Seminar on leadership

SEMINAR ON LEADERSHIP BY MR. MANOJ B. SABLE. SEMINAR ON LEADERSHIP INTRODUCTION Leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. Put even more simply; the leader is the inspiration and director of the action. He or she is the person in the group that possesses the combination of personality and skills that makes others want to follow his or her direction. In business, leadership is welded to performance. Effective leaders are those who increase their companies' bottom lines. To further confuse the issue, we tend to use the terms quot;
leadershipquot;
and quot;
managementquot;
interchangeably, referring to a company's management structure as its leadership, or to individuals who are actually managers as the quot;
leadersquot;
of various management teams. I am not saying that this is a bad thing; just pointing out that leadership involves more. To be effective, a leader certainly has to manage the resources at her disposal. But leadership also involves communicating, inspiring and supervising - just to name three more of the main skills a leader has to have to be successful. CONCEPT OF LEADERSHIP Leaders typically are the ones who “go first”. They have vision and influence other by their actions and their comments. This ability is the essence of leadership like the word “lead” another word manage comes from meaning. “Hand” managing them means “handling things “. In essence managers get other people to do, but leaders get other people to want to do. Leaders are most often associated with times of turbulence innovation social transformation and change, whereas manager are more often assist anted with improving productivity, establishing order and stability and making thing run to smoothly management is the proceed of v getting work done through others . Nurse Managers at agree hierarchical level are expected to lead subordinates towards institutional. Objectives as efficiently as possible. DEFINITION OF LEADERSHIP Although the term leader has been in use since the 1300s, the word leadership was not known in the English language until the first half of the 19th century. Leadership is the process of influencing people to accomplish goals, i.e. it is the ability to influence behaviors of others, towards the achievements of a mutually establishes goal. The leader and follower roles are determined by peoples interaction within groups, in contrast, the role of managers or administrator are jobs within organization the role of manager is to coordinate the efforts of lower level employees i.e. subordinates to advance the goals of the organization. Leadership is a force that creates a capacity among a group of people to do something that is different or better Leadership – what leaders do; the process of influencing a group to achieve goals An effective leader is a catalyst who facilitates effective interaction among manpower, material and time. A skilful leader is synergist, who co-ordinates the efforts of multiple workers with diverse skill. Leadership is social relationship in which one party has a greater ability to influenced b him or her. Thus, leadership is based on a powerful differential between interacting persons. Leadership is needed in cooperative enterprise to align employees in support of goals, to spark group interaction, to blend efforts of specialties. Thus nurse managers at every organizational level select leadership style and methods that suit work force requirements. TYPES OF LEADERSHIP TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP Outhwaite (2003) cites definitions of transactional and transformational leadership as posited by bass in 1990. Transactional leadership involves how an integrated team works together and the innovativeness of their approach to the work Outhwaite (2003). Fir example, a leader can empower team member by allowing individual to lead certain aspect of a project based on their areas of expertise. This will encourage to development of individual leadership skill. In addition, leaders should explore barriers and identify conflicts when they arise, and then work collaboratively with team, sharing in the work, thus remaining close to perspective (Outhwaite, 2003) Transactional leadership focuses on providing day to day care, while transformational leadership is more focused on processes that motivate followers to perform to their full potentential influencing change and providing a sense of direction (Cook2001). The ability of a leader to articulate a shared vision is an important aspect of transformational leadership (Faugier & Woolnough, 2002). Transactional leadership is most concerned with managing predictability and order, while transformational leaders recognize the importance of challenging the status quo (Faugier & Woolnough, 2002) . One group of authors described the use of transformational leadership by Magnet hospital (De Geest, Clsaessens, Longerich, & Schubert, 2003). This leadership style allows for solving, transmission of values and ethical principles, and ethical principles, and provision of challenging goals while communicating a vision for the future (De Geest, Clsaessens, Longerich, & Schubert, 2003). Transformational leadership is extremely important. ,[object Object],LEADERSHIP STYLES: THEORIES The word”style” is the way in which the leader influences followers. Style is distinctive or characteristics manner of performance. Style is defined as “the exclusive privilege of the expert. With style, the end is attained without side issues”. Style implies an elegance and economy of effort to be sought by every professional manager. Style in general involves the way in which something is said or done, including particular behaviors associated with an individual. Leadership style specifically is the way that the leaders influence the group to accomplish goals. Let us have a look at the various studies that help us to understand the leadership styles.. LEADERSHIP THEORIES ,[object Object]

Henri fayol theory of managerial style

Behavioral theory of leadership style

SCIENTIFIC LEADERS? MANAGER, STYLE THEORY This theory was developed by Fredrick Winslow Taylor (1856-1915). In 1911, he emphasized technology as the basis of increasing productivity. He introduced time-and-motion studies to analyses tasks based on belief that improving the performance would improve the efficiency of the organization. He relied on scientific study of time and movement spent and used for a job to improve the performance of the worker and recommended careful selection and training of workers, who could meet the established work standard. The leaders utilize this Taylor’s principle. ,[object Object], This theory was developed by Elton Mayo and Fritz Roethlisberger after conducting series of studies from 1924 to 1932 at Howthorne Western Electric plan, Chicago, to test several assumption of scientific management. They believe that real power centers within the organization are the interpersonal relationship established within the work organization. These studies aimed at finding out if changes in illumination, rest period and lunch breaks can affect the productivity of worker’s. It was found that less light, shorter and fewer rest periods and shorter lunch breaks resulted in increase in productivity. Increase in productivity was attributed to the attitude to the workers by researchers made them feel important which resulted in improvement in their work performance. It suggests that employees. The finding of this study concludes that a leader not only should plan, decide, organize, lead and control but also consider the human element. ,[object Object], Henry Fayol (1841-1925 defined functions of manager in they that has come to be known as the management process, which includes planning, organizing, directing and controlling. These functions are similar in many ways to the “Nursing process” Manger/ Leader; assess the type and amount of work needed and capabilities of the employees to perform it. Manager also plan to organizes work duties ,direct staff and customers and finally control the quality work by evaluating and revising plans. This management function constitutes a set of behaviors expected of managers/leader. When it can be applied to nursing unit, where about nurses assess their clients needs, plans and organize client care, direct staff and clients, and control the quality of client care by evaluating and revising care plans. Fayol defines the essential activities needed to maintain of functioning organization and his experience led him to develop following management principles. ,[object Object]

Each worker should be given authority commensurate with the amount of his responsibility.

Each employee should receive orders from only one supervisor.

One person should direct all activities that support simple activities.

The interest of individual worker should be subordinated to interest of the total work group.

There should be an unbroken scalar chain of authority extending from the top executive to the lowest level worker.

All employees should be treated with equity and justice.

Manager should help workers to develop team work and esprit De corps.

McGREGOR THEORYDouglas McGregor (1960) categorized leadership style into two brand categories in his management theories, i.e. theory X and theory Y, having two different beliefs and assumption about subordinates. Manager, who believes in theory X and assumes that people inherently dislike work, will and avoid it when possible and the average individual prefers to be directed, wants to avoid responsibility and is more interested in financial incentives than personal achievement. Therefore, the style of leadership exercises strong controls and direction s and wherever necessary punish people if they do not do the work of people do the work as desired, they may even get monetary or other rewards. In contrast to theory X, the theory Y provide a more accurate assessment of human nature, one that encourages workers to develop their full potential. This theory Y, assumes that employees can enjoy physical and mental work justly as they enjoy play and rest. Employees are capable of self motivation and job satisfaction if they are happy in the organization and committed to its goals. Under proper conditions, the average person learns both to seek and accept responsibility. The capacity to apply creativity to solving organizational problem is widely, not narrowly distributed among the workers. Theory Y leaders assume that people will work hard and assume responsibility if they can satisfy their personal needs, and the objectives or goals of their organization. It suggested that theory Y organization will satisfy higher human needs, resulting in greater employee responsibility and in turn, higher productivity. ,[object Object],Japanese have adapted the principle of human relation theory, is commonly known as “theory Z” the trust of this theory is participation in management involvement of the employees in decisions that affect them. This theory emphasizes group decision making, lifetime job security, and strong commitment to the goals of the organization. The desire results are a greater sense of a job commitment, higher productivity and lower turnover. Here as stressed in human relations theory, the importance of employee morale on productivity is reflected in the value placed group decision making. ,[object Object],The great man theory trait theories were basis for most leadership research until the mid 1940s. The great man theory, from Aristotelian Philosophy, asserts tat some people are born to lead, whereas other is born to be led. Trait theories assume that some people have certain characteristics or personality traits the distinguish great leaders; researchers studied the lives of prominent people through out history. The effect of followers and the impact of the situation were ignored. Although trait theories has obvious short coming (i.e. they neglect they impact of others or the situations on the leadership roles) they are worth examine many of the characteristics identified in trait theory are still used to describe successful leaders today. CHARACTERSTICS OF A LEADER Intelligence PersonalityAbility Knowledge Judgment Decisiveness Oral fluencyAdaptabilityCreativityCooperativenessAlertnessSelf confidencePersonal integrityEmotional balance & controlNonconformityindependence Able to enlist cooperationInterpersonal skillsTact, diplomacyPrestigeSocial participation ,[object Object],According to the theory, a leader behaves according to the role expectations of the group. This theorist believes that leadership style like other behaviors can be learned regulated and developed. There is no one best leadership style. The effectiveness of each leadership style depends upon the situation. As the situation changes, the effectiveness manager adapt by changing leader behaviour research has identified four styles of leadership in mangers from various fields; autocratic, democratic participative and laissez- faire. Autocratic style:- In this autocratic style of leadership task oriented. Leader uses positional and personal power in authority’s manner, retaining responsibility for all goal setting and incision making. A leader of this type makes decision without the participation of people concerned. Autocratic style leader characterized by the following behaviors; ,[object Object]

Others are motivated by the concerned

Decision making does not involve others

Emphasis on difference and status

Criticism is punitive.Democratic Style:- In the democratic style of leadership, the leader values the individual characteristics’ and abilities and subordinates Democratic style leader characterized by the following behaviors; ,[object Object]

Economic and ego awards are used to motivate

Others are directive through suggestion and guidance

Communication flows up to down

Decision making involve others

Emphasis in “We” rather than I and you

Criticism is constructiveThe Participative Leadership Style:- In this style, the manger presents her or his analysis of problems and proposal of action o employees, inviting their criticism and comments. Having weighed the subordinates “response” the manager makes final decisions about the group future activities. Here the leader allows subordinates to participate in decision making; consequently the subordinates have the feeling of satisfaction and freedom. Laissez faire style/ abdicratic:- In this “let alone” style of leadership, the appointed manager abdicates leadership responsibility, leaving workers without direction, supervision or co-ordination and allows them to plan, execute, and evaluate the work in any way they like. Abdicratic style leader characterized by the following behaviors; ,[object Object]

Motivate by support when requested by the group or individual

Little or no direction provided

Decision making is dispersed throughout the group

SITUATIONAL THEORYIn this approach, a leader is the product of given situation and the behiour may infact, vary from one situation to another. This theory includes the traits of mani.e. qualities and motivcations, that bring forth and shape the leadership potential. According to this theory, we can find five kinds of leader as follows ,[object Object], Here person becomes a leader in spite of himself. He does not seek the role, it is thurstwed upon him byb the group and by the tide of events, e,g, Abraham Lincoline, Mahatma Gandhi, JP Naryan. ,[object Object], Here person is in authentic hero in the eyes of his followers for he can do no wrong. He/she inspire people to make any sacrifice even their lives for the cause e.g. Ashok, Akbar, Netaji Subhashchandr bose etc. ,[object Object]

Here the person is consistent and persistent, e.g. Karl Marx, Lenin, Mao, GK Gokhle.

Consensus leader:- This leader is perceived as acceptable to all. He or she in the absence of the above three and this leader is in tenous position of walking atight rope for existence E.g. president of india, spekers of the assembly of parliament. ,[object Object]

Here the leader’s power speaks through the nozzle of gun. She/he dominates others through fear. He is ruthless in suppressing opposition. He does not reign long as thus type of leadership contains within itself the seeds of its own destruction. E.g. Napoleon, Hitler, Staline Idi Amin etc.LEADERSHIP SKILLS To be effective Leader the nurses need the primary leader shipskills that as foolws: ,[object Object]

Is sensitive to feelings of the groups.

Identifies self with thee needs of the group.

Does not ridicule or critcise another suggestion

Helps others feel important and needed.

Seminar on leadership

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie Seminar on leadership

Ähnlich wie Seminar on leadership (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Seminar on leadership