leader and manager role and responsiblity.ppt

Leadership

1. CHAPTER FIVE
Leadership

2. Leadership : Meaning and Definition
Theword‘leader’stemsfromtheroot
ledenmeaning‘totravel’or‘showthe
way’.
Ithasbeenderivedfromtheverb“to
lead.”Thisalsoimplies“toadvance,”“to
expel,”“tostandout,”toguideandgovern
theactionsofothers.Aleaderisaperson
wholeadsagroupoffollowers.

3. Thete are wide number of defintion of the
word leadership. This employees that
Leadershipistheartandtheabilityto
persuadeandmotivatetochivedefined
objectivesenthusiasticallybyexert
interpersonalinfluencebymeansof
communicationtowardstheachievementofa
goal.”

4. 1.2. Leadership v.s. management
Leadership is a managerial task;
Management is leadership applied to business
situations;
an effective manager should possess leadership
skills, and an effective leader should
demonstrate management skills.

5. Major Distinction between Managers
and Leaders
Thefollowingdistinctionsbetweenmanagementand
leadership:
•Managementismoreformalandscientificthan
leadership.Itreliesonuniversalskillssuchasplanning,
budgeting,andcontrolling.
•Managementisanexplicitsetoftoolsandtechniques,
basedonreasoningandtestingthatcanbeusedina
varietyofsituations.
•Leadership,incontrasttomanagement,involves
hayingavisionofwhattheorganizationcanbecome.

6. Managers Versus Leaders
Managers
Managers have
subordinates
use position of
authority
Work focus
Focus control
Avert Risk
Provide Resource
Leaders
Leaders have
followers People
focus
Use power
People focus
Use force/Motivate
Risk Seeking
Provide Vision
Leadership is the process of influencing a
group toward the achievement of goals.

7. 1.3. Forces of Leadership

8. Three forces
Followers
Interaction and exchange between;
Situation
leader

9. 1.4. Leadership style
The way in which a leader uses
power to lead others determines
his or her leadership style.

11. Types of Leadership Style
Autocratic:
Make decisions on their own without consulting employees.
They reach decisions, communicate them to subordinates, and
Expect prompt implementation of instructions.
Make decision by their own
High degree of dependency on the leader
Can create de-motivation and alienation
of staff
May be valuable in some types of business where
decisions need to be made quickly and decisively

12. Types of Leadership Style
Democratic:
Delegate assignments,
Aask employees for suggestions, and
Encourage participation.
May help motivation and involvement
Workers feel ownership of the firm and its ideas
Improves the sharing of ideas
and experiences within the business
Can delay decision making

13. Types of Leadership Style
Laissez-Faire (free rein):
The leadership responsibilities
are shared by all
Can be very useful in businesses
where creative ideas are important
Can be highly motivational,
as people have control over their working life
Can make coordination and decision making
time-consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations

14. Four factors affect leadership style
people
the job
management support
personal characteristics

15. People
Employees with low
expectations
Work-centered;
Autocratic
Close
supervision
Employees with high
expectations
People-centered
Democratic
To work on their
own
The performance levels & expectations

16. people
How to motivate people?
Satisfy the need of people with
different kinds of leadership
style

17. First Hierarchy of
need
--Abraham maslow

18. self-actualization
Self-esteem
belonging-love
safety
physiological
Food water shelter
warmth
Security stability
freedom from fear
Friends family
spouse lover
Achievement
mastery
recognition
respect
Pursue inner talent

19. people
Different kind of motivation
Question
But how about when your
employees have various
needs?

20. The job
Compare: which leadership style is
more efficient, democratic or
autocratic?
Urgent or not
Analysis or coordination;
Uncertainty or certainty

21. Management Support
The reward system
The approval and support of
higher management

22. The Reward System
Short-run reward system –authoritarian
leadership
Long-run reward system—more
democratic leadership

23. Examples :
Koppers corporation’s incentive program
base on a three-year period performance.
Phillips Petroleum’s two separate incentive
program.

24. The approval and support
of higher management
People-oriented leader
Autocratic leader

25. Personal characteristics
Question
What characteristics should a leader has?
Suggest you are a nonmanagerial
employee what kind of character of the
leader do you like most?

26. Some important
characteristics
Sincerity/honesty
Knowledge
Need to be accepted

27. Would you like an insincerity person
to be your leader?
A silent tongue and true heart are the
most admirable things on earth.
 -----proverb
Insincerity is a stumbling block of the
management. An insincerity leader can’t
make the job go smoothly.
But sincerity is opposite.

28. Is a knowledgeable leader
useful?
If a leader lack of knowledge, is he
competent?
Should a leader is more knowledgeable
than his employees?

29. Should the leader be lonely?
Many managers complain about the
loneliness of the leadership.

30. Summarization
It’s,ofcourse,vitaltorecognizethatno
leadershipstyleiscorrect,andthatstyle is
alwaysdependentupontheparticular
situation,andthenatureandcultureof
theorganization

31. Question
Which leadership style is the best one?
When facing extremely easy and extremely
difficult situation, which leadership style is
suitable?
When facing moderately difficult situations?

32. The History of Leadership
Thought

33. Ten streams of leadership thought
Personality Era
Influence Era
Behavior Era
Situation Era
Contingency Era

34. Ten streams of leadership thought
Transactional Era
Anti-Leadership Era
Culture Era
Transformational Era
Integrative Era

35. Personality
Leaders are born, not made.
The qualities essential for leadership could not
be taught.
Research focused on identifying personal
characteristics that differentiated leaders from
nonleaders was unsuccessful.

36. Influence Era
Leadership was considered as influence over
others, through power and persuasion.

37. Behavior Era
Leader’s actions and rewarding of followers
was important

38. Situation Era
Social status and group, environmental, and
sociotechnical influences on the leader are
brought into the analysis of leader
effectiveness.

39. Contingency Era
The most appropriate leader behavior was
contingent on the situation.

40. Transactional Era
The exchange relationship between leader and
members, that is, their agreed-upon roles, rewards,
and interaction, was more fully developed in this era.
Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and
task requirements.

41. Anti-Leadership Era
Authors questioned whether leaders made a
difference to the performance of organization.
Leaders may be only symbols of organization.
Elements of the leadership could substitute for active
leadership.
Neutralizers and supplements

42. Culture Era
Leaders were seen as the creators and
maintainers of an organization’s culture.

43. Transformational Era
The focus was on how the organizational member
was transformed or changed by the leader.
Leaders who inspire followers to transcend
their own self-interests for the good of the
organization by clarifying role and task
requirements.
Leaders who also are capable of having a
profound and extraordinary effect on their
followers.

44. Integrative Era
The streams of leadership thought are coming
together and each major stream will have an
influence on the understanding on leadership
organizations.