Professional Documents
Culture Documents
One person, showing good leadership, is worth 50 gurus teaching it (Ray Mahoney)
"He who fails to plan, plans to fail: If you plan your work but not work your plan, you achieve none"
Definition of Leadership
Leadership is the social influence in which the leader seeks voluntary participation of subordinates in an effort to reach organizational goals It is the ability to influence a group towards the achievement of goals It is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent
General
Leadership is behavior, not a position Good leaders are made and not born Trust, confidence and communication is the most reliable predictor of employee satisfaction in organizations
Power of Leadership
Power of Leadership
Legitimate power By the virtue of the position in the hierarchy Reward power The ability to give or withhold rewards Coercive power The capacity to punish others Expert power Result of knowledge, competency or expertise Referent power To influence people based on traits or desirable resources
Leadership model
EXTERNAL POWER Personal Characteristics Influence
LEADERSHIP
Motivation INTERNAL
Leadership Theories
Trait theory Behavioral theory Contingency theories System approaches
Trait Theories
Leaders are born and not made Leaders possessed a number of inborn leader traits / personal characteristics Drive, motivation, initiative, energy, tenacity, responsibility, self confidence, cognitive ability, maturity, tolerance of stress, dominance, intelligence, integrity and honesty
Behavior Theory
Task orientation behavior They take steps to ensure that the works get done and services is performed efficiently and effectively Employee orientation behavior Show subordinates that they trust, respect and care about them. They help them feel good and enjoy working with them
Systems Approaches
Organisation as open system
Functioning of system Inter-relationship with environment Information and corrective action
ENVIRONMENT
INPUT
PROCESS
OUTPUT
FEEDBACK
Douglas McGregor
Theory X Theory Y
1. People do not like work and try to 1. People do not naturally dislike work but avoid it see work as a natural part of their lives 2. People need to be controlled, directed, 2. People are internally motivated to reach coerced and threatened to get them to objectives work towards organisational goals 3. People are committed to organisational 3. People prefer to be directed, avoid goals to the degree that they receive responsibility, want security and have personal rewards when they reach their little ambition objectives 4. People will seek and accept responsibility under favourable conditions 5. People have the capacity to be innovative in solving organisational problems 6. Intellectual potential of people is poorly utilised in most organisations
Contingency Theory
There is no single best way to manage Application of management principles is situation specific Characteristics of the situation are called contingencies (include the external environment) Organizations capabilities Managers and workers (values, goals, skills and attitude) Technology used by the organization Leadership depends on the situation
Transformational Leaders
Change agents Value driven Believe in people Take risks Can deal with complex situations Life long learners Engage in impression management Visionaries and purpose driven
Factors of Leadership
1 The Follower (The be, know & do attributes) 2 The Leader 3 Communication 4 Situation ( Seniors, confrontation, informal leaders, organizational structure)
Leadership ability
Business Objectives
Trained Leader
BALANCE AND VISION
Good manager & Poor leader Managerial Ability Poor manager & poor leader
Leadership ability
Definition of Management
It is a set of activities directed at an organizations resources with the aim of achieving organizational goals efficiently and effectively It is the process of coordinating and integrating work activities so that they are completed efficiently and effectively with and through other people
ORGANISING
LEADING
CONTROL
PLANNING
ORGANISING LEADING
CONTROL
Level of management
TOP
Direction MIDDLE
Support
SUPERVISOR
Control
Goals
DECISION MAKING
PLANNING
Operational Plan Strategic Plan Business plan Plan
CONTROL
People Money Equipment Outputs Quality Information Conformance to policy
MONITORING TOOLS
INDICATORS 1. Input 2. Process 3. Output 4. Outcome
Managerial Effectiveness
A measure how well managers embark on the right activities and achieve results A measure of the appropriateness of the goals and the degree to which these goals are met Effectiveness achievement of goals Efficiency Utilization of the minimum of resources to achieve a given output
Motivation to Manage
Authority acceptance Competitive games Competitive situations Assertiveness Imposing wishes Distinctiveness Routine functions
Human Skills
Ability to understand oneself Work with others Motivating others and empowering Self awareness Managing personal stress Coaching, counseling Managing conflict
Conceptional Skills
Understanding how parts of the institution fit into each other the big picture Decision-making skills Planning skills Organizing skills
Political Skills
To enhance ones position To build a power base To establish the right connections To gain power and influence
Technical Skills
The ability to use tools, procedure and specialized knowledge and techniques Management techniques Computer skills Economic analysis et cetera
Management Roles
Decisional Interpersonal Informational
Decisional Roles
Entrepreneur role Disturbance handler Resource allocater Negotiator
Interpersonal Role
Figurehead Set the example Coordinate the work of different units
Informational Role
Obtain and transmit information Monitor and evaluate the performance of others Monitor changes in the environment Dissemination of information Spokesperson with external environment