L EADERSHIP -: Presented by :- V ishal Limbachiya N ikisha Soni S hital Jain H imali Shah Organisational Behaviour

MEANING AND DEFINITION  It derives from English word “leden”, which means “show the way”.  “Leadership means that the ability to influence a group towards the achievement of goals.”  According to Alan Keith of Genentech, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.“  According to keith and newstrom, “leadership is the process of encouraging and helping others to work enthusiastically towards objectives.”

Importance of Leadership  It improves motivation and morale of employees.  It leads to higher performance. (higher perfor. Leads to increased productivity & profitability.)  It is an aid to authority.  It determines organizational success.  It helps to responds to change.

Difference between Manager and Leader SubjectLeaderManager HaveFollowersSubordinates ApproachSets direction Plans detail DecisionFacilitatesMakes PowerPersonal charismaFormal authority WantsAchievementResults RiskTakesMinimizes RulesBreaksMakes ConflictUsesAvoids DirectionNew roadsExisting roads TruthSeeksEstablishes ConcernWhat is rightBeing right CreditGivesTakes BlameTakesBlames

L EADERSHIP S KILLS  Communication skills (Group sessions are the most productive because everyone has the opportunity to give their input. Good communication is the key to success)  Planning and organizing skills (sets their expectations at the beginning of the year and maintains high standards throughout the year.)  Personal management skills (attitude, personality, perception etc….)  Thinking and learning skills  Decision-making skills

Trait theory  Core trait identified by  Drive  Leadership motivation  Self confidence  Knowledge of the business  Cognitive ability  Honesty and integrity  Other traits

Behavioural theories Area of freedom for subordinates Use of authority by manager Boss centered leadership Subordinate centered leadership Manager makes decision and announce it. Manager “sells” decision Manager presents Tentative decision Subject to change Manager defines Limits, asks Group to make decision Manager presents Ideas and invites questions Manager presents Problems, gets Suggestions, Makes decision Manager permits Subordinates to Function within Limits defined By superior Leadership continuum - how to choose leadership pattern?

Contingency theory  Fiedler’s contingency model  the leader’s trait  The situational factor  Leader situation matches

The Leadership Grid 1,99,9 5,5 1,19,1 Concern for results Concern for people high low Country club management Team management Authority compliance management Impoverished management Middle of the road management

Emotional intelligent  Emotional intelligence is refers to a person’s abilities to perceive, identify, understand and successfully manage emotions in self and others.  Emotional intelligence means being able to effectively manage ourselves and our relationships.  Categories  Anger  Sadness  Fear  Enjoyment  Love  Surprise  Disgust  shame

 Components  Self awareness  Self management  Trustworthiness  Conscientiousness  adoptability  Social awareness  Organizational awareness  Service orientation  Relationship management

Ethical values in organisation  Ethical values that make up organisation’s culture, ethical values and considered highly important for leaders and have gained renewed emphasis in today’s era in financial scandals and moral lapses. Ethics is difficult to define in a precise way.  Ethics is the code of moral principles and values that governs the behaviour of a person or group with respect to what is right or wrong? Ethics will give standard as to what is good or bad in conduct and decision making.

Value based leadership  Personal ethics  Organisational structure and system  Code of ethics  Structure  Training  Disclosure mechanisms

Moral leadership  Moral leadership is about distinguishing right from wrong and doing right seeking the just the honest the good and the right conduct in its practice.  Three levels of moral leadership  Pre conventional  Conventional  Post conventional

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Contingency theory  Fiedler’s contingency model  the leader’s trait  The situational factor  Leader situation matches  Controversy over the theory  The path goal leadership model  An appropriate match  Behaviour dimensions  Supportive leadership  Directive leadership  Participative leadership  Achievement oriental leadership

Charismatic theory  Charisma a special personal magnetic charm or appeal that arouses loyalty and enthusiasm in a leader follower relationship.  Charismatic leader person who possesses legitimate power that arises from “exceptional sanctity, heroism, or exemplary character.  Their personality is powerful, and the relationship that they forge with their follower is extremely strong.  The followers of Charismatic leader often have higher task performance, greater task satisfaction, and lower conflict.  Qualities of charismatic leader are:  Strong need for power  Extremely self-confident  Convinced of the rightness of their own belief and ideals.