LEADERSHIP styles and its applications in general life.

various leadership styles that help in various scenarios with reference to people working in a team scenario.

1. LEADERSHIP STYLE AND ITS APPLICATIONS SATYAKAM SRIVASTAVA

2. What is Process of influencing the activities of an individual or group in efforts towards accomplishing goals in a given situation.

3. Business Education Hospital Political organization Family

4. STYLE Consistent patterns of behaviour which we exhibit and as perceived by others when we attempt to influence the activities of people.

5. It is developed overtime, and others recognize you with that pattern . They expect and can predict the kind of behaviour we display. ?

6. BEHAVIOUR TASK RELATIONSHIP

7. ORGANISING DEFINING ROLES OF MEMBERS WHAT ACTIVITIES TO DO WHEN, WHERE AND HOW TO DO ESTABLISHING CHANNELS OF COMMUNICATION ESTABLISH DEFINED PATTERNS OF ORGANIZATION HOW JOBS ARE TO BE ACCOMPLISHED

8. RELATIONSHIP RELATIONSHIP BETWEEN SELF AND MEMBERS OF GROUP VIA CHANNELS OF COMMUNICATION GIVING OPPORTUNITY TO USE THEIR POTENTIAL DELEGATION OF RESPONSIBILITY SOCIO-EMOTIONAL SUPPORT FRIENDSHIP MUTUAL TRUST

9. Quadrant 3 Quadrant 4 Quadrant 1 Quadrant 2 Relationship Task Relationship Task Relationship Task Relationship Task TASK BEHAVIOUR RELATIONSHIP BEHAVIOUR BASIC LEADER BEHAVIOUR STYLE

10. Quadrant 2 : High task and High relationship, Dominant relationship with no flexibility Quadrant 3 : Low task and High relationship, Dominant relationship with no help on work front Quadrant 4 : High task and Low relationship, Disconnected relationship with no flexibility on work front Quadrant 1 : Low task and Low relationship, Disconnected relationship with no help on work front

11. DOMINANT STYLE SUPPORTING STYLE MAXIMUM RESPONSES REST OF THE RESPONSES

12. How to know what are we perceived as leader

13. Self perception : of leadership style Is not the real reflection of leadership style as it depends on how close our perceptions are with respect to perceptions of others towards us. Others perception : who are influenced with your style Others will respond to you based on their perception of reality not ours. Even if we may perceive ourselves as warm, democratic leader, others may find you hard nose autocratic leader due to impression in reality.

14. THERE IS NO SINGLE ALL PURPOSE LEADERSHIP STYLE.

15. ARE WE EFFECTIVE IF WE HAVE STYLE RANGE FROM ALL QUADRANT? NO

16. STYLE ADAPTABILITY WITH DEMANDS OF SITUATION

17. RANGE OF STYLE IS NOT RELEVANT AS STYLE ADAPTABILITY

18. What is STYLE ADAPTABILITY ? It’s the degree to which leader behaviour is appropriate to the demands of a given situation. A person with narrow style range can be successful if he is in the required situation A person with wide style range can be unsuccessful if he uses style inappropriately to the required situation Therefore diagnostic skills of leader is critical element in leaders effectiveness.

19. What determines effectiveness ?

20. Relationship between amount of direction Socio-emotional support Followers Maturity TASK BEHAVIOUR RELATIONSHIP BEHAVIOUR IQ EQ Followers individually may accept or reject the leader but as a group they determine the actual power of leader.

21. Followers Maturity Level of motivation Level of achievement Ability to take responsibility Task relevant education / experience Psychological age.

22. Quadrant 3 Quadrant 4 Quadrant 1 Quadrant 2 Relationship Task Relationship Task Relationship Task Relationship Task TASK BEHAVIOUR RELATIONSHIP BEHAVIOUR (Mature) (Immature) Above Average Average Maturity Below Average EFFECTIVE STYLE

23. MODIFYING MATURITY LEVELS of Groups / Individuals Get them to take more and more responsibility Not to delegate responsibility too rapidly Reward soon when there is exhibition of appropriate behavior CAUTION : if leader increases socio-emotional support too rapidly the Individual/Group may take advantage considering the leader as “Soft-touch” Individuals are not only able to structure many of the activities, but are also able to provide their own satisfaction for interpersonal and emotional needs.

24. At this stage individuals/ Groups are given higher mutual trust by observing overt behavior. This provides space for the group/individual to grow and mature. Consequently the reverse is applied in case group/individuals performance gets affected due to some crises.