leadership & influencing process

8/6/2019 Leadership & Influencing Process

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LEADERSHIP & INFLUENCING

PROCESS

PRESENTED BY:-

1)SNEHA DESHPANDE

2) HARSHADA DATAR

3) SNEHA RATHOD4) TANMAYEE JOSHI

5) SNEHAL SABOO


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CONTENTS

Meaning of leadership

History of leadership

Importance of leadership

Management & leadership

Skills of leadership

Importance keys of leadership

Leadership styles

Leadership theories conclusion


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LEADERSHIP

MEANING:-

Today globalization has changed thetraditional view of organizational leader theheroic individual, often charismatic, whose

positional power ,intellectual strength andpersuasive gifts motivate followers. But this isnot necessarily ideal in Asia, nordus it match therequirements in large global corporations whereforms of distributed and shared leadership are

needed to address complex interlockingproblems.

There are also problems with the waysleaders have been tradionally developed, multibillion dollars efforts.


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LEADERSHIP IN NEW BUSINESS

ENVIRONMENT

There is no question that leadership roles arechanging in the new environment & theorganizational contexts. There is generalagreement among all analyses of leadership that

it is much more difficult to lead in difficult timesthan in good times. One analysis that five keyleadership roles can help shape managerialsuccesses & failure in next decade.

1) A strategic vision to motivate& inspire

2) Empowering employees

3) Accumulating and sharing internal knowledge

4) Gathering& integrating external information

5) challenging the status quo and creativity


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Even the small business leader faces a shifting role,

moving from a local to a global focus, following the

market, seeking innovation, being open, staying intent

on the quality of the execution rather than the idea,

remaining inquisitive & innovative, & being a

networker rather than the long ranger.


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SACHIN TENDULKAR

THE FAMOUS PERSONALITY

which is well known to all of

us.

1) Completed 20 long years in hiscricket career.

2) Inspiring lakhs of people and

following fans.

3) Making records after records.

4) One of the great influencing hero

in India.


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IN THE RECENT YEARS, MANY THEORIES & PRACTITIONERS

HAVE EMPHASIZED THE DIFFERENCE BETWEEN MANAGERS

AND LEADERS. FOR EXAMPLE,AS BENNIE HAS NOTED:

TO SURVIVE IN THE TWENTY FIRST CENTURY ,WE ARE

GOING TO NEED A NEW GENERATION OF LEADERS- LEADERSNOT MANAGERS. THE DISTINCTION IS AN IMPORTANT ONE.

LEADERS CONQUER THE CONTEXT- THE VOLATILE,

TURBULENT,AMBIGUOUS SURROUNDINGS THAT SEEMS TO

CONSPIRE AGAINST US AND SURELY SUFFOCATE US IF WE

LET THEM- WHILE MANAGERS SURRENDER TO IT. HE THEN

GOES ON TO POINT OUT HIS THOUGHTS ON SOME SPECIFIC

DIFFERENCES BETWEEN LEADERS AND MANAGEMENT.


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OBVIOUSLY, THESE ARE NOT SCIENTIFICALLY DERIVED

DIFFERENCES, BUT ITS PROBABLY TRUE THATAN

INDIVIDUAL CAN BE A LEADER WITHOUT BEING A MANAGER

AND BE A MANAGER WITHOUT BEING A LEADER.

LEADERSHIP IS PARTICULARLY DEFINED ON THE TERMS OFGROUP PROCESSES, PERSONALITY, COMPLIANCE,

PARTICULAR BEHAVIORS, PERSUASIONS, POWER, GOAL

ACHIEVEMENT, INTERACTION, ROLE DIFFERENTIATION,

INITIATION OF STRUCTURE,& COMBINATION OF TWO OR

MORE OF THESE.


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MANAGEMENTAND LEADERSHIP

Administers

A copy

Maintains

Focuses on system and

structure

Relies on control

Short range view

Asks how and when

Eye on the bottom line

and many more

Innovates

An original

Develops

Focuses on people

Inspires trust

Long range perspectives

Asks what and why Eye on the horizon

Originates and manymore

MANAGEMENTCHARACTERISTICS

LEADERSHIP

CHARACTERISTICS


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LEADERSHIP STYLES

The total pattern of leaders actions as perceived by theiremployees, is called leadership style. It denotes the leadersphilosophy, skills and attitudes in practice.

A) Positive and negative leaders:

There are different ways in which leaders approach tomotivate. If the approaches emphasis reward the leaderuses positive leadership if the approaches emphasispenalties the leader is applying negative leadership.Negative leaders are called bosses rather then leader.

They are three classes of supervisory techniques-

autocratic , participative or consultative and free rein andcorresponding to these three techniques, there are threemanagement styles- autocratic, democratic & laisses-faire.To these one more may be added- paternalistic style.


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Features:

1)Issue of orders to the subordinates.

2)Leader, the decision maker.

3)One way communication.

4)Implicit obedience.

5)Emphasis on negative incentive, fear, punishment etc.

6)I style.


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B) Democratic or participative leadership:

Participative or democratic leaders decentraliseauthority. It is characterised by consultation with the

subordinates & their participation in the formulation

of plans & policies. He encourages participation in

decision making. He leads the subordinates mainly

through persuasion & example rather than the fear or

force. Sometimes the leaders serves as a moderator of

the ideas & suggestions from his group.


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Features:

1)Interchange of ideas & two way communication.

2)Participation of subordinates in decision making.

3)Emphasis on satisfaction of egoistic needs.

4)Scope for use of human creativity & initiative.

5)Recognition of human values.

6) We style all sink or swim.


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C) Autocratic leadership:

The autocratic leader centralises power & decision

making in himself. He gives orders, assigns tasks &duties without consulting the employees. The leader

takes full authority & assumes full responsibility.

Autocratic leadership is negative based on threats &

punishments. Subordinates act as he directs. Heneither cares for their opinions nor permits them to

influence the decision. He believes that because of his

authority he alone can decide what is the best to do in

a given situation.


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Features:

1)Complete freedom for group or individual decision.

2)Leader furnishes leadership when asked.

3)Leader supplies information when asked.

4)Complete non participation by leader in determiningtasks & companions.

5)No appraisal, control etc.

6) You style.


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D) Free- rein leadership:

Free- rein leaders avoid powers & responsibilities.

The free- rein leadership type passes on theresponsibilities for a decision making to his

subordinates & takes himself minimum of initiative in

administration. He gives no direction & allows the

group to establish its own goals & work out its own

problems. The leader plays only a minor role. His ideais that each member of the group when left to himself

will put forth his best effort & the maximum results

can be achieved in this way. The leader acts as an

umpire. But as no direction or control is exercised overthe people, the organisation is likely to flounder.


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F) Personal, impersonal, formal & functional

leadership:

Personal leadership is exercise through theinfluence of personality.

Impersonal leadership is exercised from a distance

through subordinates of leaders & through written

orders, plans & programmes.

Formal leadership refers to all managerial

positions which are officially recognised.

Functional leadership exercises control because of

his expert knowledge.


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E) Paternalistic leadership:

The relationship between the leader & his group

is the same as the relationship between the head of thefamily with the members of the family. The leader

guides & protects his subordinates as members of his

family. This leadership style was admirably successful

in Japan with her peculiar social background. But

main disadvantage in this style of leadership is that,instead of gratitude it might generate antagonism &

resentment in the subordinates.


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SKILLS WHICH LEADERS REQUIRED

1)Cultural flexibility:

This skill refers to cultural awareness andsensitivity. Leaders must have the skills not only tomanage but also to recognize & celebrate the value of

diversity in their organizations.2) Communication skills:

Effective leaders must be able to communicate- inwritten form , orally & nonverbally.

3) HRD skills[ human resources]:Because human resource are so much a part of

leadership effectiveness, ,must have human resourcedevelopment skills for developing a learning climate ,designing and


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Conducting training programs, transmittinginformation and experience, assessing results,providing career counseling, creating organizational

change, and adapting learning materials.4) Creativity:

Problem solving, innovation and creativity providethe competitive advantage in today's global marketplace. Leaders must posses the skill to not only be

creative themselves but also provide a climate thatencourages creativity and assists their people to becreative.

5) Self management of learning:

This skill refers to the needs for continuous learningof knowledge and skills. In this time of dramaticchange and global competitiveness, leaders mustundergo continuous change themselves. They must beself learners.


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IMPORTANT KEYS OF LEADERSHIP

2)

Managing

stress

1)

Developing

Self-

Awareness

3)

Solving

Problems

creativity


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5)

Gaining

&influence

4)

Communicat

ing-

supportively

6)

Motivating

others

7)

Managing

conflict


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THEORIES OF LEADERSHIP

1) X & Y theory:-

a) X theory:


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b) Y theory:


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2) Situation oriented theory:-

This theory believes in situational behaviour of

the leaders & holds that the leadership is strongly

affected by the situation in which it works. The theory

believes that is the situation which develops a

leadership & form which a leader emerges. According

to this theory, leadership pattern is the product of

situation in a particular group & the nature ofleadership differs in different situations. The great

leaders like Hitler in Germany, Mussolini in Italy,

Mao Tse Tung in China & Shivaji Maharaj of our

Maharashtra, emerged as a result of particular

situation in their respective countries.


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3) Followers Theory:-

This theory tells that, leadership is developed on

the basis of acceptance from followers. Leadershipcannot exist without group. A study of the

characteristics of the followers group is also necessary

to understand the nature of leadership. If leader is

successful in leading his group, satisfying them &

motivating them, he will be assumed to be a goalleader. According to this theory, people tend, to follow

those persons who, according to them will satisfy their

personal wants & desires. The followers should feel

that the leader is a source of information & satisfies

their needs. Thus according to this theory, an

individual can become the leader, if the group

members accept him so.


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4) Contingency theory:-

Fred Fielder & his associates conducted a

comprehensive research at University of Illinois, U.S.Aover the leadership styles & effective group performance.

This theory is not particularly associated with the

emergence or development of leadership as in case of

earlier three theories.

According to this theory, a leader may take into

account two extreme approaches to accomplish the group

goals. This includes task oriented approach & people

oriented approach.


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Task oriented leader or manager gives utmost

importance to accomplishment of task, without

considering the reactions & expectations of hissubordinates. People oriented leader or manager,

however gives maximum attention to the expectations,

reactions & responses of his subordinates. Which

leadership style, task-oriented or people oriented is

better, is contigent upon the nature of situation,rather than ability of the leader.


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5) Hersey & Blanchards situational theory of

leadership:-

Hersey & Blanchard believed thatrelationship between leader & subordinates moves

through phases- a kind of life cycle as subordinates

develop & mature & the managers need to vary their

leadership styles with each phase, like Directiveness,

Supportiveness, Participativeness, Achievement-orientedness. In the initial stage, subordinates are to

be instructed in their job & rules & procedures etc.


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As subordinates start learning their tasks, they are not

able to accept full responsibility, the manager shall

initiate employee-oriented behaviour. In the third

phase the employees ability & achievement of

motivation are increased & seek greater responsibility.

In the final stage manager can reduce the amount of

support & encouragement as subordinates graduallybecome more confident & hence manager gives only

directive relationship


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A few examples of four stages are as follows:

a) Providing specific guidance as to what should be

done.b) Showing concern for well being of subordinates &

being friendly & approachable.

c) Soliciting subordinate suggestions.

d) Showing a high degree of confidence in subordinate.


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6) Path Goal Theory of Leadership:-

This theory states that the leader lays the path

towards goals & he provide rewards for achievingthem. A leader should understand the needs of people

& their desire to work or behave in a way that

accomplishes goals that satisfy those needs. If the

leader knows the need of the person & his desire to

work & he is able to accomplish the work, the leadercan reward him to make him feel happy & satisfied. In

this process:


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1) The leader is motivating the members of the group by

clarifying the path to personal rewards that result

from attaining work goals.2) The member is made aware of the path goal & what

the job requires.

3) The leader must offer the reward to the member of

the group who actually accomplishes the task. Theleaders judgement about the desirability of the

members effort & the goal helps him to decide

whether a reward can be given.


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CONCLUSION

Different situations require different styles ofleadership

Good leaders delegate and keep calm in times ofstress.

You can combine intelligence & humanity withenthusiasm you are likely to be a good leader

To become a leader - be a leader.

The key to leadership is to accept responsibility.

Leaders need a clear vision they should knowwhere they are going .

To be leader you have to be at one with peopleyou lead.

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