LEADERSHIP

Jay Bansod

Managers vs Leaders
Administers A copy Innovates An original

Maintains
Focuses on systems & structures Relies on control Short range view

Develops
Focuses on people Inspires trust Long-range perspective

Asks how and when

Eyes on the bottom line Imitates Accepts the status quo

Asks what and why

Eyes on the horizon Originates Challenges the status quo

Classic good soldier

Does things right

Own person
Does the right thing

Jay Bansod

Theories of Leadership
Trait Theories of Leadership Group and Exchange Theories of Leadership
Followers Impact on Leaders The Vertical Dyad Linkage Model

Contingency Theory of Leadership

The Leader-Member relationship The degree of Task structure The Leaders position power

Jay Bansod

Contingency Model Of Leadership

Highest effectiveness curve Task Oriented

Human Relations Oriented Very Unfavorable Unfavorable Favorable Very Favorable

Favorableness of the situation

Jay Bansod

Path-Goal Leadership Theory

Four Major Styles Directive Leadership Supportive Leadership Participative Leadership Achievement-oriented Leadership Differing from the earlier model: this model suggests that the same leader may use these various styles in different situations.

Jay Bansod

Methodology
The leader uses the Path-Goal model as follows:
1. Recognizing and/or arousing subordinates needs for outcomes over which the leader has some control 2. Increasing personal pay-offs to subordinates for work-goal attainments

3. Making the path of those payoffs easier to travel by coaching and direction
4. Helping subordinates clarify expectancies

5. Reducing frustrating barriers

6. Increasing the opportunities for personal satisfaction contingent on effective performance
Jay Bansod

Emerging Theories
Charismatic Leadership
Have superior debating, persuasive skills and technical expertise Foster attitudinal, behavioral and emotional changes Traits include self-confidence, impression management skills, social sensitivity and empathy

Transformational Leadership Theory

Change agents Courageous Believe in people

Value driven
Life-long learners Have ability to deal with complexity, ambiguity and uncertainity Visionaries
Jay Bansod

Charismatic Leaders
Ethical Use power to serve others Unethical Uses power only for personal gain or impact Promotes own personal vision Censures critical or opposing views Demands own decisions be accepted without question One-way communication Insensitive to followers needs Relies on convenient, external moral standards to satisfy selfinterests

Align vision with followers needs and aspirations

Considers and learns form criticism Stimulates followers to think independently and to question the leaders view Open, two-way communication Coaches, develops and supports followers; shares recognition with others

Relies on internal moral standards to satisfy organizational and social interests

Jay Bansod

Transactional Vs Transformational
Transactional Leaders Contingent Reward Management by exception
Active

Transformational Leaders Charisma Inspiration Intellectual stimulation

Passive

Individual consideration

Laissez Faire

Jay Bansod

Social Learning Approach

Leader (includes cognitions)

Leader Behavior

Environment (includes subordinates and macro variables)

Jay Bansod

Continuum of Leadership Behavior

Subordinatecentered leadership Boss centered leadership Use of authority by the manager

Area of freedom for subordinates

Manager makes decision and announce s it

Manager sells decisions

Manager presents ideas and invites question s

Manager presents tentative decision subject to change

Manager presents problem, gets suggestions , makes decisions

Manager defines limits; asks group to make decision

Manager permits subordin ates to function within defined limits

Jay Bansod

Situational Approach
The key for leadership effectiveness in this model is to match up the situation with appropriate style. The following summarizes four basic styles:
Telling Style: High-task, low-relationship, low maturity Selling Style: High-task, high-relationship, low-maturity

Participating Style: Low-task, high-relationship, high-maturity

Delegating Style: Low-task, low-relationship, very high-maturity

Level of Maturity (of followers) 1. Degree of achievement orientation 2. Willingness to take on responsibility

3. Amount of education and/or experience

Jay Bansod

Likerts 4 Systems of Management

Leadership Variable System 1 (Exploitive Autocratic) Confidence and trust in subordinates Manager has no confidence or trust in subordinates System 2 (Benevolent Autocratic) Manager has condescending confidence and trust, such has master has in a servant Subordinates do not feel very free to discuss things about the job with their superior System 3 (Participative) Manager has substantial, but not complete confidence and trust; still wishes to keep control of decisions Subordinates feel rather free to discuss things about the job with their superior System 4 (Democratic) Manager has complete confidence and trust in subordinates in all matters Subordinates feel completely free to discuss things about the job with their superior

Subordinates feeling of freedom

Subordinates do not feel at all free to discuss things about the job with their superior

Superiors seeking involvement with subordinates

Manager seldom gets ideas and opinions of subordinates in solving job problems

Manager sometimes gets ideas and opinions of subordinates in solving job problems

Manager usually gets ideas and opinions and usually tries to make constructive use of them

Managers always asks subordinates for opinions and always tries to make constructive use of them

Jay Bansod

Classification of Leadership Styles

Classic Leadership Styles Business Environment Leadership Styles Leadership Styles based on beliefs, values, preferences & organizational culture Emotional Leadership Styles Typical Leadership Styles

Jay Bansod

Classic leadership Styles: Autocratic

Leader makes decisions without reference to anyone else 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

Jay Bansod

Classic leadership Styles: Democratic

Encourages decision making from different perspectives; leadership may be emphasised throughout the organisation
Consultative: process of consultation before decisions are taken
Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

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
Jay Bansod

Classic leadership Styles: Laissez-Faire

Let it be 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

Jay Bansod

Business Environment Leadership Styles

Mover & Shaker Action oriented and Authoritarian Gets the jobs done On his day can shake the whole office environ.

Negative Aspect Stubborn Dominating

Positive Aspect Determined Result-oriented

Impatient
Poor Listener Acts first, thinks later

Decisive
Requiring Competitive

Jay Bansod

Business Environment Leadership Styles

Negotiator Thrives on relationships Likes security, safety & stability Is supportive & dependable

Negative Aspects

Positive Aspects

Conforming
Dependent Not assertive Extremely flexible Agreeable

Loyal
Warm Sentimental Giving Respectful
Jay Bansod

Business Environment Leadership Styles

BottomLiner Organized Dislikes risks Technically competent

Negative Aspects Rigid Critical Indecisive

Positive Aspects Vigilant Detailed Consistent

Controlled & Controlling Unemotional

Objective Precise

Jay Bansod

Business Environment Leadership Styles

Wild Card Intuitive and has new ideas Likes personal recognition and popularity Has creative ideas and ability to excite others

Negative Aspects Excitable Undisciplined Reactive

Positive Aspects Original Personable Proactive

Impacted by fads Unorganized

Charismatic Stimulating

Jay Bansod

Leadership Styles based on beliefs, values, preferences & organizational culture

Charismatic Gathers followers through dint of personality and charm Does not display any form of external power or authority pay a great deal of attention in scanning and reading environment Traits: Vision & articulation, Sensitive to member needs & environment, Personal risk-taking, Performing unconventional behavior

Jay Bansod

Leadership Styles based on beliefs, values, preferences & organizational culture

Participative Rather than taking autocratic decisions, seeks to involve other people in the process Describes the 'what' of objectives or goals and lets the team or individuals decide the 'how' of the process Also restricts level of participation in some cases Believes in empowerment, joint decision-making, democratic leadership, Management By Objective (MBO) and power-sharing

Jay Bansod

Leadership Styles based on beliefs, values, preferences & organizational culture

Situational Action of the leader depends on a range of situational factors

Leader's action defined by: forces in the situation, the forces in follower & forces in the leader himself
In critical situations, a leader is more likely to be directive in style because of the implications of failure Other factors of influence:
Subordinate effort: the motivation and actual effort expended Subordinate ability and role clarity: followers knowing what to do and how to do it Organization of the work: the structure of the work and utilization of resources Cooperation and cohesiveness: of the group in working together Resources and support: the availability of tools, materials, people External coordination: the need to collaborate with other groups
Jay Bansod

Leadership Styles based on beliefs, values, preferences & organizational culture

Transactional Works on the assumption that people are motivated by rewards or punishment Creates structures whereby it is clear what is required of the subordinates, and the rewards that they get for task completion Transactional Leadership, once the contract is in place, takes a 'telling' style

Jay Bansod

Leadership Styles based on beliefs, values, preferences & organizational culture

Transformational Has a vision, a view of the future that will excite and convert potential followers Seeks overtly to transform the organization Passion and confidence of transformational leader can easily be mistaken for truth and reality Tend to see the big picture, but not the details, where the devil often lurks Fail miserably in an organization where people do not seek changes

Jay Bansod

Leadership Styles based on beliefs, values, preferences & organizational culture

Quite Actions speak louder than words id the underlying assumption

Jay Bansod

Emotional Leadership Styles

Coaching Connects wants to organizational goals Holds long conversations that reach beyond the workplace Helps people find strengths and overcome weaknesses

Good at delegating assignments, demonstrating faith & creating loyal followers

Done badly, this style looks like micromanaging Used when individuals need to build long-term capabilities Has a highly positive impact on the climate

Jay Bansod

Emotional Leadership Styles

Affiliative Creates people connections and thus harmony within the organization Collaborative style which focuses on emotional needs over work needs

When done badly, it avoids emotionally distressing situations such as negative feedback
When done well, it is often used alongside visionary leadership Best used for healing rifts and getting through stressful situations

Jay Bansod

Emotional Leadership Styles

Democratic Acts to value inputs and commitment via participation Listens to both the bad and the good news When done badly, it looks like lots of listening but very little effective action Best used to gain buy-in or when simple inputs are needed

Has a positive impact on the work environment

Jay Bansod

Emotional Leadership Styles

Pacesetting Builds challenging and exciting goals for people, expects excellence and often exemplifies it Identifies poor performers and demands more Leaders roll up their sleeves and rescue the situation themselves Leaders tend to be low on guidance, expecting people to know what to do Lacks Emotional Intelligence Gets short term results but over the long term this style can lead to exhaustion and decline Best used for results from a motivated and competent team Often has a very negative effect on work environment
Jay Bansod

Emotional Leadership Styles

Commanding Soothes fears and gives clear directions by his or her powerful stance Commands and expects full compliance (agreement is not needed) Leaders need emotional self-control for success and can seem cold and distant Best used in:
Times of crisis when you need unquestioned rapid action

With problem employees who do not respond to other methods

Jay Bansod

Typical Leadership Styles

Idealist Traits: wise, tolerant, balanced, and focused on standards of excellence Leaders are often purveyors of quality in organization When less well-developed, they show their fixation on perfectionism The key development need for this leadership style is patience, the willingness to accept conditions that do not conform to one's ideal

Jay Bansod

Typical Leadership Styles

Mentor Most interpersonally oriented of all the leadership styles Driving force is pride, attached to their self-image as helper When less developed they have a fixation on entitlement & can use manipulation to influence people key development need is humility Developmental skills include acknowledging their own needs, seeing how they contribute to their own workload and saying no, setting clearer boundaries, and asserting their interpersonal power more directly

Jay Bansod

Typical Leadership Styles

Star Leaders are expansive, risk-taking go-getters who ensure high productivity for their organizations Efficient and supremely goal-oriented Good at self-promotion but at times can be perceived as showcasing themselves at the expense of the team Developmental skills include learning to collaborate instead of competing

Jay Bansod

Typical Leadership Styles

Synthesizer Ability to take in the whole picture and integrate its components in creative ways Traits: consummate strategist, visionary, bright, capable of influencing others through their knowledge Independent & prefer to be surrounded by capable people who need no direction or external motivation Developmental skills include debating less and probing/ listening more

Jay Bansod

Typical Leadership Styles

Partner Highly team-oriented leaders and excellent managers who bring out the best in everyone Their driving force is fear Developmental skills include getting a reality check on their fears, empowering themselves vs. blaming others, focusing more on possibilities vs. worries, and centering their verbal presentations on a central theme

Jay Bansod

Typical Leadership Styles

Futurist Traits: Charming, easy to talk to & highly involved Organization's cheerleaders because of their natural optimism Focus on long-term perspective

Tendency to work around organizational constraints

Negative aspect: love to tell anecdotes and may forget to invite others to talk Key development need is temperance: seeking moderation and letting go of materialism Developmental skills include contingency planning, eliciting and accepting feedback, using negative reframing to counter their optimism
Jay Bansod

Typical Leadership Styles

Diplomat Traits: Serene centered & well-developed Highly capable of dealing with others' problems and building consensus Have a natural tendency to honor diversity, and can get along with almost anyone Developmental skills include learning to speak up/confront others, recognizing passive-aggressive behavior/becoming more assertive, setting priorities/sticking to them, staying focused, and initiating change

Jay Bansod

Managerial Grid Styles

9 8 7 6 5 4 3 2 1 1,1 Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1 2 3 4 5
Jay Bansod

1,9 Management Thoughtful attention to needs of people for satisfying relationships lead to comfortable friendly organization and work tempo

9,9 Management Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect

5,5 Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at satisfactory level

9,1 Management Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree 6 7 8 9

Behavioral Skills for Leaders / Managers

Planning / Coordinating Staffing Training & Development Decision making / problem solving Processing paperwork Exchanging Routine Information Monitoring / Controlling Performance

Motivating / Reinforcing
Disciplining / Punishing Interacting with outsiders Managing conflict Socializing / politiking

Jay Bansod

Leadership Model 1
Exchanging Routine Information Processing paperwork Communication

Planning / Coordinating
Decision making / problem solving Monitoring / Controlling Performance Interacting with outsiders Socializing / politiking Staffing Training & Development Networking Traditional Management

Motivating / Reinforcing
Disciplining / Punishing Managing conflict

Human Resource Management

Jay Bansod

Leadership Skills
Cultural Flexibility Communication Skills HRD Skills Creativity Self-Management of Learning

Jay Bansod

10 Most Often Identified Skills

Verbal Communication Managing Time and Stress Managing individual decisions Recognizing, defining and solving problems Motivating and influencing others Delegating Setting goals and articulating a vision Self awareness Team Building Managing Conflict
Jay Bansod

Leadership Skills Model

Solving Problems Creatively Using the rational approach Using the creative approach Fostering innovation in others

Developing Self Awareness Determining values & priorities Identifying cognitive style Assessing attitude towards change

Managing Stress Coping with stressors Managing time Delegating

Communicating Supportively Coaching Counseling Listening

Motivating Others Diagnosing poor performance Creating a motivating empowerment Rewarding accomplishment Managing Conflict Identifying causes Selecting appropriate strategies Rewarding accomplishments

Gaining Power & Influence Gaining power Exercising influence Empowering others

Jay Bansod

Emotional Intelligence
It is assortment of non cognitive skills capabilities and competencies that influence a persons ability to succeed in coping with environmental demands and pressures. EI is a learned ability to identify, experience, understand and express human emotions in healthy and productive ways. It is composed of
Self / Interpersonal awareness
Self Esteem Self motivation Empathy

Social skills
Decision Making Commitment

Jay Bansod

How?

Jay Bansod