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Leadership/Leaders

Inventories can be managed, but people must be led Ross Perot

I suppose leadership at one time meant muscles; but today it

means getting along with people Gandhi

The quality of a leader is reflected in the standards they set for

themselves Ray Kroc (Founder of Mcdonalds)

You?

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Leadership Style

Clear about what he is doing and why

Instill the same to followers

Retain all authority and decision making power

No suggestions and no considerations

Keeps followers (employees) happy

Builds relationship

Help employees to indentify their strengths and weaknesses

Encourages long term developments

Involves employees in decision making process

Creates trust and sets realistic goals

Perform or leave (the organization) attitude

Sets high standards and adheres to it

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Theories of Leadership

Personality, Social, Physical or IntellectualTrait

Widespread changes to a business or organizationTransformational

Specific behavior differentiate leadersBehavioural

Different style based on circumstancesContingency

Review Internal ProcessesInvitational

Procedures & EfficiencyTransactional

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Training Leaders

Ohio State Studies/U. of Michigan Initiating Structure/Production Orientation

Consideration/Employee Orientation

Assumption: Leaders can be trained Goal: Develop leaders

Problem: Effective behaviors do not generalize

across situations

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Managerial Grid

Country Club (1,9) Team Leader (9,9)

Impoverished (1,1) Produce or Perish (9,1)

Middle of theroad (5,5)

Concern for production HighLow

High

Low

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Managerial Grid

Produce or Perish Style (9,1)

Authority and obedience

Error in the person and disciplinary action

Individual goals ignored

Suppressing conflicts

Prove through production figures Best performance where organization

believes only in numbers

Commitment from subordinates Compliance OR

Strong anti-organizational direction

Slowdowns and work hindrances

Problems Unionization

Long term labor turnover thought short

term productivity increases

I give clear production

quotas. I watch closely and

criticize as required.

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Managerial Grid (contd.)Country Club Style (1,9)

Gentle persuasion and trust subordinates

Forgive and forget errors (Every cloud has a silver lining)

Individual goals important and organization goals that can be embraced

One big family

Smoothing over conflicts

Subordinates loyal to boss and proud of company

Problems:

Productivity suffers

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Managerial Grid

Impoverished Style (1,1)

Do your job as you see fit

Ignore errors

No focus on goals (only pay

and retirement benefits) Avoid conflicts

Main concern is not to be

held responsible for any

mistakes

Problems

Can not survive for too long

Disharmony and dissatisfaction

I do what my job describes. I

care about my pay and

benefits.

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Managerial Grid

Middle of the road (5,5)

Balance between personal goals and organization goals

Mistakes: forgive the first time with the message that it can not beoverlooked next time

Goals are targets towards which

people should set their sights Conflict management

Split & find middle ground

Split & physical separate

Split & redraw organization chart

Commitment from subordinates

Problems

Neither production nor personal

goals fully met

I give a general plan to

subordinates and see that

they are agreeable with the

plan.

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Managerial Grid (contd.)

Team Leader (9,9)

Correlates organization goals with personal goals

Mistakes: study & learn

Goals are clear & realistic

Conflict management Direct confrontation

Correcting causes

Strong Commitment,respect and trust

High productivity

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CoachingHands On Hands Off

0% 100%

Coach has Control Learner has Control

Shared

Control

% of Control

Coaching

Hands On Supporter Qualifier Hands Off

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Mentoring

Informal transmission of knowledge

Relating to work/career/personal development

Usually face to face Over a long period of time

Mentor to Protg

Some famous Mentor Protg Relationships

Mary Angelou & Oprah Winfrey

Professor Henslow & Charles Darwin

Obi Wan Kenobi & Luke Skywalker

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Difference between Coaching/MentoringMentoring Coaching

Focus Individual Performance

Role Facilitator with no agenda Specific agenda

Relationship Self selecting Comes with the job

Source of Influence Perceived value Position

Personal Returns Affirmation/learning Teamwork/performance

Arena Life Task related

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THANK YOU