LEADERSHIP

Presented by: Rohit Joshi

LEADERSHIP
What is leadership?
Leadership is the ability to inspire
confidence and support among the people
who are needed to achieve organization
goals.

Leadership Styles
Authoritarian Style:
Strong-willed, domineering & to some extent
aggressive
Must have their own way
Look upon subordinates more as
functionaries than as persons
Not ready to listen to views and suggestions
of others (although they may pretend to), if
they offer different opinions

Leadership Styles
Authoritarian Style:
Do not allow themselves to get close to
employees.
Do not like to see employees get close to
one another
Business-like and task-oriented attitude
Blame poor results on the inability of
others to carry out instructions

Leadership Styles
The Democratic or Participative Style:
Concerned with maintaining group
effectiveness as with completing the task to
be done.
Encourages group members to express their
ideas and feelings
Seeks help of groups in resolving conflicts.
Encourages joint decision-making as well as
shared goal-setting.

Leadership Styles
The Democratic or Participative Style:
Sets policies by proposing them to the group
Responsibility for getting a job done depends
as much on the group as on themselves
Allows group members freedom in their work,
once they have shown their ability to do it.
Looks for better ways to do things, and is
open to change

Leadership Styles
Free - Rein Leadership Style:
All authority and control to the group
Group members presented a task to
perform and given free rein to figure out
how to perform it best.
Works well with well - motivated and
experienced employees
Group members may perceive leader as
uninvolved and indifferent.
Believes he/ she is helping subordinates
develop self-sufficiency.

Sources of power
Charismatic leaders use
Referent power
Expert power
Job involvement

Motivation
ASSUMPTIONS SURVEY
ATTITUDES SURVEY

Motivation
Mc Gregors Theory X & Theory Y
Managers base their thinking and
behavior on 2 different sets of
assumptions,
Theory X & Theory Y

THEORY X
Some leaders (Theory X) assume or believe
that most people:
1. Have an inherent dislike for work and will
avoid it if they can.
2. Must be forced, controlled, directed, or
threatened to put forth adequate efforts
towards achievement of organization
objectives.
3. Prefer to avoid responsibility, have
relatively little ambition and want security
most of all.

THEORY X
Theory X leaders behave in the following
way:
1. Closely spell out job responsibilities
2. Impose goals without individual employee
involvement
3. Make rewards contingent on working
within the system
4. Punish those who deviate from established
rules

THEORY Y
Some leaders (Theory Y) assume or believe that
for most people:
1. It is as natural to exert physical and mental
effort at work as it is at play.
2. External controls & threats are not the only
ways to make people work
3. The most important rewards satisfy needs for
self-respect and personal improvement.
4. Under proper conditions, people not only
accept responsibility, but also seek it.
5. People show a relatively high degree of
imagination & creativity in solving problems.

THEORY Y
Because they assume the above, Theory X
leaders behave in the following way:
1. They give people responsibility which then
automatically sets standards and
expectations for them to live up to.
2. They let the people under them experiment
with activities for which they may believe
subordinates lack capability.

TRAITS & QUALITIES OF A

LEADER
What are the qualities & Traits required
to be a good manager ?

Qualities of a leader

Challenging the process

Inspiring a shared vision
Enabling others to act
Modeling the way
Encourage the heart

I. Challenging the process

Initiative
Changing the status quo
Flexibility and adaptability
Internal locus of control
Courage
Knowledge of business

People Behavior
There are 3 types of people - those
who watch things happen, those who
make things happen and those who
wonder, What happened?
Max Hitchins

Initiative
Does not only react to events but

makes choices & takes action that

lead to change
Is a self-starter, takes actions without
support and stimulation from others

Challenging the status quo

Finding opportunities to get
extraordinary things done
Through motivating internally
Outsight
Experiment and take risks

Flexibility and adaptability

Facilitates change
Is able to adjust to different situations

Famous quote
Your future depends on many
things, but mostly on you.
Frank Tigger

Internal locus of control

Takes responsibility for events
Takes charge
He/ She believes that he/ she can
control circumstances enough to
perform well

Courage
Faces challenges & takes prudent

risks
Faces up to responsibility and is
willing to put his/ her reputation onthe-line

Knowledge of business
Has fundamental understanding of
ideas, techniques, trends and
discoveries (inside and outside the
company)
Seeks out and quickly understands
new developments

 KNOWING WHERE YOU ARE GOING

IS ALL YOU NEED TO GET THERE

- Carl Frederick

II. Shared vision

Imagine the future
Attract people to the common purpose
Assertiveness

Shared vision
We are all in the gutter, but some of
us are looking at the stars.
Oscar Wilde

Imagine the future

IS CAPABLE OF VISIONING
Is farsighted
Is able to understand long-range
implications of actions & policies
Direction setting
Janus effect, article on difference

Attract people to a
common purpose
Discover a common purpose
Use powerful language, positive
communication
Demonstrate personal conviction
Listen first and often

Assertiveness
Is forthright in expressing demands,
opinions, feelings and attitudes
Confronts group members about their
mistakes
Demands higher performance
Sets high expectations
Makes legitimate demands on higher
management

HOW ASSERTIVE I AM? - EXERCISE

III. Enabling others to act

Enthusiasm
Creativity
Resilience
Openness to experience
Collaborating
High performance standards

 I feel sorry for the person who cant

get genuinely excited about his work.
Not only will he never be satisfied, he
will never achieve anything
worthwhile
Walter Chrysler, founder of Chrysler Motors

Enthusiasm
Greatest tool for motivating others
Projects a gung-ho attitude
Can be expressed through gestures &
verbally

Creativity
Arrives at imaginative & original
solutions to complex issues

Resilience
Bounces back quickly from setbacks
Sets an example for team members by
not crumbling when something goes
wrong
Doesnt think of FAILURE but continues
to conduct business as usual

Openness to experience
Positive orientation towards learning
Imaginative, curious, broad-minded,
artistically sensitive, cultured

Collaborating
Building trusting relationships
Sharing information and resources
Focus on Gains, not losses

High performance standards

The leaders belief in the possible
success of a group member can alter
performance
Effective leaders hold group members
to high standards of performance

IV. Modeling the way

Honesty integrity and credibility

High tolerance for frustration
Self awareness and self-objectivity
Self confidence and emotional stability

Honesty, Integrity, Credibility

Is able to generate & retain trust
The formula, I will do exactly what I
say I will do when I say I will do it. If I
change my mind, I will tell you in
advance so you will not be harmed by
my actions.

High tolerance for frustration

Ability to cope in spite of barriers
coming in the way of attainment of
goals

Self awareness,self
objectivity
Is aware of own strengths & limitations
and works on them

Self confidence, emotional

stability
Is cool under pressure
Is composed during a crisis
Instills confidence in team members

V. Encouraging the heart

Sense of humour
Warmth
Sensitivity to others and empathy
Insight into people
Frequent feedback
Inspiration

Sense of humour
Relieves tension, boredom, defuses
hostility, dissolves tension and defuses
conflict

LEADERSHIP ROLE PLAY

Warmth
Cold People turn people off!!
Facilitates establishment of rapport
with group members
Provides emotional support to group
members

Sensitivity to others and

empathy
Understands group members, their
interests & attitudes and how to react
to them
Understands what the team members
positions on issues is & how best to
communicate with and influence them

The Black Cat exercise

Insight into people

A depth of understanding that requires
considerable intuition and common
sense.
Careful assessment of strengths and
weaknesses of team members
Can adapt his/ her leadership style as
per the situation.

Frequent feedback
Individual feedback so group members
can take corrective action
Positive feedback to reinforce
favorable activities
Celebrate Victories

Inspiration

Promoting peoples talents

Recognizing contribution of other
Stimulating others thinking
Building enthusiasm
game on recognizing contribution

Managing Conflicts
Conflict:
- Between Individuals or in Groups
- Associated negative Reactions - Hurt, Anger,
Bitterness or
Defensive responses
- Relationships end or get seriously damaged

Conflict is inevitable in relationships. It can

have constructive or destructive results
Conflict is more a sign of a groups health than
a symptom of disease.
Indifference threatens the Growth of a
relationship more than Conflict

Managing Conflicts
Conflict is more likely to have constructive
effects when Leaders:
- Recognize or Anticipate it
- Understand its potential
- Give adequate attention to ways of dealing
with it
Conflict can be healthy when used:
- To understand
- To clarify expectations and roles
- To strengthen relationships

Managing Conflicts
Conflict is valuable in a company because:
1. Spotlights problems that require attention
2. Forces clarifications
3. Invigorates leaders to find permanent
solutions
4. Counteracts lethargy that can overtake
organizations
5. Challenges old habits
6. Restores creativity that existed during the
early years of the company
7. Stimulates interest and creativity
8. Directs the efforts of the organization toward
finding solutions

Managing Conflicts
How is conflict destructive?
1. Slows down decision making process
2. Achieving organization goals becomes difficult
3. Too much time, energy and resources spent
towards problems and too little towards their
resolution
4. Prolonged conflict affects physical and
emotional well-being
5. Extreme conflict cases - Psychosomatic
disorders, inability to perform earlier easy tasks,
resorting to smoking, drugs, alcohol, or leaving
the organization

Resolving Conflicts
Dominating Style (High assertiveness, Low
Responsiveness):
- Use of authority to resolve conflicts
- Viewpoint exerted at the expense of others
- Party wins by use of power
This style works in:
- Emergencies
- Implementation of unpopular courses of
action
- No other approach seems possible

Resolving Conflicts
Negative aspects of this style:
1. Evokes bitterness and hostility in the
losing party
2. Conditions the parties to become
submissive to or dependant on authority to
resolve disagreements

Resolving Conflicts
Accommodating Style (Low Assertiveness, High
Responsiveness):
- Focus only on positive issues & deemphasis on areas of difference
- Issue of conflict ignored
Uses of Accommodating Style:
- When harmony is maintained, the other
party becomes more receptive on significant
issues.

Resolving Conflicts
Avoiding or Withdrawing Style (Low
Assertiveness, Low Responsiveness):
- Parties avoid each other altogether
- Ineffective strategy for achieving long-term
solutions to serious issues
- Undermines a relationship and leads to a chilly
distance, called ice-o-lation
Style useful for:
- A cooling-off period
- Postponing issues until a better time
- Preventing disputes over unimportant issues

Resolving Conflicts
Compromising Style (Mid-way of Assertiveness &
responsiveness):
- Search for bringing satisfaction to both parties.
- The give-and-take process seeks mutually
acceptable solutions
Style can be used when:
- Continued conflict is more costly than partial
agreement
- Dealing with a situation in which two strong
parties attempt to work out a solution

Resolving Conflicts
Compromising Style (Mid-way of
Assertiveness & responsiveness):
Negative aspects of this style:
- The goal is to reach an agreement that
ends the conflict, even if it is not the Best
solution
- Time- consuming

Resolving Conflicts
Collaborating Style (High Assertiveness & High
Responsiveness):
- Parties confront each other to reach a
solution that fully satisfies the concerns of
each
This Ideal Style involves:
1. Expressing ones own position as clearly
as possible (ASSERTIVENESS)
2. Fully listening to the other partys point of
view (RESPONSIVENESS)

EXERCISE: Dealing With Conflict

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