Professional Documents
Culture Documents
A recent Gallup survey indicates that most employees believe that it is the leader, not the company, that guides the culture and creates situations where workers can be happy and successful
What is leadership?
Leadership is the act of making an impact on others in a desired direction. What is the difference between managers and leaders?
Manager Characteristics Administers A copy Maintains Focuses on systems and structure Short-range view Asks how and when Eye on the bottom line Imitates
Leader Characteristics Innovates An original Develops Focuses on people Inspires trust Long-range perspective Asks what and why Eye on the horizon
Manager Characteristics Accepts the status quo Classic good soldier Does thing right
Leader Characteristics Challenges the status quo Own person Does the right thing
Adapted from Warren G. Bennis, Managing the Dream: Leadership in the 21st Century, Journal of Organisational Change Management, Vol 2 (1), 1989, p. 7.
Levels of Leadership
Level of Leadership
Leading Self/Self Leadership
Focus
Self: Productive contribution to the unit of membership Use of skills, knowledge and good habits at work Help others lead themselves Managing individual differences effectively: Trusting, cooperative relationships Influencing follower for more of commitment Group Processes: Organisation of work Resource utilisation Members confidence and contribution to objectives through involvement Organisational culture and organisations readiness for change: Catalyse commitment to and vigorous pursuit of a clear and compelling vision Stimulate performance to meet and exceed high standards
Interpersonal Leadership
Organisational Leadership
Source: (1) Leadership in Organisations: (5th ed), Gary Yukl, Pearson Education 2002 (2) Five Leavels of Leadership, Harvard Business Review, The high-performance organisation (July-August,2005)
Financial Results (e.g. return on sales, revenue growth, efficiency, and profitability) influenced by Organisational Climate Organisational Climate influenced by Leadership Style What is Organisational Climate?
Organisational Climate
First defined by George Litwin and Richard Stringer and later refined by McClelland Refers to six key factors that influenced an organisations working environment:
Its flexibility- how free employees feel to innovate unencumbered by red tape their sense of responsibility to the organisation The level of standards that people set Sense of accuracy about performance feedback & aptness of reward Clarity of mission & vision Level of commitment to a common purpose
Leadership Styles
Coercive Style Authoritative Style Affiliative Style Democratic style Pacesetting style Coaching style
MOST EFFECTIVE WHEN. Turnaround situation, natural disaster, when working with problem employees Business is adrift; less effective when the leader is working with a team of experts who are more experience that he is
Authoritative Style
Come with mestates overall goal but gives people the freedom to chose their own means of achieving Gives employees voice in decision making, build organisational flexibility and responsibility and generate fresh ideas Leader sets high performance standards & exemplifies them himself has a very positive impact on employees
Democratic Style
Pacesetting Style
MOST EFFECTIVE WHEN. Employees are already aware of their weaknesses and want to improve..not effective when employees are resistant to changing their ways.
Aggressive
The two dimensions are separate and distinct from each other.
Theory X and Theory Y Assumptions About Human Nature ( Douglas McGregor, 1960)
Theory X Assumptions The average person has an inherent dislike for work and will avoid it if possible. People must be coerced, controlled, directed and threatened with punishment in order to get them to work adequately. People prefer to be directed, wish to avoid responsibility, and have little ambition. The average person is only interested in security Theory Y Assumptions Physical and mental effort in work is as natural as play or rest. People will exercise self direction and self-control in the objective of the organisation when commitment to objectives is rewarded. The average person not only accepts, but also seeks responsibility under appropriate conditions. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity, is common among people and organisations utilise them only partially.
Managerial Grid
Middle-of- the-roader(5,5)
Superficially both may appear to be present. However, neither of the orientations are fully developed. Under the declaration of concern for the employees, the managers preoccupation with control may be very strong.
Position power
Exercises
Which type of leader is suitable in the following situation and why Natural disaster, like a flood or fire When a. leader-member relations are good, b. the task is unstructured, and b. position power is weak