Leadership Training Ak Automatics 2012-13

7/31/2019 Leadership Training Ak Automatics 2012-13

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LEADERSHIPTRAINING


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Leadership

The ability to influence a group towards

the achievement of goal.

A leader is a person who guides others

towards a common goal, showing the way

by example and creating an environmentin which other team members feel actively

involved in the entire process.


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Desired characteristic of a leaderHonesty.

Forward looking.Courage.

Will power.

Judgement.

Flexibility.Knownledge.

Integrity.

Inspiring.

Future visionBuilding culture

Competent.


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Leadership NATURELeadership is driving home safe till destination.

Leadership is driving ahead of others. Acting when others are justthinking about it.

Leadership is taking care of the supporting team.

Leadership is reaching the top and staying there.

Leadership is targeting the goal. Totally focused.

Leadership is nurturing the team in a new style.

Leadership is breaking all records.

Leadership is reaching the unreachable.

Leadership is fun and enjoying work.

Leadership is demonstration of courage.Leadership is destroying the old beliefs and limiting thought.

Leadership is thinking, communicating and doing.


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Difference between Leadership and Management

Leadership is more concerned with core activities like setting ofdirection, creation of vision and keep them from moving in the right

direction.

Building Culture

However, Management is more concerned with secondary activitieslike planning, budgeting, organizing, staffing, creation of

organization structure, controlling of activities and solving problems

encountered when we move in the direction of leadership.

Building system


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BASIC LEADERSHIP STYLES

Autocratic Leadership

Laissez -faire Leadership Democratic Leadership

Bureaucratic Leadership


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Autocratic Leadership

Manager retains as much power and decision

making

Does not consult staff, nor allowed to give any

input

Staff expected to obey orders without receivingany explanations

Structured set of rewards and punishments.


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Greatly criticized during the past 30 years

Rely on threats and punishment to influence

staffDo not trust staff

Do not allow for employee input


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Effective when

New, untrained staff do not know which tasks to performor which procedures to follow.

Effective supervision provided only through detailedorders and instructions

Staff do not respond to any other leadership styleLimited time in which to make a decision

A managers power challenged by staff

Work needs to be coordinated with another department

or organization


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Not effective when

Staff become tense, fearful, or resentful.

Staff expect their opinions heard.

Staff depend on their manager to make all their

decisionsLow staff morale, high turnover andabsenteeism and work stoppage


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Bureaucratic Leadership Style

Manages by the book

Everything done according to procedure or

policy

If not covered by the book, referred to the nextlevel above.

A police officer not a leader enforces the rules.


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Effective

Staff performing routine tasks over and overStaff need to understand certain standards or

procedures.

Safety or security training conducted

Staff performing tasks that require handlingcash.


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Ineffective when

Work habits form that are hard to break,

especially if they are no longer useful

Staff lose their interest in their jobs and intheir co-workers

Staff do only what is expected of them

and no more

D ti L d hi St l


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Democratic Leadership Style

Also known as participative style.

Encourages staff to be a part of the decision making.

Keeps staff informed about everything that affects their

work and shares decision making and problem solving

responsibilities.

A coach who has the final say, but gathers information

from staff before making a decision

Produce high quality and high quantity work for long

periods of time

Staff like the trust they receive and respond with

cooperation, team spirit, and high morale


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Develops plans to help staff evaluate their own

performance.

Allows staff to establish goals.Encourages staff to grow on the job and be promoted.

Recognizes and encourages achievement.


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Effective when

Most successful when used with highly skilled or

experienced staff or when implementing operationalchanges or resolving individual or group problems

Wants to keep staff informed about matters that affectthem.

Wants staff to share in decision-making and problem-solving duties.

Wants to provide opportunities for staff to develop ahigh sense of personal growth and job satisfaction.

A large or complex problem that requires lots of input to

solveChanges must be made or problems solved that affectstaff

Want to encourage team building and participation


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Not effective when

Not enough time to get everyones input

Easier and more cost-effective for the manager to makethe decision

Cant afford mistakes

Manager feels threatened by this type of leadership

Staff safety is a critical concern


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Also known as the hands-off style

The manager provides little or no direction

and gives staff as much freedom as possible

All authority or power given to the staff and

they determine goals, make decisions, and

resolve problems on their own

Laissez-Faire Leadership


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Effective When

Staff highly skilled, experienced, and educated

Staff have pride in their work and the drive to do

it successfully on their own

Outside experts, such as staff specialists or

consultants used

Staff trustworthy and experienced


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Ineffective When

Staff feel insecure at the unavailability of a

manager.

The manager cannot provide regular feedback

to staff on how well they are doing.

Managers unable to thank staff for their goodwork.

The manager doesnt understand his or her

responsibilities and hoping the staff cover forhim or her.


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Principle of LeadershipKnow yourself and seek self-improvement.

Be technically proficient.Seek responsibility and take responsibility for your action.

Make sound and timely decision.

Set the example.

Know your people and look out for their well-being.

Keep your worker informed.

Develop a sense of responsibility in your workers.

Ensure that task are understood ,supervised and accomplished.

Team spirit.

Use full capabilities of your organization.

Q f


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Leadership QualificationEnergy-Both physical and mental.

Emotional Stability-Enable a leader to act with self-confidence, avoidanger and deal with his subordinate with understanding.

Knowledge of human relation-Requiring an understanding of humanbehaviors.

Empathy-Enabling him to look at things objectively and from anotherpoint.

Objectivity-Preventing him from emotionally involved (thinking from

the practical point of view.)Personal motivation-Fostering enthusiasm within himself to get the

job done.

Communication skill-Enabling him to talk and write clearly andforcefully.

Social skills-Enabling him to understand people, know their strengthand weakness and present him as a friendly and approachableperson.

Technical competence- Provide him with effective workingknowledge and insight of the operation under his guidance.


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Five different decision procedure of LEADERSHIP

A1- Leader takes known information and then

decides alone.A2-Leader gets information from followers andthen decides alone.

C1-Leader shares problems with followers

individually, listen to ideas and then decidesalone.

C2- Leader shares problems with followers as agroup, listen to ideas and decides alone.

G2-Leader shares problems with followers as agroup and then seeks and accepts consensusagreement.


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Situational factors that influence the method

When decision quality is important and followers posses

useful information, then A1 and A2 procedures are notthe best method.

When the leader sees quality decision as important butfollower do not, then G2 procedures is inappropriate.A1and A2 is appropriate.

When decision quality is important, the problem isunstructured, and the leader lacks information or theskills to make the decision alone, then G2 procedure isbest.

When decision acceptance is important and followersare unlikely to accept an autocratic decision, then A1and A2 procedure are appropriate.


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When decision acceptance is important but

followers are likely to disagree with one another,

then A1 and A2 and C1 procedures are not

appropriate, Because they do not give

opportunity for differences to be resolved.

When decision quality is not important but

decision acceptance is critical, then G2 is thebest method.

When the whole team, including the leader, feels

that decision quality is important and the

decision is not likely to result from an autocratic

decision, then G2 procedure is the most

appropriate.


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THANK YOU

BASANTA KSHETRI

Leadership Training Ak Automatics 2012-13

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