Leadership Styles Tactics By Nisha Hariyani After the

Leadership Styles & Tactics By Nisha Hariyani

• After the september 11, 2001 terrorist attacks, entire airline industry in US faced devasting lossess. • South west airlines did not go for layoffs. But also posted profits in the same year. • How? ? ? ? • Through leadership of Herbert Kelleher

Points To ponder • Leadership Styles • Likert’s four styles • Tannenbaum & SCHMIDT CONTINUUM of leader behavior

Leadership styles Authoritative Style • Clear about what he is doing and why he is doing it • Instills the same clarity in his followers • Determines the end and leaves the choice of means to his people.

Leadership style… Autocratic Style • Retains all authority and decision making power • No suggestions – no considerations • Instruct on what to do and how to do

Leadership style… Benevolent style • Keeps employees happy & in harmony • Ensures better communication • Relationship builder

Leadership style… Coaching style • Helps employees to identify their strengths & weakness • Aligning employees • Encourages long term development • Issues challenging assignments

Leadership style… Democratic Style • Involves employees in decision making process • Gets ideas from his people • Creates trust • Sets realistic goals

Leadership style… Pacesetting style • Sets high standards and adheres on it • Passionate about increase in quality and productivity • You perform or leave organization is the attitude

Leadership style… Expert Style Manipulative Style Bureaucratic Style Participative Style

Likert’s Four Style • System 1 management – “exploitativeauthoritative” style • System 2 management – “benevolentauthoritative” style • System 3 management – “consultative” style • System 4 management – “participative leadership” style

Tannenbaum & SCHMIDT CONTINUUM of leader behavior • • Leader as an announcer Leader as a seller Leader as a clarifier Leader as a senior partner Leader as a seeker Leader as a equal partner Leader as a follower

Points To Remember • Leadership Styles • Likert’s four styles • Tannenbaum & SCHMIDT CONTINUUM of leader behavior

Nisha Hariyani Leadership skills & Tactics

Points to Learn • • Persuasion skills Motivational skills Conflict resolution skills Leadership tactics

Persuasion skills • Consider a situation where a company has to take an important decision about funding a lucrative yet risky project. …. . !!!!!!!!!!! • Learn how to persuade by analyzing whom to persuade

How to persuade a Skeptics v Skeptics are highly suspicious v Skeptics trust same backgrounds v They don’t like oppositions or challenges thrown to them v Gain as much credibility v Find out something common with him v Handle them delicately, if they are wrong correct smartly

How to persuade a Charismatic v Charismatic are talkative & enthusiastic v They look for facts to support their emotions v Charismatic have short attention span v While deciding they take suggestions from high profile executes v Persuader should control the urge to match his enthusiasm v Don’t hide the facts, discuss the risk with him/her v Present information at earliest v Give them one and give time

How to persuade a Followers v Followers rely on past decisions made v They fear making wrong choices v Followers like proven and reliable ideas. v Make them feel confident give E. g. v Provide testimonials & take a safe dwell in past v Don’t suggest out of box ideas

How to persuade a Charismatic v Thinker are more academic and logical v They like arguments which are quantitative and backed by data v They don’t forget bad experiences and have contradictory view v Persuader should communicate the draw – backs initially v Using presentations and arguments to appeal their intelligence v Talk intellectually and proposal should appear to be best option

Motivational Skills • How do one ensures high level of enthusiasm and commitment during bad times? ? ? ? ? . . . . • Motivating people is not as easy as it sounds

General Methods of Motivation v Truth as the highest virtue v Desire to be great v Communicate, communicate & communicate v Sharing the burden of risk v Motivating by caring v Motivating people at different levels v Motivating by setting difficult goals v Motivating in times of crisis

Motivating frontline staff • Emotionally energies frontline people • How? ? Take an example of US Marine Corps Who invested time and energy to cultivate strong values, Encouraging to take up leadership positions Clarity between team and leader

Motivating Problem People v Motivational lectures, cash incentives, or memos etc … will it motivate all of them? ? v What about problem employees… or difficult people…!!!!!! Learn more about them, about yourself and about situation v. Have a range of alternatives v. Have a formal one to one sessions

Conflict resolution skills v v v What to do? ? ? Skills required are: Listening Questioning Communicating Non verbal signs Mediation skills

Leadership Tactics • A model of Power & Influence v Relationships beyond chain of command v. Step 1: identify the people who have to be led v How do leaders identify these relationships? v. Step 2: identify people who may resist cooperation v How do leaders assess power? v. Step 3: develop relationship with resisting parties v How do leaders develop such relationships? v. Step 4: good relations & good communication

• A model of Power & Influence continue…. v Relations with Subordinates v Relations with superiors How do effective leaders deal with their superiors ? ? ? Evaluate your boss strength and weakness Evaluate your strength and weakness Build a relationship & maintain it Communicate, utilize his time prudently

Model of effectiveness and influence Setting Agenda Building Network Implementing agenda

summary • • Persuasion skills Motivational skills Conflict resolution skills Leadership tactics