Practical approach in

1. Leaders !
a rare species

2. Selling and Cricket
During a sales meeting the Sales
Manager was blaming the staff for their
dismally low sales figures.
“ If you cannot do the job, perhaps
leave the job, as there are other sales
people out there who could jump and
take your job as we have a fantastic
range of products backed by a fine
promotional programme”

3. You have continuously failed for the last
few years to achieve a modest level of the
target given.
Pointing at a newly recruited former Sri
Lankan Cricketer, The Manager said” If a
cricket team is not winning what happens?
The cricketer said “Sir, the players will be
dropped and replaced”
“That’s right . That is what I am trying to
convince you all
Then there was silence and the cricketer
raised his hand and said “ May I add
something Sir”

4. “Yes of course” The manager thought that he
is going to add some more to support his
argument.
The cricketer said” But Sir, if the whole Team
fails for a continuous period of time, then the
Captain will be changed and even then the
team fails, ultimately the coach also will be
changed”
The Managers face became red and he
realised that it was directed at him..
What it says is finally almost everything
rises and falls on the manager/
leadership.

5. Leadership can be taught
There are born leaders but to stay on top
they also need to develop the natural
leadership characteristics that they are born
with
Most of the leaders does not fall into born
leader category
The characteristics that are raw materials to
leadership can be acquired
All what you need is desire to become a
leader and take action towards it

6. Leadership and Management
Management is the process of assuring
that the program and objectives of the
orgnisation are implemented
Leadership on the other hand has to do
with casting vision and motivating
people
People do not want to be “managed”
instead they want to be lead.

7. Have you ever heard of
“World managers” instead of world
leaders
“Religious managers” instead of
religious leaders
“Community managers” of instead of
community leaders
Yes they lead, they do not manage

8. However, Good managers are
Good leaders- they are called
“leader managers”
Leader managers are strategic thinkers
who see beyond the days crisis
Leader managers have wider approach
and constantly reach beyond their
specific areas
Leader managers put heavy emphasis
on vision, mission, values and
motivation

9. Leading to leadership….
Knowing how to do a job is accomplishment
of labour
Showing others how to do is the
accomplishment of a teacher
Making sure that the work is done by others
is the accomplishment of a manager
Inspiring others to do better work is the
accomplishment of a leader

10. Then what is leadership?
Leadership determines the level of your success
and the success of those work around you
Everyone here lead in some areas, and also be
led in some areas by others
Leadership is nothing but the ability
to influence others to follow you

11. Everybody wants to become
a leader
So much have been studied on leadership- Lets
check how Prof. Ricky Griffin of Texas A& M
University analyses about various models of
leadership
Trait Model- Personal, psychological and physical characteristics
of a leader such as intelligence, assertivness,above average height,
good vocabulary, attractiveness, self confidence and simillar attributes.
There were so many studies in finding out leadership attributes, but
studies were disappointing as researchers could not find a common list
of traits for all leaders as there were many eceptional traits in many
leaders.
Therefore a long list was compiled and it was not of practical
importance.
However, many adopt trait orientation to identify leadewrs. Especially
politicians are elected on their traits such as speaking ability, physical
appearance, attractiveness, intelligence etc.

12.  Behavioral Model-
As a result of difficulty or lack of success in identifying leaders
through traits, researchers started investigating other variable,
especially the behaviors or actions of leaders.
Michigan studies – Rensis Likert of Michigan University of the USA
after having extensive interviews with leaders and followers
identified two basic forms of leaders behavior.
That is Job centered and employee centered leadership behavior
Job Centered – pays close attention to subordinates work, explain
work proceedures, and keenly in performance
Employee Centered- interested in developing a cohesive work
group and ensuring that employees are satisfied with their jobs.
Concern is welfare of subordinates.

13. Ohio Studies – At the same time that Likert was
doing his leadership studies, a group of
researchers at Ohio State University of USA also
did studies on leadership.
They also suggested that there are two leadership
behaviors or styles.
Initiating- structure behavior (Leader clearly
defines the leader subordinate roles, establish
formal lines of communication and how tasks will
be performed)
Consideration Behavior (Leader is concerned for
subordinates and attempt to establish warm,
friendly, and supportive climate)

14. Behavioral….
Leadership Grid
Concern for production ( the part of the
leadership grid that deals with the job and task
aspects of leader behavior)
Concern for people ( the part of the leadership
grid that deals with the human aspects of
leadership behavior)

15. : The managerial grid model, shown below is developed by
Robert Blake and Jane Mouton, identifies five leadership
styles with varying concerns for people and production

16. The impoverished style, located at the lower left-hand
corner of the grid, point (1, 1), is characterized by low
concern for both people and production; its primary
objective is for managers to stay out of trouble.
The country club style, located at the upper left-hand
corner of the grid, point (1, 9), is distinguished by high
concern for people and a low concern for production; its
primary objective is to create a secure and comfortable
atmosphere where managers trust that subordinates will
respond positively.
The authoritarian style, located at the lower right-
hand corner of the grid, point (9,1), is identified by high
concern for production and low concern for people; its
primary objective is to achieve the organization's goals,
and employee needs are not relevant in this process.

17. The middle-of-the-road style, located at the
middle of the grid, point (5, 5), maintains a
balance between workers' needs and the
organization's productivity goals; its primary
objective is to maintain employee morale at a
level sufficient to get the organization's work
done.
The team style, located at the upper right-
hand of the grid, point (9, 9), is characterized by
high concern for people and production; its
primary objective is to establish cohesion and
foster a feeling of commitment among workers.


18. Situational Approaches to
Leadership
The theme in early approaches to understanding
leadership was the desire to identify traits or
behaviors that effective leaders had in common.
 A common set of characteristics proved to be
elusive, however. Researchers were continually
frustrated by the lack of consistent support for their
findings and conclusions.
 As a result, research began to focus on what style
of leadership was most effective in a particular
situation.
Contingency or situational theories examine the
fit between the leader and the situation and provide
guidelines for managers to achieve this effective fit.


19. Situational model assumes that leadership behavior
changes from one situation to another.
The goal of situational theory is to identify situational
factors and interpret how they affect leadership
behavior.
An important early model by Tennabaum and
Schimidt laid the foundation for situational Approach
It was like the early Michingan Model of “Boss
centered” and “Subordinate centered” but they
identified several intermediary situations and shown
it on a continuum

20. Tannenbaum and Schimdts
Leadership Continuum
Use of authority
by manager
Area of freedom
for subordinate
Manager
makes
decisions
and
announces
Mgr permits
subordinates
to function
within limits
defined by
superior
Mngr
Sells
decision
Mgr presents
ideas and
invites
questions
Mgr
presents
tentative
decision
subject to
change
Mgr
present
problems
get
suggestion
s makes
decisions
Defines
limits
asks
group to
make
decisions

21. Fiedler's contingency theory
Fred E. Fiedler's contingency theory centers on the
belief that there is no best way for managers to lead.
 Different situations create different leadership style
requirements for managers. The style that works in
one environment may not work in another.
Fiedler looked at three elements that dictate a
leader's situational control.
 These elements are:


22. Task structure.
Is the job highly structured, fairly unstructured, or
somewhere in between? The spelling out in detail
(favorable) of what is required of subordinates affects
task structure.
Leader/member relations.
This element applies to the amount of loyalty,
dependability, and support that a leader receives from
his or her employees.
In a favorable relationship, a manager has a highly
formed task structure and is able to reward and/or
punish employees without any problems.
In an unfavorable relationship, the task structure is
usually poorly formed, and the leader possesses
limited authority.

23. Positioning power.
Positioning power measures the amount of
power or authority a manager perceives the
organization has given him or her for the
purpose of directing, rewarding, and
punishing subordinates.
Positioning powers of managers depends on
the taking away (favorable) or increasing
(unfavorable) of the decision-making power
of employees.

24. Fiedler then rated managers as to whether they were
relationship oriented or task oriented.
Task-oriented managers tended to do better in
situations with good leader/member relationships,
structured tasks, and either weak or strong position
power.
They also did well when the tasks were unstructured
but position power was strong, as well as when the
leader/member relations were moderate to poor and
the tasks were unstructured.
Relationship-oriented managers, on the other hand,
do better in all other situations.

25. The task-motivated style leader experiences pride and
satisfaction in task accomplishment for his or her organization,
while the relationship-motivated style leader seeks to build
interpersonal relations and extend extra help for team
development in his or her organization.
Judging whether a leadership style is good or bad can be
difficult.
Each manager has his or her own preferences for leadership.
Task-motivated leaders are at their best when their teams
perform successfully—such as achieving new sales records or
outperforming major competitors.
Relationship-oriented leaders are at their best when greater
customer satisfaction is gained and positive company images
are established.

26. House's path-goal theory
The path-goal theory, developed by Robert
House, is based on the expectancy theory of
motivation.
A manager's job is to coach or guide workers
to choose the best paths for reaching their
goals.
 Based on the goal-setting theory, leaders
engage in different types of leadership
behaviors depending on the nature and
demands of a particular situation.

27. A leader's behavior is acceptable to subordinates
when viewed as a source of satisfaction.
He or she is motivational when need satisfaction is
contingent on performance; this leader facilitates,
coaches, and rewards effective performance.
 Path-goal theory identifies several leadership styles:
Achievement-oriented. The leader sets
challenging goals for followers, expects them to
perform at their highest levels, and shows confidence
in their abilities to meet these expectations. This
style is appropriate when followers lack job
challenges.

28. Directive. The leader lets followers know what is
expected of them and tells them how to perform
their tasks. This style is appropriate when followers
hold ambiguous jobs.
Participative. The leader consults with followers
and asks them for suggestions before making a
decision. This style is appropriate when followers are
using improper procedures or are making poor
decisions.
Supportive. The leader is friendly and
approachable. He or she shows concern for the
followers' psychological well-being. This style is
appropriate when followers lack confidence.


29. Situational Model
- Fred Fielder's LPC theory – Least
preferred coworker ( ask leaders to
describe the person with whom he or she
is able to work least well)
- Path Goal Theory –make desired
rewards and let subordinates know what
kind of behavior will lead to those awards

30. - Vroom- Yeton – Jago Model- what kinds of
situations call for what degree of group
participation
- Leader Member Exchange Model-
leaders have different kinds of relationships
with subordinates
- Life Cycle Theory – leadership
behavior depends on the maturity of the
followers

31. Related perspectives on leadership
Substitute for Leadership- leadership behaviors are
neutralized or replaced by characteristics of subordinate, the
task and the organization- ( patient is delivered to emergency room and
nurses, para medics will go on to action automatically without waiting for any
direction)

- Charismatic leadership – An interpersonal attraction
that inspires support and acceptance
Transformational leadership- that goes beyond
ordinary expectations by transmitting a sense of mission,
stimulating learning experiences and inspiring new ways of
thinking

32. Political Behavior model
The activities carried out for the specific purpose of
acquiring, developing and using power and other resources
to obtain one’s preferred outcomes.
Political behavior may be exercised by managers dealing
with their subordinates, subordinates dealing with their
managers and subordinates and managers dealing with
others at the same level
Therefore, it is directed upward, downward or laterally.
Inducement, persuasion, creation of an obligation and
coercion are the tools of the game

33. Managing political behavior is very
important and it should not lead to develop
a negative image in the organization.
Research indicates that the employees
think that politics is bad, unfair, unhealthy
and irrational.
 But some believe that executives should
be good politicians and be political to get
ahead.

34. Developing leadership in you
Leadership is not something that we can study and
pass but learn to develop on our own with self
discipline having desire and action to do so.
Maxwell Ranasinghe
So this discussion will let you know how to
do it but doing it is up to you.

35. Your Leadership
Get it evaluated

36. Adapted from David D Van Fleet and
Garry A. Yukl’s evaluation method cited
By Prof. Griffin - 2005
Record your answers next to each statement
according to the following scale to find out
your Managerial Leadership Behavior
Very descriptive of me = 5
Fairly descriptive of me = 4
Somewhat descriptive of me = 3
Not very descriptive of me = 2
Not descriptive of me at all = 1

37. I stimulate enthusiasm for the work group
and say things to build the groups
confidence
4
I offer helpful advice to others on how to
advance their careers and encourage them
to develop their skills
3
I am friendly, supportive and considerate
toward others
2
I emphasis the importance performance and
encourage everyone to make a maximum
effort
1

38. Either alone or jointly with others, I set specific and
challenging but realistic performance goals
8
I inform people about their duties and responsibilities,
clarify rules and policies, and let people know what is
expected of them
7
I reward effective performance with tangible benefits
6
I provide appropriate praise and recognition for
effective performance and show appreciation for special
efforts and contributions
5

39. I delegate responsibility and authority
to others and allow them discretion in
determining how to do their work
12
I consult with others before making
work-related decisions
11
I keep everyone informed about
decisions, events and evelopments that
affect their work
10
I provide any necessary training and
coaching or arrange for others to do it
9

40. I provide subordinates with supplies,
support services and other resources
necessary to work effectively
16
I take prompt and decisive action to deal
with serious work related problems and
disturbances
15
I look for new opportunities for the group to
exploit, propose new undertakings and offer
innovative ideas
14
I plan in advance how to efficiently organise
and schedule the work
13

41. I emphasis team work and try to promote
cooperation, cohesiveness and identification with
the group
20
I promote and defend the interest of the group and
take appropriate action to obtain necessary
resources for the group
19
I keep informed about outside events that have
important implications for the group
18
I keep informed about the activities of the group
and check on its performances
17

42. Add the ratings given by you. Place them on a
continuum of
23 ---------------------------------115
If you are near 23, then you are a weak leader. If
you are near 115 you are a strong leader.
I take appropriate disciplinary action to deal with
anyone who violates a rule, disobeys an order or has
consistently poor performance
23
I criticize specific acts that are unacceptable, find
positive things to say and provide an opportunity for
people to offer explanations
22
I discourage unnecessary fighting and bickering
within the group and help settle conflicts and
disagreements in a constructive manner
21

43. Check your leadership- more personal
NYAre you quick to appreciate others?
NYDo you show interest and pay attention when
people are talking to you?
NYDo you prefer to mix with your colleagues?
NYAre you quick to take an advantage of an
opportunity?
NYDo you welcome responsibility as an opportunity to
display your talents?
NYAre you striving towards accomplishments of such
goals in spite of setbacks
NYAre you having a definite goal ahead of you?

44. Check your leadership
NYWhen others are arguing you may be sorting out the
problems and try to give your views after careful
consideration
NYDo you manage yourself well?
NYCan you accept suggestions and criticisms in a cheerful
and friendly manner?
NYDo you share the burden with others?
NYAre you quick to sympathise with others
mistakes?
NYAre you always prepared to try something new?

45. Skills needed in a newly emerging work
environment revolves around keys to leadership
Self discipline
Influence
Organizing and
Prioritizing
Integrity
Creating Positive Change
Problem Solving skills
Peoples Skills
Positive attitudes
Vision
Team work

46. We are not in a position to discuss all the
traits listed within a short period of time
Lets discuss two of the most important
elements that should develop in you to
become a leader
Self discipline and Team building
Developing other elements are equally
important. We will discuss them on another
day.

47. First thing first – Self Discipline
If you need to lead others, your need to
lead yourself first.
If you need to lead yourself, you need
self discipline.
When we are foolish, we want to
conquer the world; When we are wise
we want to conquer ourselves.

48. The golden principles of self
discipline
Start Early- Hard work is the accumulation of
easy things you did not do when you should have
Start Small- It is essential to begin developing
self-discipline in a small way today in order to be
disciplined in a big way tomorrow
Start Now- Do not wait till things happen or the
chance come on your way. It could never come or by
the time it comes your way you may not be ready.

49. Start early
If you are disciplined to practice following
from your childhood you have almost become
a self disciplined person, because you have
started early
Time management, hard work, persistence,
honesty, responsibility and a positive
attitudes
If not you will find difficult to get started now
but still you can do it
How do you do it ? Start small

50. Start Small
What you are tomorrow will depends on what
you do today
Begin developing self-discipline in a small way
today in order to be disciplined in a big way
tomorrow
Anybody can do it
All what you got to do is to devise a plan

51. Small plan for you to “Start
Small”
Have desire, commitment and firm determination to take action
List five areas in your life that lacks discipline
Place them in the order of priority for overcoming them
Take them on one at a time
Secure resources such as books, CDs, a person who has a
proven record that will give you instructions and motivation to
conquer them
Associate with people who have developed self control and are
organised
Publicize among your close associates what you are going to
control eg. alcohol
Avoid the environments that might not let you control what you
want i.e. avoid bars if you want to control alcohol

52. Allow five minutes in the morning to focus on the areas that you
are going to control
Spend another five minutes in the midday to find out you are on
track
Spend five more minutes in the night to evaluate the progress
made by you
Work hard to accomplish it, do not give up when it fails
Celebrate your success
Allow about sixty days to work on one area
before you go to the next. Slow accumulation
of good discipline will put you in control of
leading you to become better leader. Discuss
your personal experiences

53. Change your attitude
You need to change to make change.
There is a very big force inside you and
inside your team that resist change.
You need to identify that force

54. Bananas, Monkeys, Ladder & The
Water Hose

55. Start now
All of us have good thoughts, good
ideas, and good intentions but few of
us ever translate those into action
Abraham Lincoln “ I will get ready now and then
perhaps my chance will come”
If you think that success is important to you, think
that will to prepare is more important.
Many sports persons succeed mainly because they
have the will to go out there and train and practice
before the event take place.

56. As a leader how to build your
team and win their loyalty
Identify and select the best
Train and develop
Let them know the vision, mission and
broader goals of the team
Interpret goals into individual actions
expected from each other and the team
and individual benefits

57. Set realistic and high but attainable
goals for them
Inspire them to reach higher and to
give their best efforts and the greatest
value to the company
Give them adequate authority to attain
desired results

58. Insist on dialogue, creativity, thinking ahead
and on improvement by all. ( tooth paste, milk on
tetrapack)
Identify competitive advantage of different
members ( hare & tortoise)
Do not let them go out of focus.
Supervise them wisely and give them needed
direction and guidance
Motivate them and provide support at difficult
times

59. Set realistic performance standards for them and
guide them towards measuring up to these
standards.
Use controls to show actual results, deviations
from expected results.
Appreciate and celebrate success
Call them to account for failures.
Regular meetings will make a proactive group
who would continuously develop.
 Go out of the way to help group members and
let them feel that you will not let them fail. ( story
rat, hen, pig and bull)

60. Change the monkey inside you and in
your team members and lead……
Can you ????