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Organisational Behaviour

Organisational Behaviour. Leadership. Leadership: Concepts and Issues. What is Leadership? Does it make difference? What is managing against leading? What is Formal Vs Informal Leadership? Are Leaders born or made?. Leadership & Organisational Effectiveness.

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Organisational Behaviour

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  1. Organisational Behaviour Leadership

  2. Leadership: Concepts and Issues • What is Leadership? • Does it make difference? • What is managing against leading? • What is Formal Vs Informal Leadership? • Are Leaders born or made?

  3. Leadership & Organisational Effectiveness • Leaders (leadership) make a difference -45% increase in profits (Dubrin, A. J. 03) • Determine fate of the organisations

  4. Leadership Roles • Figurehead • Spokesperson • Negotiator • Coach and Motivator • Team Builder • Team Player • Problem Solver • Entrepreneur • Strategic Planner Source: Dubrin AJ ;Leadership

  5. Leadership Traits • Honest • Forward-looking • Inspiring • Competent • Fair-minded • Supportive • Broad-minded • Intelligent • Straightforward • Dependable • Courageous • Cooperative • Imaginative • Caring • Determined • Mature • Ambitious • Loyal • Self-controlled • Independent Source: Kouzes & Posner

  6. What leaders can accomplish Technical skills Human Skills Conceptual skills Skills needed at various levels of Organisation Skill Approach Technical Human Conceptual

  7. Style approach • How leaders behave • Task behaviour (production Orientation) • Relationship behaviour(relation orientation) • Leadership Grid (Blake and Souten) • Impoverished Mgt • Authoritty compliance Mgt • Middleof the road Management • Country Club Management • Team Management

  8. Situational Approach • Leadership in Situations • Hersey & Blancard four leadership styles • Delegating • Directing • Supporting • Coaching

  9. Contingency approach • Effective leadership contingent upon matching leaders style to setting. • Leaders style • Task oriention • Relation orientation • Situation • Leader-member relations • Task structure • Position power

  10. Path Goal Theory • How leaders motivate • Directive • Supportive • Particiaptive • Achievement Oriented

  11. transformational leadership • Influence that moves followers to accomplish more than what is expected of them

  12. What is Leadership? • 65 different classifications • Viewed as • Focus of Group process • Possession of special traits, characteristics which enables others to be induced to accomplish tasks • Act or behaviour to bring change in group • Power Relationship between leaders and followers • Instrument of goal achievement • Set of skills(competencies) that make it effective (Northhouse P G (03))

  13. Themes of leadership • Is a process • Involves influence • Occurs within group context • Involves goal attainment

  14. Defining Leadership • “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” • Northouse P J

  15. Defining Leadership • Process to inspire and stimulate others to achieve worthwhile goals • Interpersonal influence, directed through communication toward goal attachment • The influential increment over and above mechanical compliance with directions and orders • An act that causes others to act or respond in a shared direction • The art of influencing people by persuasion or example to follow a line of action • The principal dynamic force that motivates and coordinates the organization in the accomplishment of its objectives • A willingness to take the blame Source: Leadership. Andrew J. Dubrin

  16. Leading Produces Change and Movement Establish Direction Creating Vision Clarify big picture Set strategies Aligning People Communicate goals Seek Commitment Build teams and coalitions Motivating and Inspiring Inspire and energise Empower subordinates Satisfy unmet needs Managing Produces Order and Consistency Planning/Budgeting Establish agendas Set time tables Allocate resources Organising/Staffing Provide structure Make job placements Establish rules/procedures Controlling/Problem Solving Develop incentives Generate creative solutions Take corrective actions Leading Vs Managing Kotter, J P (1990)

  17. Formal Vs Informal Leadership • Assigned Leadership • Formal position leadership; Team leaders, Plant managers, Department Heads, Directors etc • Emergent Leadership • Perception of individual by group members as most influential member irrespective of position or title • Through being verbally involved, being informed, seeking others opinion, initiating new ideas, being firm not rigid. • Personality traits: dominant, intelligent, confident about own performance.

  18. Are Leaders Born? • Leadership as Trait • Leadership resides in select people having special inborn talents and skills • Leadership as a process • Leadership phenomenon resides in the context and makes available to everyone. As a process it can be observed in leader behaviour and it can be learned.

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