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Managers VS LeadersManagers VS Leaders

Practical

Stability

Ask how and whenAsk how and when

Efficiency

AdministrativeAdministrative

Visionary

Flexibility

Ask what and whyAsk what and why

Adaptation

InnovativeInnovative

Managers(Role) Leaders(Role)

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Attitudes Towards Goals Attitudes Towards Goals

Managers

Impersonal

Almost passive

Necessity instead of desire

Deeply tied to their organization's Culture

Tend to be reactive

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Attitudes Towards Goals Attitudes Towards Goals

Leaders

Tend to be active

Envision and promote their ideas

Shape ideas instead

Have a personal orientation toward goals

Provide a vision about what is desirable, possible, andnecessary

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Why In tegra te ?Why In tegra te ?

Over emphasis on managing role can obstruct risk

taking and create bureaucracy.

More attention towards leadership role can lead to

impractical change and disrupt order.

Both roles combined, helps the organization to deal with

dynamic environment effectively.

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Flexible Leadership ModelFlexible Leadership Model

Determinants of organizational performance

Efficiency And Process Reliability

Innovation And Adaptation

Human Resource And Relation

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Im por tanceIm por tance

Efficiency

Low Operating Cost

Large Customers Demanding Cost Reduction

Helps in retaining customers

Example : Dell Computer Corp

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Process Reliability

To minimize the Negative Effect On Health &Safety of people

Reduce FinancialL

oss

Grapple Repeated Business From SatisfiedCustomer

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Innovation And Adaptation

To provide differentiated ProductsO

r Services

Match Rapid Technological Changes

Provide customer satisfaction.

Compete efficiently with competitors

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Human Resource And Relation

Irreplaceable , Motivated And Skilled Employees

Retention Of Human Capital is beneficial.

It helps in increasing productivity and efficiency in the

organization.

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Leadership Behavior Leadership Behavior

Categorized into 3 parts

Task Oriented BehaviorsTask Oriented Behaviors

improving efficiency and process reliability

RelationshipOriented BehaviorRelationshipOriented Behavior

improving human resources and relations

Change Oriented BehaviorChange Oriented Behavior:

Improving innovation and adaptation

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Managemen t Sys tems and ProgramsManagemen t Sys tems and Programs

Performance determinants can be Influenced By:

Improvement Programs

Management Systems

Structural Forms

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Managemen t Sys tems and ProgramsManagemen t Sys tems and Programs

Increasing/improving one performance determinant canhave side effect on the other.

Leaders have the responsibility for effectiveimplementation of systems and programs

Adaptation is facilitated by programs designed todevelop innovative ideas.

External Benchmarking: Systematic process for importinggood ideas to improve Company·s services, processes andproducts

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Com par ison Com par ison

Clarify roles and task

objectives.

Encourage , co-operation

and teamwork.

Take risks to promote

change.

Encourage innovative

thinking

Goal setting programs

Training, mentoring and

talent management

programs.

Benchmarking to import

best practices.

Incentives for innovation

Leadership BehaviorManagement Systems &

Programs

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Direct leadership behaviors can support/simplifyimplementation of new programs and systems.

Management systems can increase the effects of directLeadership behaviors.

Management programs can act as a substitute forleadership behavior and ensure that activities are carriedout efficiently.

Join t Influence Join t Influence

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The two roles are narrowly defined.

Efficiency and process reliability is placed under

Management.

While innovation and adaptation is placed under

leadership.

Finding the right balance between both the roles is the

ultimate solution.

R eframing the Con troversyR eframing the Con troversy

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Performance De terminan tsPerformance De terminan tsIn terrela tion In terrela tion

Adaptation VS Efficiency

Adaptations effect on EfficiencyAdaptations effect on Efficiency

Major Changes requires Substantial Investments of Extra

Resources.

Revision of individuals and groups may also be required.

This variations may reduce Efficiency.

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Efficiency·s effect On AdaptionEfficiency·s effect On Adaption

Reduces Flexibility

Difficulty in changing Strategy

Pose new threats and opportunities are overlooked.

Necessary resources are not allocated to research anddevelopment

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Efficiency VS Human Relation

Efficiency·s effects On Human RelationsEfficiency·s effects On Human Relations

Low Employee Moral and job dissatisfaction.

Loss Of Skilled Employee Due To Downsizing.

Can lead to lower commitment and high labor turnover.

Decline in expertise and knowledge

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Human relation·s effects on efficiencyHuman relation·s effects on efficiency

It can lead to higher cost and reduced efficiency.

Prices may increase which makes it difficulty tocompete with competitors

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Adaptation Vs Human Relations

Adaptation·sAdaptation·s effects on Human relationseffects on Human relations

May reduce Job satisfaction and motivation.

Can lead to conflict and stress among employees.

Less emphasis on developing employees skills.

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Human relation·s effects on AdaptationHuman relation·s effects on Adaptation

May lead to low investment in research and developmentof a product.

Hindrances may occur while implementing major changes.

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Mutual SynergyMutual Synergy

Enhancing one performance determinant can have

favorable effects on other determinants.

Strengthening more than one determinant is required if

there is interdependence .

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En hancing PerformanceEn hancing Performance

De terminan t Simul taneouslyDe terminan t Simul taneously

EfficiencyEfficiency:- Reduction in purchasing cost.

- Reduce production overcapacity.

Innovation and sales :Innovation and sales :

- Enhance customer appeal.

Human relation :Human relation :

- Motivation.

- Providing performance appraisal.

- Develop trust.

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R ules For In tegra tingR ules For In tegra ting

Understanding of prior events and situations.

Study of external environment.

Adapt as per the changing environment.

Being proactive in decision making.

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R ules For In tegra tingR ules For In tegra ting

Understanding the organization structure.

Defining objective and priorities.

Increase commitment, co-operation and co-ordination

among employees.

Treating organizational goal as primary objective.

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lead by E xam plelead by E xam ple

Follow what you preachFollow what you preach

Example : Top executives giving up their luxuries for

cost cutting which motivates the lower level employees.

Unethical behaviorUnethical behavior

Example: Providing bonuses to top executives at the

time of financial crises.

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Conclusion Conclusion

There should be balance between three performance

determinants.

Performance determinants should be considered

while planning , to improve organizational

effectiveness.

Leadership behavior and management system should

be properly integrated.

hpl1 grp

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