Leadership Unit 15 Confidential Leadership According to Haiman

Leadership Unit 15 Confidential

Leadership • According to Haiman Leadership is: "the process by which an executive or a manager imaginatively directs, guides and influences the work of others in choosing and attaining specified goals by mediation between the individual and organisation in such a manner that both will obtain the maximum satisfaction. ” Confidential

A Good Leader • Has foresight. • • Has influence. • • Has representative role playing. • • Helps to achieve task objectives. • • Commands trust and confidence. • • Has the ability to • take decisions Communicates properly. Commands attention and respect. Has 'concern' regarding needs of his group. Is sensitive to the task, people and environment. Builds team. Has ability & skill to manage the team. Confidential

Major Variables of Leadership a) The characteristics of the leader. b) The attitudes, needs and personal characteristics of followers. c) The culture of the organisation d) The environment – Socio-economic political set up – both Micro and Macro. Confidential

Theories of Leadership • • Great Man” Theories Trait Theories Contingency Theories Situational Theories Behavioural Theories Participative Theories Management Theories Relationship Theories Confidential

Classification of Leadership • According to the Personnel Research Board of Ohio University : 1. THE BUREAUCRAT 2. THE AUTOCRAT 3. THE DIPLOMAT 4. THE EXPERT 5. THE QUARTER BACK Confidential

Classification of Leadership • • Classification given by Chris Argyris : The Directive type The Permissive type The Participative type Confidential

Functions of a Leader • Maintenance of membership • Objective attainment • Group interaction Confidential

Qualities of a Leader • Courage • Will-power • Judgement • Flexibility • Knowledge • Integrity Confidential

Situational Leadership • • Characteristics of Followers Characteristics of the Task Characteristics of the Organisation Characteristics of the External Environment • Traits of the Leader Confidential

THEORY X • The average human being has an inherent dislike for work, and will avoid it if he can. • Most people must be coerced, controlled, directed, or threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. • The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition and wants security above all. Confidential

THEORY Y • The expenditure of physical and mental effort in work is as play or rest. • External control and threat of punishment are not the only means for bringing about effort toward organizational objectives. • Commitment to objectives is dependent on rewards associated with their achievement. • The average human being learns, under proper conditions. Confidential

Choosing Appropriate Styles • • Forces in the manager. Forces in the subordinate. Forces in the situation. Time pressure. Confidential

Managerial Grid Confidential

Managerial Grid • The five resulting leadership styles are as follows: • The impoverished style (1, 1). • The country club style (1, 9). • The produce or perish style (9, 1). • The middle-of-the-road style (5, 5). • The team style (9, 9). Confidential

Types of Leadership • Authoritarian Leadership (Autocratic) • Participative Leadership (Democratic) • Delegative (Laissez-Fair) • Transformational Leadership – Charismatic Leadership Confidential

‘Managers’ and ‘Leaders’ • Managers administer, leaders innovate. • Managers ask how and when, leaders ask what and why. • Managers focus on systems, leaders focus on people. • Managers do things right, leaders do the right things. • Managers maintain, leaders develop. Confidential

‘Managers’ and ‘Leaders’ • Managers rely on control, leaders inspire trust. • Managers have a short-term perspective, leaders have a longer-term perspective. • Managers accept the status-quo; leaders challenge the status-quo. • Managers have an eye on the bottom line, leaders have an eye on the horizon Confidential

‘Managers’ and ‘Leaders’ • Managers imitate, leaders originate. • Managers emulate the classic good soldier, leaders are their own person. • Manager’s copy, leaders show originality. Confidential