MODULE 4- INTRODUCTION TO

LEADERSHIP
COMMUNICATION
CONTENT- COMMUNICATION

• Significance of communication skills for work life and leadership.

• Social perception in organization;

• Competency and behavior approaches to leadership.

• Model of four competencies for leadership.

• The Contingency theory of leadership;

• Situational leadership I and II.

• Transactional and transformational leadership.

• Models of well balanced and authentic leadership. ;

• Leader and his or her followers. -Models of relation between leadership and followership. LMX
theory.
AS A LEADER

1.What do you want? How much do you want ?

2.Ask good questions –open ended questions
3. Pay attention- LISTEN- FOIC
4.Connect
MUST WATCH

Leadership and communication (10min)

https://www.youtube.com/watch?v=fohLnTasdrI

Leadership Communications (10min)

https://www.youtube.com/watch?v=fCQr9mj5XWg

The Key to Powerful Leadership Communication

https://www.youtube.com/watch?v=em6EJ7-MFcw (5min)
 S- Sit up Straight
L- Listen
SLANT
STRATEGY A-Answer and ask questions
N- Nod and show interest
T- Track the speaker
CASE: FRINGE BENEFITS

• Although secretaries, like any other group of employees, should have their
good work recognized throughout the year, many organizations save their
plaudits for “Secretary Week,” which generally occurs in the spring. Last
year, the university’s secretaries had been given a day off during Secretary
Week. Though this day off was not formally entrenched, the secretaries were
looking forward to the same benefit this year. Many of them had put in extra
hours, without pay, during the year.
CASE: FRINGE BENEFITS

• On the first day of Secretary Week, the dean of the school sent each of the
secretaries a bouquet of flowers – with no mention of a day off. This year the
secretaries neglected to send the dean a thank-you note. “It doesn’t pay to try
to be nice to people nowadays,” the dean muttered to himself.
QUESTIONS

• Where did the dean go wrong?

• What should the dean do next year?
• Is there anything the dean should do now?
SOCIAL PERCEPTION

• Social perception (or person perception) is the study of how people form
impressions of and make inferences about other people as sovereign
personalities.
 Social perception is the process by which we
interpret information about another person or
other people.

SOCIAL Our social perceptions help us form opinions and

PERCEPTIO judgments about others.

N
Social perception is of interest to organizational
behaviourists because so many managerial
activities are based on perceptions of employees.
CHARACTERISTICS OF A PERCEIVER

Familiarity with the

Familiarity with the
culture of the person Attitudes Mood
person
perceived

Characteristics of the
person being perceived-
Physical appearance,
Self Concept Thinking pattern
Verbal & Non-Verbal
Communication,
Intentions, Situation
 The attribution process is the process by which we
come to understand the causes of our own behaviour
and that of other people.
The attributions that we make have implications for the
ATTRIBUTI workplace.
ON For instance, performance appraisals.
PROCESS
Understanding attributions can also help managers deal
with conflict.
ROBIN SHARMA

• How Legendary Leaders Speak

• https://www.youtube.com/watch?v=-OIAnt8A9Ek (27 min)
EARLY LEADERSHIP COMPETENCY MODELS

• The idea of a leadership competency model originated from McClelland’s

work in the 1960s - An Effective Manager.
• 1980- The American Management Association’s push in the 1980s to
distinguish effective from ineffective management in behavioural and
performance terms.
• Organizations -develop competency models they use for selection,
assessment and development activities.
COMPETENCY

• A competency is the capability to apply or use a set of related knowledge,

skills, and abilities required to successfully perform "critical work
functions" or tasks in a defined work setting.
COMPETENCY MODEL

• https://www.youtube.com/watch?v=rcfLeQLasnM
• The Competency Model (Short Content) 4min
 ATTITU
Behr DE

Skills/
Knowledg SKILL
e

Aptitude/
Personal; KNOWLEDGE
Characteristics
THERE ARE 2 MODELS

Focus-
Boyatzi’s
behavioural and
Leadership
performance terms Sparrow’s Model
Competency
of effective
Model
management
BOYATZIS'S LEADERSHIP COMPETENCY MODEL

• Boyatzis (1982)
• Identified 19 competencies that aligned with effective leadership.
This competency model showed the following five clusters (Boyatzis, 1982):
• Goal and action management
• Leadership
• Human resource management
• Focus on others
• Directing subordinates
 By Sparrow (1997) identified
SPARROW'S
LEADERSHI
P Management competence
COMPETEN
CY MODEL
Behavioural competencies of
effective managers / Individual level
ORGANIZATIONAL COMPETENCY

• Sparrow (1997) describes organizational competency as a characteristic that

evolved from the behaviors of the individuals within the organization, so it is
an organizational level competency rather than an individual competency.
• This validates the notion that context also plays a role in determining which
competencies are the most important (Sparrow, 1997).
 LEADERSHIP COMPETENCIES BASED ON
SELF-DETERMINATION THEORY

• A recent model of leadership competencies is also useful and derived from

well-established scientific principles because it incorporates
self-determination theory into the model (Fowler, Zigarmi, Roberts &
Shuck, 2018). The model posits that leaders need to nurture their
subordinates’ basic psychological needs including autonomy, relatedness,
and competence (Deci & Ryan, 2002).
RESTAURANT IMPOSSIBLE

• Jamies – Hill Billies – you tube

MUST WATCH

• Using Competency Modelling To Enhance Leadership Development

• https://www.youtube.com/watch?v=1cH1Sh3sLL4
THE RABBIT & THE TORTOISE

• https://www.youtube.com/watch?v=nD6tUEp1lws
CONTINGENT THEORY

• A leader's effectiveness is
contingent on whether or not their
leadership style suits a particular
situation.
• According to this theory, an
individual can be an effective leader
in one circumstance and an
ineffective leader in another one.
• Demonetization vs G20
FACTORS INFLUENCING EFFECTIVENESS

• Size of the team

• Scope of the Project
• Expected Delivery Date
• Leadership Style
ADAPT- KEY TO LEADERSHIP

• The contingency theory of leadership focuses on how specific situations

affect a leader’s effectiveness and how a leader’s ability to adapt can be their
most important tool in the workplace.
• Self-aware
• Objective
• Adaptable
SUCCESS

• CIRCUMSTANCES
• PERSONAL SKILLS
CASE- PROJECT MANAGER -DOUG

• Consider a project manager named Doug. Doug finds it much easier to

communicate in writing rather than in person, so he usually encourages his
team by sending them thoughtful emails at the end of every week. However,
there is a new employee in the office who is not very receptive to written
communication. To connect with this employee, Doug will need to either
make an effort to change his method and encourage this employee in person
or he will have to assign this task to the assistant manager.
 A RANGE OF SPECIFIC FACTORS IN THE
AVERAGE WORKPLACE

Maturity Relationship
Management Typical work
level of the s between Work pace
style schedule
employees co-workers

Goals and Standards for Company Employees’ Employees’

objectives behaviour policies work styles morale
FIEDLER MODEL

Situational
Leadership
Favourablenes
style
s
FIEDLER MODEL

• This model states that three important factors contribute to “situational

favourableness”. To be productive, leaders must consider these factors.
• This theory also considers leadership styles to be fixed and unchangeable.
• Therefore, if a leader’s style is not a good fit for a particular situation, they
will need to be replaced by a different leader.
PREFERRED CO-WORKER SCALE.

• The first step is to use a scale called the Preferred Co-worker scale.
• To use this scale, you must think of a team member you did not or do not
enjoy working with.
• This can be anyone from a former classmate to your current supervisor.
• Then, you must rate the person on the following scale.
LEADERSHIP STYLE
STEP 1

• Add the numbers together to determine your Preferred Co-worker score.

• If your score is low, you are a Low Preferred Co-worker leader and are
likely to have a more task-oriented leadership style.
Task-oriented leaders are more concerned with meeting goals than with
maintaining relationships.
• Task-oriented leaders are organized and excel at completing projects.
HPC- HIGH PREFERRED CO WORKER

• Alternatively, a high score would make you a Highly Preferred Co-worker

leader.
• HPC leaders are relationship-oriented and focus their energy on building and
maintaining healthy and productive relationships in the workplace.
• They are skilled in conflict management and take multiple variables into
account when making decisions.
SITUATIONAL FAVOURABLENESS
(2ND PART OF FIEDLER’S MODEL)

Evaluate three distinct factors:

• Leader-Member Relations
• Task Structure
• Leader’s Position Power
APPLYING THE MODEL

• A more favourable situations require LPC leaders, while less favorable ones
require HPC leaders.
• If a situation includes a good leader/team relationship and well-structured
tasks, leaders who are task-oriented will likely be more productive.
• Whereas if a situation involves a distant leader/team relationship and
unstructured tasks, a relationship-oriented leader will be more effective.
LIMITATION

• Some believe this model does not allow enough flexibility because it does
not believe that leaders are capable of changing their leadership styles.

Must watch
• https://www.youtbe.com/watch?v=N719umOxj-A -Contingency Theory of
Leadership
NEXT

• SITUATIONAL LEADERSHIP

• https://www.youtube.com/watch?v=vRSEluog4M0
• Situational leadership theory (4 :41 min)
SITUATIONAL LEADERSHIP

• Contrary to the Fiedler model

• It suggests that the best option for leaders is to adapt their leadership styles to
fit their team members and their individual abilities.
• This model believes that leaders should first consider the variables that affect
their workplace and then decide the best tactic for how to proceed.
MATURITY LEVELS OF THE TEAM

• Is primarily concerned with the maturity level of a team’s members.

• High maturity team members are experienced and able to make decisions
independently.
• Moderate maturity employees are capable, but lack confidence, or have
confidence but are not willing to complete the tasks they are assigned.
• Low maturity employees are enthusiastic and willing but do not have the
skills or experience to complete tasks .
NOTE

• The situational leadership model identifies four leadership styles, each of

which suits different levels of employee maturity.
ACTIVITY

• Map the leader & the follower

MUST WATCH

• https://www.youtube.com/watch?v=pykuvuA-QFU
• Situational leadership –model explained
• https://www.youtube.com/watch?v=47dEHAy1XAg
• How. Situational leadership works
• https://www.youtube.com/watch?v=5qD_6yIKXbo
• Situational leadership- overview by Paul Hersey
SITUATIONAL. LEADERSHIP

• https://www.youtube.com/watch?v=tjiO8wiUIXM- SL-II
TRANSACTIONAL
VS
TRANSFORMATION
AL

• Interactive
• Visionary
• Creativity
• Empower
• Passion
TRANSACTIONAL LEADERSHIP

Clear structure Rigid

Achievable goals Uninspiring
Can lead to high performance Limited follower engagement
Straightforward motivation
Efficient
TRANSFORMATIONAL LEADERSHIP

Taps into higher level of needs • Complex

More personal motivations • Blurry
May get amazing results • May not be trainable
Looks to
empower/develop/transform
TRANSACTIONAL

• What is transactional Leadership- 2min

• https://www.youtube.com/watch?v=OPwoUO9D54U

• https://www.youtube.com/watch?v=gloSgEV9lLU
• Transactional leadership explained (8 min)
TRANSFORMATIONAL. LEADERSHIP

• Leaders of the future “must be willing to be transformed—to learn and grow from
those they lead.”
• In a service-based economy, you don’t just want employees to bring their hands”
to work, she noted. “You want them to bring their hearts and minds.” The good
news is, that’s what employees want, too—to roll up their sleeves and figure out
ways to help the organization grow.
WHAT TRANSFORMATIONAL LEADERS DO
DIFFERENTLY

• They are committed to a new way of living.

• They model, mentor and help develop a new society.
• They embrace new standards of success.
• They arouse intellectual curiosity.
• They value humility
• They understand the requirements for lasting change.
TRANSFORMATIONAL

• https://www.youtube.com/watch?v=FtnFKLqhL-Y (9:59)
• Transactional vs Transformational Leadership
• https://www.youtube.com/watch?v=yOkqygQA6jY(7:11)
• Transformational Leadership Theory
• https://www.youtube.com/watch?v=8HMp56_mu_g
• Transformational Leadership (11Min)
TRANSACTIONAL LEADERSHIP

• https://www.youtube.com/watch?v=OPwoUO9D54U
• What is Transactional Leadership (2:41)
WELL BALANCED LEADERSHIP

• https://www.youtube.com/watch?v=A9qvnOJMy40
• A balanced leader is a highly effective leader (7min)
AUTHENTIC LEADERSHIP

• RECENT TIMES
• Focus on Moral & Values
• Simon Sinek- Why, How & What
• Authentic Arrow
AUTHENTIC LEADERSHIP

• Be truthful to your brand

• People go through discomfort to build a brand and keep it alive
• They are nothing they are not.
• They are everything they are..
AUTHENTIC LEADERSHIP

• https://www.youtube.com/watch?v=373Vn4w2GGQ
• Authentic Leadership- Meaning , Components ,Examples (6:11)

• https://www.youtube.com/watch?v=yAokAava7qM
• Authentic Leadership ( 5:12)
NEED OF AUTHENTICITY

• https://www.youtube.com/watch?v=9D8rurK4fzQ
• Great leaders need authenticity. (21 min)

• https://www.youtube.com/watch?v=JOcDOBwxvnA
• What is Authentic Leadership?(2:15)
LEADERSHIP AND FOLLOWERS

• Followership is under rated, Leadership is overrated

• All Leaders- Common is willing followers
• A leader is as good as his followers
• Jim Collins- Level 5 leadership
• What determines followership?
• Credibility is a currency of leadership
• Pool of credibility
LEADERSHIP AND FOLLOWERS

• https://www.youtube.com/watch?v=PDNlrY3Zo28
• Followership and leadership. (9 min)

• https://www.youtube.com/watch?v=KM2XM7kRKgQ
• Followership is underrated and misunderstood (5:59)
LMX THEORY

• Focus on Relationship
• In groups vs Outgroups
• Quality of Relationship
• Phases- Stranger ,Acquaintance, Partnership
• Benefits
LMX THEORY

• https://www.youtube.com/watch?v=kmD1R8hXsN4 ( 7min)-Leader Member

Exchange Theory
LMX THEORY

• https://www.youtube.com/watch?v=ZaeBgSoneaE
• Group 6- Leader Member Exchange Theory (9:13)

• https://www.youtube.com/watch?v=gWWzo4jfmqs
• Leader Member Exchange Theory (13 min)