Leadership 175

LEADERSHIP “ GETTING EXTRA-ORDINARY PERFORMANCE OUT OF ORDINARY PEOPLE” - Sir John Harvey Jones “ A BUSINESS SHORT ON CAPITAL CAN BORROW MONEY. BUT A BUSINESS SHORT OF LEADERSHIP HAS LITTLE CHANCE OF SURVIVAL” - Peter Drucker

LEADERSHIP LEADERSHIP IS THE ABILITY OF A MANAGER TO BRING PEOPLE TO WORK TOGETHER EFFICIENTLY FOR A COMMON GOAL LEADERSHIP IS THE ABILITY TO GET OTHER PEOPLE TO FOLLOW YOU AND TO WILLINGLY DO WHAT YOU WANT THEM TO DO.

LEADERSHIP ,[object Object],[object Object],[object Object],[object Object],FOR A GOOD UNDERSTANDING OF LEADERSHIP, IT IS ESSENTIAL TO HAVE A GOOD UNDERSTANDING OF THE INDIVIDUALS, THE ORGANISATIONS AND CONDITION OF THEIR INTER-RELATIONSHIPS.

LEADERSHIP LEADER HIMSELF personality, beliefs, preferred style... GROUP responsible, lazy, dependent, confidence in leader... SITUATION orgn. Culture, time pressures THE INFLUENCING FACTORS

LEADERSHIP THE INTEGRAL ROLE : integration of TASK NEEDS TEAM NEEDS INDIVIDUAL NEEDS

LEADERSHIP EFFECTIVE LEADER – NO ONE WAY ONE HAS TO BE CAPABLE OF BEHAVING DIFFERENTLY IN DIFFERENT CIRCUMSTANCES ,[object Object],[object Object],[object Object]

LEADERSHIP FREE REIN DEMOCRATIC AUTOCRATIC Individual has increasing freedom Leader exerts increasing Control Individual has Complete Control Leader has Complete Control

LEADERSHIP ,[object Object],[object Object],[object Object],PEOPLE TASK low high low high 1,9 9,9 9,1 1,1 5,5 Missionary Compromiser Autocrat Deserter

LEADERSHIP SUCCESSFUL LEADERS WERE THOSE ,[object Object],[object Object],[object Object],[object Object]

LEADERSHIP STYLE IS BASICALLY DERIVED FROM ONE’S PREFERRED ATTITUDE ON PEOPLE & THEIR BEHAVIOUR PATTERN THEORY X THEORY Y

LEADERSHIP THEORY X The typical person DISLIKES WORK and will try to avoid it if possible. He engages in various work restrictions because HE IS LAZY . He HAS LITTLE AMBITION and will AVOID RESPONSIBILITY if possible. HE IS SELF CENTRED, INDIFFERENT TO ORGANISATIONAL NEEDS and RESIST CHANGE . The common rewards given by organisations are not enough to overcome his dislike for work. So, the only way that Management can secure high employee performance is TO COERCE, CONTROL and THREATEN him MANAGER APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

LEADERSHIP THEORY Y People are NOT LAZY . Any appearance they have of being that way is the result of experiences with organisations. But, IF MANAGEMENT PROVIDES PROPER ENVIRONMENT to release their potential, WORK WILL BECOME AS NATURAL TO THEM AS REST OR PLAY. Management’s role is to provide the environment in which the potential of people can be released at work MANAGER APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

LEADERSHIP ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

LEADERSHIP ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

LEADERSHIP ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Leaders must inspire and to do so must capture the heart, the mind and the soul.

LEADERSHIP ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

LEADERSHIP ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Leadership 175

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