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Chapter 1
Teena Y. Sharma
Intro. to Leadership
Teena Y. Sharma
Intro. to Leadership
The boss drives his/her team; the leader coaches them. The boss depends upon authority; the leader depends upon good will. The boss inspires fear; the leader inspires enthusiasm. The boss says, "I"; the leader says "WE." The boss assigns the tasks; the leader sets the pace. The boss says, "Get here on time"; the leader begins on time. The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss knows how it is done; the leader shows how it is done. The boss makes work drudgery; the leader makes it a game. The boss says, "GO"; the leader says, "LET'S GO." Author Unknown
Teena Y. Sharma
Intro. to Leadership
The process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of facilitating individual and collective efforts to accomplish the shared objectives A role -- a process
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SoWhat is Leadership ?
There is no universal or standardized definition of Leadership, because Leadership is complex, and it studied in different ways with different perspectives, thus they all require different definitions. But, according to Lussier and Achua, it can be defined as Leadership is influencing process of Leaders and also followers, in order to achieve organizational objectives through change.
What is Leadership?
Leader Followers
Organizational Objectives
Leadership
Change
People
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Teena Y. Sharma
Leadership :- Influence
Influencing can be defined as the process of a leader communicating ideas, gaining acceptance of these ideas, and finally motivating the followers to support and implement these ideas through change. Influence is the essence of Leadership. Most of the organizations have two major classifications of their employees: Managers and Sub-ordinates. Managers have the formal authority to tell the sub-ordinates about what is to be done, whereas, employees do what is told to them. In this relationship, a manager has to perform all the functions of management i.e. Planning, Organizing, Leading and Controlling. A manager may perform the management functions well, but may not be an effective leader, which in a way may affect his effectiveness. At the same time, there may be an employee, who takes part in decisionmaking and influences people. This makes him a good leader. Influencing is about How great is the impact which you make on your followers To be a successful leader, a person must be highly influential, but not bossy.
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Effective Leaders are not just concerned with the growth of self. Rather, they themselves work, and influence followers to work for the interest and growth of the organization. Leadership occurs when the followers are guided to understand what is ethical and beneficial for the organization and themselves. Apart form encouraging the followers, to work for the growth of the organization and thus themselves, another task of a leader is to set specific, difficult objectives, which lead to higher levels of performance. An effective leader sets clear, achievable and high goals.
Teena Y. Sharma
Intro. to Leadership
Leadership: Change
Change talks about transformation. When objectives are set for the employees, they undergo a Change. Leadership involves influencing followers, to bring about a Change, towards a desired future for the organization.
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Leadership:- Leaders-Followers
A Leader is a person who leads and a Follower is a person, who gets influenced by the Leader. A Follower can be manager or non-manager. Good Followers are not Yes !!! People, who follow the leader without giving any inputs to the leader. It is not just that a leader influences Followers, the Leader also gets influenced by followers. Followers give a direction to leader for formulating the objectives. Leadership is a continuous process between Leaders and Followers.
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Leadership:- People
People is an important element of Leadership. Leadership is about leading People. Effective Leaders, enjoy working with People and helping them succeed.
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Figurehead
Leader Liaison
Monitor
Disseminator Spokesperson
Teena Y. Sharma
Entrepreneur
Disturbance-Handler Resource-Allocator Negotiator
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Interpersonal Roles:
Revolves around people. They include people and duties which are symbolic in nature. Has three types: Figurehead, Liaison and Leader
Informational Roles:
These are the duties which involve information. Receiving, Collecting and Disseminating information. The three types are: Monitor, Disseminator and Spokesperson
Decisional Roles:
Revolves around making choices Has four types: Entrepreneur, Disturbance Handler, Resource Allocator and Negotiator.
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Leader
Motivate followers
Liaison
Maintaining self-developed network of outside people who give information Informational Roles
Monitor Disseminator
Evaluating information Transmit the information received from outsiders to insiders of organization Transmit information to companys outsiders Decisional Roles
Reading periodicals and examining annual reports Holding board meetings and passing on information received from outside. Holding press meetings etc.
Spokesperson
Improvement, bringing changes in organization Giving solutions to unexpected actions Responsible for allocating organizational resources Representing the organization at major negotiations,
Making Strategies, developing products/services Solving quarrels Delegating duties and resources Participating in union contracts etc.
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Human Skills:
The ability to work well with other people, both individuals and groups. Because managers deal directly with people, this skill is crucial. They learn how to communicate, motivate and negotiate. Equally important to all levels of managers.
Conceptual Skills:
The ability to think about abstract and complex situations. This skill helps in decision making, hence it is most important to Top managers.
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Situation
Person
Intelligence
Traits
Stability
Integrity
Self Confidence
Flexibility
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Dominance:
Dominance here talks about, governance and taking charge of things. Effective leaders take charge, and possess the ability to govern the followers. However, they are never overly bossy or use a bullying style.
High Energy:
Leaders drive hard to achieve goals. They have enthusiasm for doing things without giving up, and the stamina to tolerate stress, they also have high tolerance to frustration, and overcome it effectively. Leaders take initiative to bring about improvements. However, they are not viewed as pushy.
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Self-Confidence:
Self-Confidence indicates, whether a person is self assured about their judgments, decision-making, ideas and capabilities. Leaders display self-assurance about their abilities and foster confidence among followers. Self-Confidence also influences individual goals, efforts and task persistence. Leaders are however realistically self-confident, but are not arrogant with know it all attitude.
Locus of Control:
Locus of control is on a continuum between external and internal belief in control over ones destiny. Externalizers believe that they have no control over their fate, and their behavior has little to do with their performance. Internalizers are leaders and they believe they control their fate, and their behavior affects their fate.
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Stability:
Stability talks about adjustment dimension of the big-five model Stable leaders are more emotionally controlled, secure and positive.
Integrity:
Integrity refers to behavior that is honest and ethical, making person trustworthy. Honesty refers to truthfulness of the leader. Trustworthiness is an important part of leaders success, to form long-term relationships, trust is very essential. The ability to influence depends a lot on integrity of the leader. Unless the leader is trustworthy it is difficult to obtain the loyalty of the followers, which in turn results cooperation and support by the followers. It is related to Conscientiousness dimension of Big-Five model of personality traits.
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Flexibility:
Flexibility is agreeableness with others. It also talks about adjustment with others. It includes traits related to getting along with people. A leader is flexible if he is warm, easygoing, compassionate, friendly and sociable. Besides this, it also refers to ability of leaders to adjust in different situations.
Sensitivity to Others:
Sensitivity to others refers to understanding group members as individuals, what are their positions, how to best communicate and influence them. To be sensitive to others require empathy. Sensitivity is very important while playing the Negotiator role by the leader. To build good relationships with followers, this trait is useful.
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Intelligence:
Intelligence refers to cognitive ability of leaders to think critically, to solve problems, to take decisions. It is the intellectual skill of the leaders. It refers to the Openness to Experience dimension of Big-Five model of personality traits.
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Agreeableness
BigFive Model
Adjustment
Conscientiousness
Openness to Experience
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