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Unit 1

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BBA COMMON SEM IV

Subject : Leadership Skills & Managerial Effectiveness


Module I: Introduction to Management & Leadership
DIFFERENTIATING BETWEEN MANAGEMENT AND LEADERSHIP

Leading involves influencing others toward the attainment of


organisational objectives. Effective leading requires the
manager to motivate subordinates, communicate effectively,
and effectively use power.

If managers are effective leaders, their subordinates will be


enthusiastic about exerting effort toward the attainment of
organisational objectives.

To become effective at leading, managers must first


understand their subordinates' personalities, values,
attitudes, and emotions

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FACTORS OF LEADERSHIP

Follower

Different people require different styles of


leadership. For example, a new hire requires
more supervision than an experienced
employee.

A person who lacks motivation requires a


different approach than one with a high
degree of motivation.

You must know your people! The


fundamental starting point is having a good
understanding of human nature, such as
needs, emotions, and motivation.

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FACTORS OF LEADERSHIP

Leader

You must have an honest understanding of who


you are, what you know, and what you can do.

Also, note that it is the followers, not the leader who


determines if a leader is successful.
If they do not trust or lack confidence in their leader,
then they will be uninspired.

To be successful you have to convince your


followers, not yourself or your superiors, that you
are worthy of being followed.

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FACTORS OF LEADERSHIP

Communication

You lead through two-way communication. Much of it is


nonverbal.

For instance, when you "set the example," that


communicates to your people that you would not ask them
to perform anything that you would not be willing to do.

What and how you communicate either builds or harms the


relationship between you and your employees.

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FACTORS OF LEADERSHIP
Situation
All are different. What you do in one situation will not always work in
another.

You must use your judgment to decide the best course of action and
the leadership style needed for each situation.

For example, you may need to confront an employee for inappropriate


behaviour, but if the confrontation is too late or too early, too harsh or
too weak, then the results may prove ineffective.

Various forces will affect these factors. Examples of forces are your
relationship with your seniors, the skill of your people, the informal
leaders within your organisation, and how your company is organized.

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LEADERSHIP VS MANAGEMENT

Transactional Transformational
(Management related) (Leadership related)

Models Rational, Internal Process, Human Relations, Open


Structure, Power, Knowledge Systems, Symbolic

Trait approach, Skills approach, Style Transformational Leadership


approach Team leadership
Situational approach, Contingency Shared leadership
Approaches
theory Psychodynamic approach
and Theories
Path-goal theory, Leader-Member Ethical leadership
exchange theory, Team leadership, Woman and leadership
Four drive theory Four drive theory

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LEADERSHIP VS MANAGEMENT

Transactional Transformational
(Management related) (Leadership related)

Visionary, Innovator
Role of Planner, Organizer, Controller
Influencer, Mentor
Managerand Monitor, Coordinator, Producer
Facilitator, Coach and Guide
Leader Director
Moral, Ethical Leader

• A process that reduces chaos and • A process that encourages chaos


produces order and stability (challenges status quo) and
• Accomplishes mission produces change and movement
Objective • Defines the organisation through • Creates a vision
actions and deeds • Gives the organisation meaning
while defining and nurturing its
core values

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LEADERSHIP VS MANAGEMENT
Transactional Transformational
(Management related) (Leadership related)

• Gets things done, i.e. accomplishes goals


• Gets things done, i.e. accomplishes goals through
Overlap of through people – influences
people – influences
• Plans, organizes, builds systems to
Management • Plans, organizes, builds systems to encourage
encourage successful performance
and successful performance
• Integrity, professionalism, and innovation
Leadership • Integrity, professionalism, and innovation reflect reflect values of the organisation and
values of the organisation and influence actions
influence actions
• Fosters closed culture, a mechanistic structure, • Fosters an open culture, an organic
rigid systems and procedures – a defence-like structure with flexible systems and
strategy (pg. 233) procedures – a protector-like strategy (pg.
Culture
• Focused on survival ability 233)
• Focused on sustainability

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BLENDING OF TRANSACTIONAL AND TRANSFORMATIONAL
LEADERSHIP
More good news is that, ―transactional and transformational leadership behaviours can be
learned through training programs, which may make it additionally appealing to practitioners.
Individuals can develop both leadership behaviours and can have a positive impact on both
organisational learning and therefore, organisational performance.

A blending of the two approaches is further supported by ―Level 5 Leadership– a blending of


genius and personal humility and professional will.

Level 5 leaders recognize the need for inspirational motivation, personal attention to followers,
innovation and the freedom to be innovative – a culture of discipline that encourages genius,
supports freedom and expects responsibility.

Level 5 leaders also recognize the need to ―confront the brutal facts and focus on performance,
and the importance of producing results. These factors directly reflect the effectiveness and
success of a leader.

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ARE TRANSACTIONAL AND TRANSFORMATIONAL SKILLS AND ABILITIES
NECESSARY FOR ALL LEVELS OF LEADERSHIP?
Given the nature of their role, frontline supervisors and lower level managers should be
focused on developing the competencies required for both their current role and their
future role as leaders in the organisation.

Mid-level managers, however, are currently being asked to both manage and lead.

In future, they will be asked to fill the shoes of senior leadership and should therefore be
open to the notion of transformational leadership styles, including the importance of
ethical influence in an environment where old problems must be thought of in a new way.

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LEADERSHIP CHALLENGES AT WORK

Challenge 1 – Creating and Maintaining a Diversified Team


All leaders work with teams. These teams include diverse individuals
with different backgrounds, experiences and even ethnicity‘s.

One of the greatest challenges of leadership in modern society is


finding ways to create a unified front among team members. This is
often difficult when members of a team may remain at remote areas.

A leader can overcome the challenges associated with creating and


preserving a diversified team by encouraging horizontal communication
and knowledge sharing.

The best way to create and uphold a diversified yet efficient team is to
make sure each member of the team receives routine communications.

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LEADERSHIP CHALLENGES AT WORK

Challenge 2 – Inspiring Others to Share The Leader’s/Organisational Vision

It is the role of a leader to ensure that every member of their team


and the organisation share a common mission and vision.

A leader can take on the challenge of inspiring others by clearly


communicating how a company‘s mission and vision will benefit
not just the organisation, but also the people working for it. By
explaining how each incumbent will benefit from the mission, a
leader will inspire others to share the same corporate vision.

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LEADERSHIP CHALLENGES AT WORK

Challenge 3 – Facilitating Open and Clear Communication among Coworkers:

Clear and concise communication is


essential for success.

A leader has a duty to communicate well


with others, but also teach others how to
communicate clearly.
is

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LEADERSHIP CHALLENGES AT WORK

Challenge 4 – Empowering Incumbents to Take Action:


The days of micromanagement are over. Nowadays,
employees want to feel inspired. The best way to inspire
employees is by empowering them to excel and achieve.
A leader‘s role includes providing employees the ability to
make proactive choices.

That means including employees in the decision making process so they become part of the
organisational team.
A leader can also empower employees by encouraging them to write down an action plan for each
problem that needs solving in the organisation. This process should include setting up goals and
the exact steps necessary to take action to resolve problems.

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LEADERSHIP CHALLENGES AT WORK

Challenge 5 – Providing Inspiration To Others

Last, but certainly not least, a leader must provide inspiration


to others.

Some of the world‘s best leaders are defined by their


―charisma or ability to inspire and motivate others.

A leader must remain committed to the cause, but also


recognize the potential in employees to achieve great things.

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MANAGEMENT CHALLENGES AT WORK

Challenge 1: Achieving a Stretch Goal:

There are goals associated with your objectives, and if your organisation is
aggressive then those goals require more than the typical amount of effort.

It‘s going to take some careful planning for you to figure out how to apply
your organisation‘s people and resources to achieve an aggressive goal.

You‘re going to have to motivate people, remove roadblocks from their path,
and focus them on the things that are most important. It‘s a stretch goal, but
you can achieve it — maybe even surpass it.

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MANAGEMENT CHALLENGES AT WORK

Challenge 2: Bringing Out the Best in Your Employees:

• Treat every employee with respect. If you have


praise for the employee, give the praise in front of co-
workers. If you have criticism for the employee, give it in
private.
• Help employees align their personal goals with their
work goals.
• Provide a work environment that is appropriate for
the work and conducive to employee well- being.
• Encourage employee communication and
cooperation.

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MANAGEMENT CHALLENGES AT WORK

Challenge 3: Dealing with Underperforming Employees

Not all of your employees will do their best. Some will have personal issues
that interfere with their work. Technically it‘s not your problem, but in reality
any issue that contributes to an underperforming employee is your problem.
You‘ll help employees cope with personal issues, you‘ll provide motivation
and counsel, maybe steer them to appropriate resources inside or outside
your company.
You‘ll carry your underperforming employees to a point, and then
beyond that point you‘ll have to ease them out of your organisation. You‘ll
be humane, but you have to balance the needs of the organisation with the
needs of the employees.

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MANAGEMENT CHALLENGES AT WORK

Challenge 4: Dealing with Outstanding Employees

Some of your employees obviously outperform the others. That‘s good news
for your organisation, but it presents its own set of challenges. Outstanding
employees need special treatment.

You want them to keep doing an exceptional job but that usually means that
you‘ll have to pay them special attention. They need recognition for their
talents and efforts.

They need encouragement, training and guidance. And above all they need to know that they have a career
path in your company, even if that career path takes them out of your organisation. Your reputation as a team
player and good manager will grow, and your own career will be enhanced.

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MANAGEMENT CHALLENGES AT WORK

Challenge 4: Dealing with Outstanding Employees

Some of your employees obviously outperform the others. That‘s good news
for your organisation, but it presents its own set of challenges. Outstanding
employees need special treatment.

You want them to keep doing an exceptional job but that usually means that
you‘ll have to pay them special attention. They need recognition for their
talents and efforts.

They need encouragement, training and guidance. And above all they need to know that they have a career
path in your company, even if that career path takes them out of your organisation. Your reputation as a team
player and good manager will grow, and your own career will be enhanced.

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MANAGEMENT CHALLENGES AT WORK

Challenge 5: Hiring the Right People:

No matter how happy your employees are, you‘ll get occasional turnover. And if
your organisation is successful then you‘ll often find that your budget and
headcount will grow as you are assigned more and more responsibility.

Either way, you‘ll need to hire. Hiring is easy, but hiring the right person is
extremely difficult. Interviews are seldom a good predictor of work and work
habits, so going beyond the interview is crucial.

Getting feedback from the current employee (who had a vested interest in
finding someone who would carry a part of the workload) made a big difference
in our choice for some potential new hires.
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MANAGEMENT CHALLENGES AT WORK

Challenge 6: Responding to a Crisis:

No matter how much planning you do, things will go wrong. An employee will get
sick at a critical time.

A weather disaster will hit your facility and disrupt your plans. A crime will be
committed — maybe a theft or even something that harms an employee.

Planning is a part of managing, but perhaps more important is a manager‘s


ability to change plans on the fly in response to changing conditions. When a
crisis hits, you have to be able to deal with it — calmly, quietly and without being
overwhelmed by stress.

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MANAGEMENT CHALLENGES AT WORK

Challenge 7: Continuous Improvement:

No matter how good your organisation gets, it can do better.


There‘s always some type of improvement that can be made: a
change in a process, a better working environment, better
employee motivation, more focus on the essentials. If you ever
get to the point where you honestly have no idea how to
improve things further, then you should either

(a) seek outside advice, or


(b) look for another job.
There‘s always a better way, and you have to keep looking for
it.
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Thank You

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