITY TO THEIR
NEEDS
ARE FLEXIBLE & OPEN TO LEARNING FROM EXPERIENCE
TRANSACTIONAL LEADERSHIP

SEEKS TO MAINTAIN STABILITY RATHER


THAN PROMOTING CHANGE WITHIN AN
ORGANISATION, THROUGH REGULAR
ECONOMIC AND SOCIAL EXCHANGES
THAT ACHIEVE SPECIFIC GOALS FOR
BOTH THE LEADERS AND THEIR
FOLLOWERS
TRANSACTIONAL LEADERSHIP vs
TRANSFORMATIONAL LEADERSHIP
GOES INTO SPECIFIC PROMOTES CHANGE
CONTRACTUAL THROUGH ECONOMIC &
ARRANGEMENTS WITH EMOTIONAL EXCHANGES
FOLLOWERS EXCHANGE BENEFITS
IN EXCHANGE FOR ARE MORE INTANGIBLE
SPECIFIC OBJECTIVES , ( inspiring vision, shared
LEADER SATISFIES values, or emotional
CERTAIN NEEDS & bonding)
DESIRES
Transformation Process
Recognizing Need for Increase sensitivity to
Change environmental changes &
threats
Respond to subtle radical
changes in environment
Employ alternative strategies
for monitoring environment
Encourage everyone to think
with a future orientation
Creating New Vision Involve others
Express in ideological, not
just economic terms
Transformation Process
Managing Transition Instill in managers a sense
of urgency for change
Raise followers awareness &
Institutionalizing the expectations
Change
Help followers understand
need for change
Increase followers self
confidence & optimism
Avoid temptation of a “quick
fit”
Recognize & deal openly
with emotional component of
resisting change
Transformation Process
Institutionalizing the Enable & Strengthen
Change followers with a “greatness
attitude”
Help followers find self
fulfillment with new vision
Help followers look beyond
self interest
Change reward systems &
appraisal procedures
Implement team building
interventions & personnel
changes
Appoint a special task force
to monitor progress
STRATEGIC LEADERSHIP
PROCESS OF PROVIDING
INPIRATION NECESSARY TO
CREATE AND IMPLEMENT A VISION ,
MISSION & STRATEGIES TO
ACHIEVE & SUSTAIN
ORGANIZATIONAL OBJECTIVES
STRATEGIC LEADERSHIP
FRAMEWORK
Analyze external Analyze internal
environment environment
Vision

Mission

FEEDBACK Formulate Strategy FEEDBACK

Implement Strategy

Strategic Competitiveness
Above Average Returns
STEWARDSHIP& SERVANT
LEADERSHIP
STEWARDSHIP EMPLOYEE FOCUSSED
FORM OF LEADERSHIP THAT EMPOWERS
FOLLOWERS TO MAKE DECISIONS &
HAVE CONTROL OVER THEIR JOBS
SERVANT LEADERSHIP-TRANSCENDS
SELF INTEREST TO SERVE THE NEEDS
OF OTHERS , BY HELPING THEM GROW
PROFESSIONALLY & EMOTIONALLY
FRAMEWORK FOR STEWARDSHIP

Strong teamwork orientation


Decentralized decision making and
power
Equality assumption
Reward assumption
VALUES OF STEWARDSHIP

Equality Effective listening


Assumptions

Stewardship

Reward
Assumption Decentralization
FRAMEWORK FOR SERVANT
LEADERSHIP
Helping others discover their inner
spirit
Earning and keeping others trust
Service over self interest
Effective listening
GUIDELINES TO SERVANT
LEADERSHIP
Service to others over Teamwork
self interest Orientation

Servant leadership

Earning and keeping Helping others


others trust discover their inner
spirit
Leading Change
Stage I Stage I Stage I

Unfreezing Changing Refreezing

Form powerful Institutionalize changes in


Establish a sense coalition the organizational culture
of responsibility
Developing a compelling
vision

Communicate the vision widely

Generate short-term wins

Consolidate gains,create
greater change
Why People Resist Change
a. Threat to one’s self interest
b. Uncertainty
c. Lack of confidence that change will succeed
d. Lack of conviction that change is necessary
e. Distrust of leadership
f. Threat to personal values
g. Fear of being manipulated

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