LEADERSHIP

Analyzing Leadership styles

• By analyzing leadership style executives are able to see its impact on the team and
how the team may react to you in different situations.

• Posner, identify five key leadership behaviors, which they call:

• Challenge the process

• Inspire shared vision

• Enable others to act

• Model the way

• Encourage the heart

LEADER – WHO?
• Leaders provide a vision

• Leadership is process of communication and helps others to work towards common

vision.

• One who inspires confidence and support among the people who are needed to
achieve organizational Goals.

• Ability to get others to do what you want :Exercises influential increment over and
above mechanical compliance with directions and orders

• Leaders motivate people to get things done

• Leadership is facilitation: Inspires, persuades, coordinates and leads

Leadership Traits – A few

• CHARISMA

• ENTHUSIASM

• SELF CONFIDENCE

• EXTROVERSION (Outward ness)

• ASSERTIVENESS (Type of +ve ness)

• EMOTIONAL STABILITY

• SENSE OF HUMOR
 • WARMTH

• HIGH TOLERANCE FOR FRUSTRATIONS

• SELF AWARENESS & OBJECTIVITY

• INITIATIVE (inventiveness/ideas/plan)

• EMPATHY (Fellow feeling)

• INTERNAL LOCUS OF CONTROL

• COURAGE ……& SO ON

Satisfactions for Leader

• Power & prestige

• Chance to Help others

• Higher Income

• Respect & status

• Control over resources

• Opportunities for Advancement

• More well-informed

Dissatisfactions for leader

• Uncompensated overtime work

• Less Authority, More responsibility

• Less time for own affairs

• Loneliness

• Too many headaches

• Too many people’s Problems

• Pursuit of Conflicting Goals

• Organizational Politics
Leadership styles
• The behavior pattern exhibited by a leader while influencing the follower is known as
leadership styles

• 1. Autocratic leadership

• 2. Participative (Consultative) Leadership

• 3. Free-rein (leissez-faire) Leadership

Conclusions:
• A true leader is successful when he is able to formulate goals and objectives for
himself and his team.

• It is not a good practice to do all tasks yourself for faster and better accomplishments
in a organization.

• Leadership is the process of communication and help others to work towards common
vision.

• Successful leadership depends on behavior, skills, actions, personal trait etc.

• Leadership is influencing people by providing purpose, vision, goal etc.

• Successful leaders believe in augmenting their skills with that of the others.

• By himself, he may not have the skills or knowledge to do something.

• However, by working in tandem with other people, he not only gets new work done,
but also ends up supplementing his own knowledge and information.
 TEAM
• Teamwork is the ability to work together towards a common vision.

• It is team-work that allows common people to attain uncommon results.

• All the employees are required to work as a team to achieve the goals and objectives
of the organization.

• Teamwork encourages members to put in greater efforts and helps them to give their
best.

CHARACTERSTICS OF A GOOD TEAM

• Clear objectives

• Roles for all members clearly understood

• Appreciation of each others qualities

• Openness of thoughts , beliefs and actions

• Trust among members

• Co-operation in team members

• Effective leadership

• Ability to deal with conflict

• Good communication

• Purpose of unity

• Shared goals and objective

Fundamental features of a team:

• Strong and effective leadership,

• The establishment of precise objectives,

• Taking informed decisions,

• The ability to act quickly so as to carry forward this decision communicating freely,
developing the necessary skills and

• Techniques to fulfill the assigned tasks.

What is a TEAM?
• A team is a small group of people with complementary skills, who are committed to a
common purpose, performance goals and approach for which they hold themselves
mutually accountable.

The causes of internal conflicts

• Communication gap

• Group & individual rivalry

• Lack of communication skills

• Violation of communication channels

• Vested interests of few people controlling the masses, such as union leaders

• Aggressive nature of some of the individualOPEN, HONEST COMMUNICATION

IS VITAL

• Organizational climate – Unfair system of reward and punishment

• Poorly defined responsibilities – when the responsibilities of the individuals in a

group are not clearly defined.

• Role based conflict – Depending on the importance of the role in the organization,
one may have more important position among his colleagues

• Favoritism shown by the superiors & leaders of team, etc.

TEAM SPIRIT VALUES

• Values are beliefs people hold about what is right, moral, just, and so on.

• They serve as guideposts for how to behave in different situations.

VALUE 1: WE’RE ALL IN THIS BOAT TOGETHER – ORGANISATION, EMPLOYESS

AND CUSTOMERS

VALUE 2: EQUAL IMPORTANCE FOR ALL MEMBERS, NO SUBORDINATES OR

SUPERIORS DISTINCTION IN WORK

VALUE 3: OPEN, HONEST COMMUNICATION IS VITAL

VALUE 4: EVERYONE HAS OPEN ACCESS TO INFORMATION

• INFORMATION FACILITATES COOPERATION

• FOCUS ON PROCESSES
 TRANSACTIONAL ANALYSIS

Human behavior is multifarious

It is often said that man has a dual nature.

Behavior is reflection of the personality of a person

EGO STATES
An EGO-STATE
STATE is defined as a consistent pattern of thinking, feelings and emotions which
is a source for human behavior

 Parent Ego P Taught Concept

 Adult Ego A Thought Concept

 Child Ego C Felt Concept

 These three states are written with capital P, A and C.

 Thus each of us, has a parent, adult and child within us and

 May react from any one of these personality states at a given time

 P- Observed recorded part of a personality

 C-taped experience
erience of emotions & feelings

 A- logical part of personality

Transactions and its Types
1. Complementary Transactions
2. Crossed Transactions
3. Ulterior Transactions

Concepts of Life Position

 I AM NOT O.K. : YOU ARE OK.

 I AM NOT O K. : YOU ARE NOT OK.

 I AM OK. : YOU ARE NOT OK.

 I AM OK. : YOU ARE OK.

 COMMUNICATION SKILLS
Communication Means Understanding (C.G.Brown)

A raw data arranged systematically becomes information in communication

Four Essential elements Of communication

1. The message

2. The source

3. The receiver

4. The channel

Communication Process at Sender’s End

1. Ideation
2. Encoding
3. Transmission

Communication Process at Receiver’s End

1. Receiving
2. Decoding
3. Action

Rule of FIVE for Effective Communication

 Receives the message

 Understands the message

 Accepts the message

 Uses the message and information in the message

 Sends feedback to the sender

Objectives of communication
 Information

 Advice

 Order

 Suggestion

 Persuasion

 Education

 Warning

 Raising morale

 Motivation

Media of communication
1. Written communication

2. Oral communication

3. Face-to-Face communication

4. Visual communication

5. Audio-visual communication

6. Silence

Oral Communication saves Time and Money

Six Principles of communication (6 Cs)

1. Clarity
2. Completeness
3. Conciseness
4. Consideration
5. Courtesy
6. Correctness
Five Types of Communication
1. Downward Communication,

2. Upward Communication,

3. Horizontal/Lateral Communication,

4. Grapevine Communication

5. Consensus

Grapevine communication

 is an informal channel of communication.

Barriers to communication
Barriers to communication may entirely prevent a communication, filter a part of it or
give it incorrect meaning.

Wrong choice of media.

Physical barriers - Noise, time and distance.

Semantic - Interpretation of words, by-passed instructions.

Different comprehension of reality- Abstracting, slanting

Socio-psychological barriers - Attitudes and opinions.

Filtering - Sender manipulating information so that the receiver will see it more
favourably.

Selective perception.

Emotions - How the receiver feels at the time of receipt of a communication influence
how he interprets. In an emotional state of worry, excitement, fear etc., we will not be
able to convey or accept messages in their real sense.

Language - Words mean different things to different people depending on age,

education and culture.

Source of communication - biased notion.

Inattentiveness

Faulty transmission

Poor retention
Ways to develop effective Feed Back Skills
Focus on specific behaviors

Keep feed back impersonal

Keep feed back goal oriented

Make feed back well timed

Ensure understanding
 MOTIVATION

WHAT IS MOTIVATION ?

It is a process to realize full potential of an individual

Motivation refers to internal needs, wants or drives that prompts the individual to
strive for goal attainment.

Motivation is an individualized phenomenon. The nature, strength and direction of

motives vary from person to person and from situation to situation.

A manager cannot do a job without knowing what motivates people.

It is a general tendency to believe that motivation is a personal trait.

DEFINING MOTIVATION

Motivation is to inspire people to work, individually or in groups in the ways such as

to produce best results.

It is the willingness to exert high levels of effort towards organizational goals,

conditioned by the efforts and ability to satisfy some individual need.

Motivation is getting somebody to do something because they want to do it.

Job performance = Ability * Motivation

PHYSIOLOGICAL NEEDS

FOOD

WATER

WARMTH

SHELTER

SLEEP

MEDICINE

EDUCATION
SECURITY OR SAFETY NEEDS

Fear of loosing job

Fear of loosing property

Emotional protection

Need of being safe from injury

Need for protection against arbitrary deprivation

SOCIAL NEEDS

Need for belongingness

Need for association

Need for acceptance of one’s fellows

Need for giving and receiving friendship

ESTEEM NEEDS

Autonomy

Achievement

Self esteem and esteem for others

Self respect and respect for others

A feeling of personal worth

Adequacy and competence

Admiration

Recognition

Status

Need for appreciations

NEED FOR SELF-ACTUALIZATION

Growth

Achieving one’s potential

Self fulfillment

Need for continued self-development

Need for being creative

THEORY X & THEORY Y OF DOUGLAS McGREGOR

THE FIRST VIEWPOINT THEORY X :

The average human being has an inherent dislike of work and will avoid it if he can.

Because of this human characteristic of dislike of work, most people must be coerced,
controlled, directed or threatened with punishment to do work

The average human being prefers to be directed to avoid responsibility, has relatively
little ambition, wants security above all.

THE FIRST VIEWPOINT THEORY Y :

External control and the threat of punishment are not the only means

Man will exercise self-direction and self-control in the service of objectives to which
he is committed.

The average human being learns, under proper conditions, not only to accept, but to
seek responsibility.

The intellectual potentialities of the average human being are only partly utilized.

VROOM’S VALENCE EXPECTANCY THEORY

MOTIVATION = VALENCE x EXPECTANCY

CLAYTON ALDERFER’S ERG THEORY

Categorized Maslow needs into 3 groups

Existence – relatedness – growth

TYPES OF MOTIVATION
Achievement Motivation

Affiliation Motivation

Competence Motivation

Power Motivation

Attitude Motivation

Incentive Motivation

Fear Motivation

Achievement Motivation

It is the drive to pursue and attain goals.

An individual with achievement motivation wishes to achieve objectives and

advance up on the ladder of success.

Affiliation Motivation

It is a drive to relate to people on a social basis.

Persons with affiliation motivation perform work better when they are complimented for their
favorable attitudes and co-operation

Competence Motivation

It is the drive to be good at something, allowing the individual to perform high

quality work.

Competence motivated people seek job mastery, take pride in developing and
using their problem-solving skills.

Power Motivation

It is the drive to influence people and change situations.

Power motivated people wish to create an impact on their organization and are
willing to take risks to do so.

Attitude Motivation

Attitude motivation is how people think and feel.

 It is their self confidence, their belief in themselves, their attitude to life.

It is how they feel about the future and how they react to the past.

Incentive Motivation

It is where a person or a team reaps a reward from an activity.

It is “You do this and you get that”, attitude.

Fear Motivation

Fear motivation coercions a person to act against will. It is instantaneous &

gets the job done quickly. It is helpful for short run.

REQUISITES TO MOTIVATE

• We have to be Motivated to Motivate

• Motivation requires a goal

• Motivation once established, does not last if not repeated

• Motivation requires Recognition

• Participation has motivating effect

• Seeing ourselves progressing Motivates us

• Challenge only motivates if you can win

• Everybody has a motivational fuse i.e. everybody can be motivated

Group belonging motivates.

Difference between motivation, satisfaction, inspiration and manipulation.

Motivation refers to the drive and efforts to satisfy a want or goal.

Satisfaction refers to the contentment experienced when a want is satisfied.

Inspiration is bringing about a change in the thinking pattern.

Manipulation is getting the things done from others in a predetermined manner

 CHANGE MANAGEMENT
Why change?
1. Liberalization and Globalization

2. Technology change

3. Competition forces all to acquire the Bench Mark set by leaders.

4. Response to demanding customers.

5.Shareholders demand more value

Individual’s change

• Knowledge

• Attitude

• Individual Behavior

• Group Behavior

• Organization Behavior

Components of Organization

1. Structure

2. Systems, Procedure and processes

3. Culture

How change affects people?

• Change in Job content,

• Changes in status

• Changes in location

• Redundancy
• Change in Social grouping

• Loss of earning or earning potential

• Changes in condition of employment

• Changes in peoples’ beliefs, values etc.

Resistance to change

Individual sources-

• Selective information processing

• Fear of unknown

• Habit

• Economic factors

• Security etc.

Organizational Resistance

Major sources of organizational resistance:-

• Structural inertia

• Limited focus of change

• Group inertia

• Threat to expertise

• Threat to established power relationship

• Threat to established resource allocation

SUCCESSFUL CHANGE INVOLVES...

• Recognize the need of change

• Learning a new behavior

• Feeling comfortable with new situation

What can be changed?

Change agents are

– Responsible for managing change activities

– The persons who act as catalysts and assume the responsibility for
managing the Change in:

• Structure - alteration in authority relations, coordination mechanism, job

redesign

• Technology - Modifications in work processes, methods & equipments

used

People - Attitude, skill & behavior

Overcoming resistance to change

Six tactics for overcoming resistance to change at the disposal of the change agents:

1.Educate and communicate.

2.Participation

3.Facilitation and support

4.Negotiation

5.Manipulation and co-operation

6.Coercion
 STRESS MANAGEMENT
Stress is a condition or feeling experienced when a person perceives that demands
exceed the personal and social resources the individual is able to mobilize.

It has physical and emotional effects on us and can create positive or negative
feelings.

Positive stress adds anticipation and excitement to life.

Excessive stress may leave us feeling "tied up in knots".

Finding the cause of the anxiety is the first step in resolving a problem with stress.

How to Manage Stress?

There are three major approaches that we can use to manage stress:

 Action-oriented

 Emotionally-oriented

 Acceptance-oriented

Action-oriented:

 In which we seek to confront the problem causing the stress,

changing the environment or the situation.

Emotionally-oriented:

 In which we do not have the power to change the situation, but we

can manage stress by changing our interpretation of the situation
and the way we feel about it.

Acceptance-oriented:

 Where something has happened over which we have no power and

no emotional control, and where our focus is on surviving the
stress.
Physical warning

 Headaches

 Insomnia

 Heartburn

 Backaches

 Peptic ulcers

 Cramps

Indigestion

Physical consequences

 Arthritis

 Glaucoma

 Multiple sclerosis

 Stroke

 Cancer

 Leukemia

Mental warning

 Lack of concentration

 Loss of memory

 Anxiety

 Unjustifiable fears

 Quick to cry

 Quick to anger

Excessive worry
 Mental consequences

 Loss of self-confidence

 Physical illness

 Total mental breakdown

 Chemical dependencies

Stress by itself can’t hurt anyone.

It’s how we respond to stress that counts.

Develop positive attitude to overcome stress.

Ways to Master Stress

1. Become aware of your stressors and your emotional and physical

reactions

2. Recognize what you can change

3. Reduce the intensity of your emotional reactions to stress

4. Learn to notice and moderate your physical reactions to stress

5. Build your physical reserves

6. Maintain your emotional reserves

Stress Management Strategy

Here are some of the actions of adrenalin on different organs of our

body.

 Heart:

 Adrenalin makes the heart beat faster and more strongly.

 Blood vessels:

 This control the amount of blood flowing through them.

 Eyes:

 The muscles in the eye relax and the pupils dilate to facilitate ‘far’
vision.

 Muscles:

 Adrenalin makes all the big muscles in the body become tense.

 The digestive system:

 Adrenalin makes these muscles contract more quickly, speeding up

the transport of the bowel contents and in this way causing
diarrhea.

 The lungs:

 They dilate to allow more air to enter. The rate at which we breathe
speeds up as well.

 The pancreas:

 Insulin production is speeded up. It makes the sugar available to

the muscles to fuel sudden action.

 Sweat glands:

Adrenalin makes your sweat gland operate

Rules of the mind

What you expect you tend to realize.

Imagination is more powerful than knowledge.

Every thought or emotion has a psychosomatic reaction.

An idea programmed into subconscious will remain there until replaced

by another idea.

Each suggestion you accept allows easier acceptance of future

suggestions.

Your body will produce what your mind believes.

You tend to move in the direction of your most dominant thought.

EMOTIONAL INTELLIGENCE
 Emotional labor

It refers to the requirement that employees express particular emotions at

work (for instance, enthusiasm or cheerfulness) to maximize organizational
productivity.

Dimensions of Emotional Intelligence

1. Self-awareness.

• Being aware of what you are feeling.

• It is exhibited by self-confidence, realistic self-assessment, and a

self-deprecating sense of humour.

2. Self-management.

• The ability to manage your own emotions and impulses.

• It is exhibited by trustworthiness and integrity, comfort with

ambiguity, and openness to change.

3. Self-motivation

• The ability to persist in the face of setbacks and failures.

• It is exhibited by a strong drive to achieve, optimism, and high

organizational commitment.

4. Empathy

• The ability to sense how others are feeling.

• It is exhibited by expertise in building and retaining talent, cross-

cultural sensitivity, and service to clients and customers.

5. Social skills

• The ability to handle the emotions of others.

• It is exhibited by persuasiveness, and expertise in building and

leading groups and teams.
 TIME MANAGEMENT
Steps in time management
a. Understand how you are using your time at present.

b. Decide how you should spend your time.

c. Identify your time wasters.

d. Master your time wasters to save time (strategies for effective Time
Management)

e. Make plan of action.

f. Follow the plan.

Identify your time wasters

The time wasters keep you a way from spending time as you should
are obstacles to effectiveness.

You should control or eliminate then.

Some of the time wasters are

 Interruptions.

 Meeting.

 Crisis Management.

 Lack of objectives, priorities and deadlines.

 Personal disorganization.

 Ineffective delegation.

 Indecision and procrastination.

 Complicated procedure.

 Commuting, etc.
Strategies for effective time management

Increase your discretionary time / start early

Be time conscious.

Plan day’s work.

Hold priority meeting every morning.

Have prime time for ‘A’ jobs.

Fragment workday.

Do one job at a time.

Say “Frank No.”

Use time saving equipment.

Delegate work.

Develop self.

Keep diary, etc.

Benefits of time management

Efficient

Successful

Healthy

The Pareto principal – ABC analysis

80/20 principle

 Picking the vital few from the trivial many.

 80% of unfocussed effort generates only 20 % results.

 The remaining 80 % of results are achieved with only 20 %

focused effort.

Time = Life
CONFLICT MANAGEMENT