LEADING

LEADING
 TOPICS

• Leading Vs Managing
• Trait approach
• Contingency approach
• Dimensions of leadership
• Leadership Behavior and styles
• Developing leadership skills
• Transformational leaders
• Managerial Grid
• Evaluating leader
• Women and Corporate Leadership
• Motivational Theories
• Building groups into teams, Intergroup Behaviour,
• Conflict and Negotiation
• Global Leading.
 LEADERSHIP-
LEADERSHIP-DEFINITIONS
DEFINITIONS
"Leading is the use of influence to motivate employees
to achieve organizational goals" 
Three components make up the leading function:
 Motivating employees
 Influencing employees
 Forming effective groups.
 Existence of followers
 Common goals
 Situational
 LEADERSHIP-
LEADERSHIP-FUNCTIONS
FUNCTIONS,,IMPORTANCE
IMPORTANCEAND
ANDQUALITIES
QUALITIES
Functions of Leaders
1. Leader Develops Team work
2. Representative of subordinates
3. Appropriate counselor
4. Uses power properly
5. Uses time well
6. Strives for effectiveness
Importance of Leadership
• inspires employees
• secures cooperation
• creates confidence
• provides good working climate
Qualities of a Good Leader
a) Intelligence f) Inner drive
b) Communication skills g) Energy
c) Emotional balance h) Teaching
d) Technical skills
e) human relations skill
 Leading
Leading vs.
vs. Managing
Managing
Leader
Leaders have followers
Leaders exists even in unorganized
structures
Leaders influence people without formal
authority and through personal power
Leaders thrive on change and not
comfortable with status quo
Leaders focus on vision, mission and
goals and aspire to achieve them
Leaders can transform an existing
scenario into a new scenario (Paradigm
shift)
Leaders have emotional appeal,
charismatic and visionaries
Manager
Managers have people to supervise
Managers exist in organized structures
with defined roles and responsibilities
Managers can influence with formal
authority that comes from position
Managers long for stability and
uncomfortable with change
Managers focus on objectives, policies,
procedures budgets, rules and
regulations
Managers excel n the given situation
and circumstances
Managers are rational decision makers
 Approaches to Leadership
Three main theories of Leadership
1. Traits Theory
2. Behavioral theories
3. Situational or Contingency theories
I. Traits Theory
• Classical theory of leadership that differentiate leaders from non
leaders
• It assumes that there are certain qualities that produce
leadership behavior
• 4.Traits that are shared by most successful leaders.
1. Intelligence
2. Social maturity and breadth
3. Inner motivation and achievement drive
4. Human relations attitudes
 Theories of Leadership
Criticism of Traits Theory
• There is no universal list of traits for successful
leaders
• It is difficult to define traits
• the degree of trait in a leader is difficult to
determine
• The list of personality traits is long and exhaustive
• Effective leadership is not a function of traits alone
 Theories of Leadership
II. Behavioral theories
• The focus shifted from Traits to behavior of successful leaders
• Leadership involves in interpersonal relations between a leader and
subordinates
• the leadership is shown in actions than in qualities
1.Michigan studies
• studies conducted to identify those leadership behaviors that have a
strong association with performance effectiveness
• 2.dimensions of leadership styles.
• 1. Employee oriented leader: treats employees as human beings. Shows
concern for their well being. Encourages and involves in their goal setting.
High degree of productivity and job satisfaction.
• 2. Production oriented Leader: emphasizes technical aspects of job. Focus
on standards. Close supervision. Employees seen as tools in production
process.
 Theories of Leadership

Evaluation of Michigan Studies

•They prescribed employee-oriented style of leadership to
increase productivity
• They contended that production centered leadership style
is frustrating to employees
• This theory became more popular in “post-Hawthorne
America”
• They suggested people orientation first before a work
orientation
 Theories of Leadership
2.Ohio State studies :
• In 1940 Ohio state University conducted research to understand the
phenomenon of leadership and identified two Leadership behaviors.
1. Initiating structure : The degree to which a leader defines his own role and
the roles of his subordinates in terms of achieving unit goals. The Leader
structures and define the activities of his subordinates so that they are
accomplished.
2. Consideration : The degree to which a leader builds mutual trust with
subordinates, respects their ideas, and shows concern for their feelings. The
Leader builds rapport , friendly, approachable and listens to the problems
and allows them to suggest.
• The researchers developed questionnaire Leader Behavior Description
Questionnaire(LBDQ) containing 15 items on (IS) &(C) to describe activities
displayed by the Leader.
• They also developed Leader Opinion Questionnaire (LOQ) that reflect self
perceptions of Leaders on their style of Leadership.
 Theories of Leadership
Evaluation
• The results are displayed in 4.quadrants as mentioned below:
A high score on one dimension doesn’t mean a low score on
another as both IS and C are independent and distinct dimensions.
• C&IS are not independent and it is difficult for a leader to be both.
• The belief that High IS&C leads to better performance is also
questioned
• The environmental variables are completely ignored
 Theories of Leadership

3.The Managerial Grid:

It is a two-dimensional grid developed by Robert Blake and Jane mouton by
portraying two leadership behavior dimensions
1. Concern for production : represented on x axis it is quality and efficiency,
and measurements as output.
2. Concern for people : represented on y axis it is commitment to complete a
job, responsible, accountability
Blake and mouton defined 4 styles of leadership on the grid.
 Theories of Leadership
1. Country club: thoughtful attention to the needs of the people for
satisfying relationships leads to a comfortable, friendly organization
atmosphere and work tempo
2. Impoverished : Exertion of minimum effort is required to get work done
and sustain organization morale
3. Team : work accomplishment is from committed people and
interdependence with trust and respect
4. Produce or perish (task) : efficiency in organizations results from
arranging conditions of work in such a way that human elements interfere
to a minimum degree
5. Middle road : Balancing the necessity to work with morale of employees
to a minimum degree
Limitations :
• It fails to provide deep insight in to action
• Fail to provide any empirical evidence that team management is most
effective in all organizations
 Theories of Leadership
III. Situational or Contingency Theories of Leadership
 Effective leadership style is specific and relative to the situation
 It doesn’t believe that leaders are born but made
 It underlines importance of training and development for
leadership
 An effective leader must be flexible enough to adapt to the
differences among the subordinates and situations
 The success of the leader depends on the task, power, type of
relationship and the level of flexibility.
 1. Fiedler’s contingency model
 2. House’s path goal model
 3. Life Cycle Theory of Leadership
 4. Vroom’s and Yetton’s Normative Model
 Theories of Leadership

1. Fiedler’s Contingency Model

 Fiedler's contingency theory states that there are
three elements that dictate a leader's situational
control. The three elements are
1. Task structure: The extent to which the task is
structured and defined with clear goals and procedures
2. Leader/member relations : The degree to which the
leader is accepted and supported by the group
members
3. Positioning power : The ability of the Leader to control
subordinates through rewards and punishment
 Theories of Leadership
The Fiedler model proposes three step process to determine the most
effective leadership style
Step-1 : Determining Individual Leadership style :
• developed Least preferred Coworker (LPC) questionnaire containing
16.items and rating on a scale of 1-8 to measure whether a person is
task oriented or relationship oriented
• respondents were asked to think of all the coworkers and rate the
individual they least enjoyed working with.
• on a scale of 1-8, 8- being most favorable and 1- being most
unfavorable like
Friendly 8 7 6 5 4 3 2 1 unfriendly
Distant 8 7 6 5 4 3 2 1 Close
 Theories
Theoriesof
ofLeadership
Leadership
Step 2: Identifying contingency dimension :
• Three contingency dimensions to classify the situations
• 1. Leader member relations: good or bad
• 2. Position-power: strong or weak
• 3. Task structure : High or Low
Step 3: Determining appropriate Leader-situation fit :
• matching the leadership style with the variables related to the
situation
• This analysis would determine the effectiveness of the leadership
style and the group performance for different situations.
• The results show that the performance of task oriented leaders is
the best in situations involving High and Low control
• The performance of Relationship-oriented leaders is the best in
situations of moderate control
 Theories of Leadership
2. Path-Goal Theory – Robert House :
The stated goal of this leadership theory is to enhance follower performance and
follower satisfaction by focusing on follower motivation.
• The main function of the Leader is to
• 1. clear paths
• 2. clarify goals
• 3. provide support
• 4. provide rewards
• 5. analyze the situation, task and employees needs
• it is a modern theory of Leadership
• two categories of situational factors that influence outcome of leadership
behavior.
• 1. Environmental/situational factors- not in the control of subordinates
(task/structure/authority/work group)
• 2. Subordinate situational factors (locus of control/ability and experience) based
on the above Robert identified 4. types of leadership behavior.
 Theories of Leadership
Major Components of Path–Goal Theory
 Theories of Leadership
1. Directive Leader 2. Achievement-oriented
3. Supportive 4. Participative
 Theories of Leadership
Leader Behaviors
1. Directive Leadership :
• It characterizes a leader who gives followers instructions about
their task, including what is expected of them, how it is to be
done, and the timeline for when it should be completed.
• A directive leader sets clear standards of performance and
makes the rules and regulations clear to followers.
2. Supportive Leadership :
• Supportive leadership consists of being friendly and
approachable as a leader and includes attending to the well-
being and human needs of followers.
• Leaders using supportive behaviors go out of their way to make
work pleasant for followers. In addition, supportive leaders treat
followers as equals and give them respect for their status
 Theories of Leadership
3. Participative Leadership :
• Participative leadership consists of inviting followers to share in the
decision making.
• A participative leader consults with followers, obtains their ideas
and opinions, and integrates their suggestions into the decisions
about how the group or organization will proceed.
4. Achievement-Oriented Leadership:
• Achievement-oriented leadership is characterized by a leader who
challenges followers to perform work at the highest level possible.
•This leader establishes a high standard of excellence for followers
and seeks continuous improvement.
• In addition to expecting a lot from followers, achievement oriented
leaders show a high degree of confidence that followers are capable
of establishing and accomplishing challenging goals.
 Theories of Leadership

3. Life Cycle /Situational Theory of Leadership

 It suggests that appropriate leader behavior depends on the
maturity of the follower.
 pioneered by Paul Hersey and Kenneth Blanchard
 The focus is on followers and not on situational factors like
supervision, tasks, time and organization.
 It is based on inter play among three variables
 1. Task Behavior : amount of guidance and direction that the
leader gives
 2. Relationship behavior: Sicio emotional support provided by the
leader
 3. Maturity followers : readiness level of followers in performing
a given task.
 Theories of Leadership

3. Life Cycle /Situational Theory of Leadership

 The Leaders behavior must change based on maturity level of
followers.
 4.styles of leadership tat match different levels of maturity
 1. Telling (S1): Followers are both unable and unwilling and emphasizes
directive behavior involving high-task and low- relationship behavior
 2. Selling (S2): Unable but willing . Leader behavior both supportive
and directive. High – Task behavior and High-relationship behavior.
 3. Participating(S3): Able but unwilling. Require motivation. Support
followers. Leader is facilitating and communicating. High-relationship and
Low-task behavior
4. Delegating (S4): Able and willing. Both Job and psychological
maturity. They hardly require guidance and direction. Low relationship
and Low task behavior is appropriate
 Theories of Leadership
3. Life Cycle /Situational Theory of Leadership
 Theories of Leadership
3. Life Cycle /Situational Theory of Leadership

 Not refined or tested through scientifically based analysis

 Assumed that the leader has the ability to perceive the actual
maturity of followers which may not be accurate
 Employee turnover in organizations where new employees do
not have job maturity this theory suggests that the leadership style
has to be Task oriented.
 It suggests that the leaders needs to have style flexibility moving
from one style to another depending on followers maturity but the
leader may be unable to change
 Despite the above criticism this theory is effective as it considers
employees maturity levels and the need for leaders to adapt a
different style.
 Theories of Leadership
4. Vroom’s and Yetton’s Normative Model
 It focuses on the Decision making abilities of leaders
 Effectiveness of leaders depend on track record of making
decisions.
 It is also known as Decision-Participation Model.
Assumptions
 Decision-making style varies with the situation
 Leadership styles varies with the number of subordinates who are
affected by the decisions
 No single decision-making style is suitable in all situations
 Leader must select the best process that will influence the amount
of partcipation by subordinates in decision-making.
Five Decision-making styles
 AUTOCRATIC STYLES (CI&CII)
 CONSULTATIVE STYLES( CI&CII)
 GROUP STYLE(GII)
 Theories of Leadership
AI – Autocratic Type 1: Decisions are made completely by the leader. Leaders make
the decision on their own with whatever information is available.

AII – Autocratic Type 2: The decision is still made by the leader alone, but the
leader collects information from the followers. Followers play no other role in the
decision-making process.

CI – Consultative Type 1: The leader seeks input from select followers individually
based on their relevant knowledge. Followers do not meet each other, and the
leader’s decision may or may not reflect followers’ influence.

CII – Consultative Type 2: Similar to CI, except the leader shares the problem with
relevant followers as a group and seeks their ideas and suggestions. The followers
are involved in the decision, but the leader still makes the decision.

GII – Group-based Type 2: The entire group works through the problem with the
leader. A decision is made by the followers in collaboration with the leader. In a GII
decision, leaders are not at liberty to make a decision on their own.
 Transaction and Transformation leadership (James Burns)

1. Transactional Leadership :
• It occurs when leaders clarify subordinates role and task
requirements, initiate structure, provide rewards and display
consideration for subordinates.
• No special emotional inputs .
• Transactional leaders focuses on the role of supervision,
organization, and group performance.
• They are concerned about the status quo and day-to-day
progress toward goals.
• Transactional leadership operates within existing boundaries of
processes, structures, and goals
• Features of Transactional Leaders
Task Centered Short term Practical Passive
planners
Maintains stability Concrete Tangible Structured
 Transaction and Transformation leadership
 It occurs when leaders broaden and elevate followers interests
and stir followers to look beyond their own interests for the
good of others
 Elevates the goals of subordinates and inspires to give the best
 3.dimensions a). Charismatic b). Individual consideration
c).Intellectual stimulation
 Focuses on increasing employee motivation and engagement
 This leadership style emphasizes leading by example
 focuses on individual strengths and weaknesses of employees
and on enhancing their capabilities and their commitment to
organizational goals, often by seeking their buy-in for decisions.

Independent Inspirational Initiators Active and

achieving
Change oriented Forward thinking Charismatic Leading by example
 Motivation- Introduction
 Motivation is a process of stimulating people to action to
accomplish desired goals.
 Motivation produces goal oriented behavior
 Motivation contains system orientation
 Motivation can be either positive or negative
 Motivation is bargaining
Motivation Process- Generalized model
 Motivation-Introduction
Importance of Motivation
1. Productive use of resources:
2. increased efficiency and output
3. achievement of goals
4. development of friendly relationships
5. stability in workforce
Variables affecting Motivation in organizational setting

Individual characteristics Job characteristics Work situation characteristics

Interests attitudes Intrinsic rewards Immediate work environment
• Towards self • degree of • Peers
• Towards Job autonomy • Supervisors
• Towards aspects of situation • Degree of variety
in tasks
Needs Organization actions
• security • Reward practices
• social • Organizational culture
• achievement
 Motivational Theories
 Motivation theories evolved through different eras
 The Traditional approach- Scientific management(Taylor)-
People work for money and they have natural dislike for work
hence require strict control and supervision
 The Human Relations Approach- employees have strong social
needs and prefer these needs more than money
 The Human Resource approach- Employees can’t be
manipulated only through Money and meeting their social
needs. Management to create healthy working environment to
motivate employee contribution .
1. Content theories- offer insights in to needs of the employees
and how to satisfy the needs in work place
2. Process Theories- focus on why people choose certain
behavioral options to satisfy their needs and how they evaluate
their satisfaction after they have satisfied their goals
3. Reinforcement Theories- focus on employee learning of desired
behaviors
 Motivational Theories
I. CONTENT THEORIES
1. MASLOW’S HIERARCHY OF NEEDS THEORY
• One of the most widely mentioned theories
• Maslow saw human needs in the form of hierarchy
• When one set of needs is satisfied, this kind on need ceases to
be a motivator
• The basic human needs placed by Maslow in ascending order
1. Physiological Needs
2. Security or safety needs- job security, property, food and water
3. Affiliation or acceptance needs- belonging ness and acceptance
4. Esteem needs- power, prestige, status
5. Self Actualization- maximize one’s potential and accomplish
something great.
 Motivational Theories
I. CONTENT THEORIES
1. MASLOW’S HIERARCHY OF NEEDS THEORY
Evaluation :
• Edward Lawler collected data on 187 managers in 2.different
organizations over a period of 6 to 12 months.
• However there are 2.levels of needs i) Biological needs ii). Other
needs.
• They also found that at the higher level the strength of needs
varies with the individual. In some individuals social needs are
dominant and in others security needs.
• Upward movement of needs because of career progression and
not because of lower level needs satisfaction
• considerable research on this theory and found that little
evidence to support hierarchy
 Motivational Theories
I. CONTENT THEORIES
2. Alderfer’s ERG Theory
 This theory by Clayton Alderfer is similar to Maslow but has
three categories of needs.
• 1. Existence needs(basic)
• 2. Relatedness needs( socially intended needs)
• 3. Growth needs( self development)
 He suggests that one may be motivated by needs on several
levels
 Example one may go to work to make a living and also for good
relations with employees
 When people experience frustration on one level they may
focus on needs at lower level needs category
 Motivational Theories
I. CONTENT THEORIES
3. Herzberg’s two factor Theory
 It is called as Motivation-Hygiene theory
 Dissatisfies also called maintenance, Hygiene or job context
factors are not motivators while satisfiers are motivators and are
related to job content .

Hygiene/Job context/maintenance/ Motivators/ Job content/ satisfiers

dissatisfiers
Status Challenging work
Interpersonal relations Achievement
Quality of supervision Growth
Company policy and administration Responsibility
Working conditions Advancement
Job security Recognition
Salary
 Motivational Theories
I. CONTENT THEORIES
3. Herzberg’s two factor Theory
 The theory suggests that if the Hygiene factors exists in the
organization in high quantity and quality they yield no
dissatisfaction
 Their existence does not motivate in the sense of yielding
satisfaction. But their lack of existence result in dissatisfaction
 Motivators or satisfiers are related to job content and their
existence will yield satisfaction and their absence will yields
dissatisfaction hence they are Motivators.
 That means the Job content needs to be focused as it motivates
employees
Evaluation
1. The analysis in research is subjective
2. Maintenance factors are motivators in case of blue caller workers
3. Difficult to distinguish both categories
4. Focus on satisfaction/dissatisfaction rather that on the
performance
 Motivational Theories
I. CONTENT THEORIES
4.McGregor Theory X and Theory Y
• This theory describes two contrasting models of workforce
motivation developed at MIT in 1960
• Theory X and Y are the perceptions of managers on the types of
work force and not how the workers behave.
Assumptions

THEORY ‘X’ THEORY ‘Y’

• Employees dislike work
• hence they must be controlled
• escape responsibility hence
directed
• They want security and no
ambition
• Work is natural as play or rest
• Self direction and control
• Under proper conditions they
don’t avoid responsibility
• Want security,esteem and self
actualization
 Motivational Theories
I. CONTENT THEORIES
4.McGregor Theory X and Theory Y
McGregor's Approach

THEORY ‘X’ THEORY ‘Y’

Production centered Employee centered
Autocratic Democratic
External control Internal control
Closer supervision General Supervision
Directive Supportive
Initiating structure Consideration
Emphasis on coercion and punishment Emphasis on growth, autonomy and
reward
People are lazy and dislike work and People by nature enjoy work, want to
motivated by economic concerns do well and are motivated by self
control and self development
 Motivational Theories
I. CONTENT THEORIES
5.Maturity-Immaturity Theory
 It is proposed by Chris Argyris
 It is descriptive and multidimensional developmental process
along which individuals in organization grow.

IMMATURITY
Passive
Dependence
Behaves inn few ways
Having shallow abilities
Having short term perspective
Subordinate position
Lack of awareness of self
MATURITY
Active
Independence
Capable of behaving in variety of ways
Developing few abilities in depth
Long term perspective
Subordinate or equal position
Awareness and control over self
 Motivational Theories
II. PROCESS THEORIES
1. Equity Theory( J.Stacy Adams)
• It is one of the popular social exchange theories and says that people
are motivated to maintain fair relationships wit others and will try to
rectify unfair relations by making them fair
• The components of this theory are
a). Person: These are the people who perceive themselves in relation to
other people
b). Other : These are the people that are the basis of the comparisons
made
c). Inputs: These are the assets individual's bring to the work environment.
ex. Education, experience, skills, talents
d). Outcomes: These are the rewards individuals derive from the jobs
include pay, benefits, promotions and status
• This theory is based on two assumptions
• 1. Individuals make contributions for which they expect certain
outcomes
• 2. Individuals decide whether or not a particular exchange is
satisfactory by comparing their inputs and outcomes with others.
 Motivational Theories
II. PROCESS THEORIES
1. Equity Theory( J.Stacy Adams)
• Categories of Inequity occurs when
• A). Overpayment equity : The person gets more out of the job
relative to what he puts in compared to others.
• B). Equity : Both gain the same relative gain on their
investments
• C). Underpayment Equity : The person and the other do the
same job but other gets paid more and the person experience
face dissonance
Evaluation
• It is narrow on visible rewards compared to the process
• The process of comparison is weak
• Not specific to predict which actions are most effective
 Motivational Theories
II. PROCESS THEORIES
2. Vroom’s Expectancy Theory
• The key variable of this model are
• a). Valence : the value of a person places on the rewards that he
expects to receive from the Organization
• b). Expectancy : The perceived relationship between a given
level of effort and a given level of performance
• c). Instrumentality : A worker’s belief about the likelihood of
being rewarded in accordance with his level of performance
Evaluation
 People make choices based on what they think they will get
 Rewards should be tied to performance
 Rewards should be equitable
 focuses on expected behaviors
 Motivational Theories
II. PROCESS THEORIES
3. The porter and Lawler Model- Expectancy Theory
• The thesis says that performance causes satisfaction
• Performance is a function of 1. desire of the employee to
perform 2. ability of the employee 3. knowledge of the job
• Key Variables are a). Motivation b).Satisfaction c). Performance
• Effort : Effort is the result of attractiveness of the reward as
perceived by the employee. More effort if the reward is more
• Performance : It is based on the ability that the employee puts
in. Performance results with effort and the ability of the
employee.
• Rewards: performance leads to extrinsic or intrinsic rewards.
• Actual rewards> Perceived rewards= satisfaction results
• Actual rewards<perceived rewards= dissatisfaction results
 Motivational Theories
III. REINFORCEMENT THEORIES
• It states that behavior that results in rewarding consequences is
likely to be repeated. Reinforcement is anything that causes a
given behavior to be repeated or inhibited
• 4. types of Strategies used by managers to influence the
behavior of employees
• 1. Positive Reinforcement- Pleasant and rewarding consequence
following a desired behavior. Feedback must be consistent and
frequent in order to create positive reinforcement
• 2. Negative Reinforcement- It occurs when an unpleasant or
undesirable situation is removed or withdrawn following some
behavior.
• 3. Extinction- Effective method of controlling undesirable
behavior. It refers to non reinforcement.
• 4. Punishment- It is a control device to reduce and discourage
annoying behaviors.
 Building groups into teams, Intergroup Behavior,
Conflict and Negotiation
 Hierarchical and functional structures are not able to provide the
order and continuity to the modern day maanger
 Therefore cross functional teams are employed to manage changes
 Team : “Together everyone achieves more”- It comprises of small
number of people with complementary skills committed to a
common purpose, set of performance goals and mutually
accountable for the results.
 Difference between Groups and Teams
1. Members of a group work independently, towards different personal
goals, no belief in groups objectives, lack of trust in other members,
hold back their contribution to group goals and are bothered by
disagreements and difference of opinions perceived as threats.
2. Members of a team work independently, for team goals, collaborate
and sacrifice personal goals to team goals, trust in others, contribute
to team success, view disagreements as ways to solve problems.
Building groups into teams, Intergroup Behavior, Conflict and
Negotiation
Ingredients of Effective Teams
1.Commitment for common purpose
2. Collective and challenging specific goals
3. Support management
4. Flexibility
5. Adherence to team values 6. Trust 7. Proactivity 8. Effective decision-making
9.Effective communication 10. Proper records
Requirements for effective Team Building
1. Leadership Quality
2. Effective communication
3. Clarification of roles and responsibilities
4. Objective decision-making
5. Focus
6. Cooperation
7. Intuitive thinking
8. Understanding Human Behavior
 Building groups into teams, Intergroup Behavior, Conflict and
Negotiation
STAGES OF TEAM BUILDING
1) ANXIETY STAGE 2). FORMATIVE STAGE
3). FUNCTIONAL STAGE 4). PRODUCTIVE STAGE
MANAGING TEAM CONFLICTS
Reasons behind conflicts
1. Project priorities and technical opinions
2. Staffing and Resource allocations
3. Objectives and Milestones
Strategies for handling team conflicts
a. Listening e. Focus
b. Highlighting the importance of project goals f. Involvement
c. Sound Business Intelligence g. Fairness and Transparency
d. Open –mindedness
 Building groups into teams, Intergroup Behavior, Conflict and
Negotiation
Principles of Effective Negotiation in Team Development
 Problem Analysis
 Preparation
 Active Listening
 Emotional Control
 Verbal Communication
 Collaboration and Teamwork
 Problem Solving
 Decision Making Ability
 Interpersonal Skills
 Ethics and Reliability
 Global Leading.

Comparison of Japanese, US, China Leading practices and styles

Japanese Management U.S.Management Chinese Management
Leader acting as a social Leader acting as the Leader acting as the head
facilitator and group decision maker and head of of the group
member the group
Paternalistic role Directive style( strong, firm Directive style (Parent-child)
and determined)
Common values facilitating Often divergent values, Common values;
cooperation individualism, sometimes emphasizing on harmony
hindering cooperation
Avoidance of confrontation, Face to face confrontation Avoidance of confrontation
sometimes leading to common; emphasis on
ambiguities, emphasis on clarity
harmony
Critical communication, Top-down communication Top-down communication
top-down and bottom-up;