directing organization
TRANSCRIPT
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Directing
&Leadership
Dr. Aarushi
Jain
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Directing:
* Third managerial function
* direct personnel and activities toaccomplish the organizational goalsusing good communication and
leadership skills. Leadership: interpersonal process of
influencing the activities of anindividual or a group toward goal
attainment in a given situation-Primary purposefor studying
leadershipis to learn how to work with
people, individually, groups, teams,or anization...etc.
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- Some people use the term leadership
as alternative for management, but the
two terms donthave the same
meaning
Major problems conflicts and
challenges facing professionals in
their work are people problems
- Leader need to have skills,
knowledge, energy and action
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Leader: group member influences and
directs other members toward
individual or group achievement. Management: coordination of
resources through planning,
organizing, directing, and controlling toaccomplish specific institutional goals
and objectives.
Manager: concerned with schedulingand coordinating resources and tasks.
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Differences between leaders
and managers:
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MangersLeaders
* have official authority and
responsibility, but may or may not
have the power to establish goals
* Using power and authority to
influence thoughts & actions of
other people
Management: consists of planning,
organizing, directing and controlling
available financial material and
human resources
Leadership: consists of directing,
pointing, supervising and
coordinating the efforts of
individuals.
Manager: implement policy, plans,
and directives by motivating
themselves and others to obtain
money, materials to meet both
agency and workers need.
Leaderuse the processes of life to
facilitate the movement of persons
toward goal attainment .
Managersare official with a job
description designated
responsibility, and a chain of
command.
They create and maintain an
efficient environment.
A leaderhas some charisma that
makes others want to follow.
Leaders create excitement at work.
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Supervision
- directly concerned with leader/subordinateinteraction.
- It is possible for either a manager orsupervisor to also be a leader.
- some managers are not good leaders andnot all leaders are managers at all.
- supervisors may be with no managementskills.
- Managementrefers to certain task-oriented
activitiesin a job.- Superv is ionrefers to certainpeople-
oriented activitiesin a job.
- Leadership is formal when practiced by the
designated nurse in the unit.
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Leadersh ip sty les
Sets of behaviors:leader usesinterpersonal behaviors to influence the
accomplishment of goals
Range form very authoritarian to verypermissive & change according to the
situation
An effective style is one that best
complements the organizationalenvironment, the tasks to be accomplished,
and the personal characteristics. of the
people involved .
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Leadership styles.. Cont..
** 1) Authoritarian Style ( Directive, autocratic)
- Makes decisions alone : lack of groupsupport
- Concerned with the task more than
employees- May listen to suggestions, but not
necessarily be influenced by them
- Doesn't encourage cooperationamong staff members
- Use coercive power.
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- Firm Personality, self-assured,
dominating, keep the center for attention,
self-centered
- View workers as naturally lazy, lacking
ambition, disliking responsibility, and
preferring to be led.
- lack confidence in workers and vice
versa.
* Autocrat ic leadership is sui table in
cr ises:- Leader is the only one who has the
essential information, or skills
- Facilitate rapid decision making and
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Leadership styles.. Cont..
* 2) Democratic( Partic ipative ):
It enhances employee job
satisfaction
Helps them learn from their
mistakes.
It does not suit all situations.
Focusing on human relations, team
work and building effective groups.
Workers feel that they are important
contributors.
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Open Communication
Great feeling of satisfaction for group
members leading to self worth . Primary goal of the leader is to direct
the group onto the right direction
Makes people behave as adults Participation increase workers
acceptance
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Leadership styles.. Cont..
** 3) Laissez- Faire( Permis s ive and nondirective style).
effectiveness of this style depends on
the groups highly motivated
Provides little or no direction Emphasis is on the group
Criticism is not given
Permissive with little control
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* In Autocratic leadership
-Leader leads more than followers.
- Concern in the task.
* Democratic leadership:
- Concern in both task and followers,* Laissez- faire:
- Followers lead more than leader
- concern in followers.
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Theories of Leadership:
1- Great man theory:
Suggests that few people are bornwith
the necessary characteristicsto be
great.
- effective leaders (great men) use both
instrumental and supportive
leadership behaviors.- Many find this theoryunattractive as it
suggests that leadership cannot be
developed (born)
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Theories of Leadership.. Cont.:
2- Charismatic Theory:
A person may be a leader because
she/he is charismatic.
- Indicate that leaders have an
inspirational quality that helps them in
obtaining emotional commitment from
followers.
- Make others feel better in their
presence.
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Theories of Leadership.. Cont.:
3- Trait Theory:
Indicate that leaders have certain inborntraitsmaking them leaders.
Later theories suggested that traits could
be obtainedthrough learningandexperience
** Some common traits are:
1. Intelligent:more than followers.
2. Initiatively:the ability to start action not
considered by others.
3. Creativity:ability to think of new
solutions or ideas to problems.
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4. Emotional maturity and integrity:
- Do what they say
- Consistent in their actions.- Spread enthusiasm to followers
- overcome obstacles.
- Have self confidence .
5. Communication skills.
6. Persuasiveness to gain the consent of followers
7. Perceptiveness distinguish their allies form their opponents.
8. Participation in social activities.
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CONCLUSION
No one of the organizational theories
considered to be ideal, and there is no
one best leadership style.
** The most effective leader is the one
who can create motivated andproductive environment.
the end)