LEADERSHIP

“GETTING EXTRA-ORDINARY PERFORMANCE

OUT OF ORDINARY PEOPLE”
- Sir John Harvey Jones

“A BUSINESS SHORT ON CAPITAL CAN

BORROW MONEY. BUT A BUSINESS
SHORT OF LEADERSHIP HAS LITTLE
CHANCE OF SURVIVAL”
- Peter Drucker
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 LEADERSHIP

LEADERSHIP IS THE ABILITY OF A

MANAGER TO BRING PEOPLE TO
WORK TOGETHER EFFICIENTLY
FOR A COMMON GOAL

LEADERSHIP IS THE ABILITY TO

GET OTHER PEOPLE TO FOLLOW
YOU AND TO WILLINGLY DO WHAT
YOU WANT THEM TO DO.

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 LEADERSHIP

A FUNCTION OF 3 VARIABLES –
• THE INDIVIDUAL - the leader himself
• THE GROUP OF FOLLOWERS
• THE CONDITIONS / SITUATION

FOR A GOOD UNDERSTANDING OF LEADERSHIP, IT IS

ESSENTIAL TO HAVE A GOOD UNDERSTANDING OF THE
INDIVIDUALS, THE ORGANISATIONS AND CONDITION
OF THEIR INTER-RELATIONSHIPS.

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 LEADERSHIP

THE INFLUENCING FACTORS

LEADER HIMSELF GROUP

personality, beliefs, responsible, lazy,
preferred style... dependent, confidence
in leader...
SITUATION
orgn. Culture,
time pressures

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 LEADERSHIP

THE INTEGRAL ROLE : integration of

TASK NEEDS TEAM NEEDS

INDIVIDUAL
NEEDS

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 LEADERSHIP

EFFECTIVE LEADER – NO ONE WAY

ONE HAS TO BE CAPABLE OF BEHAVING
DIFFERENTLY IN DIFFERENT CIRCUMSTANCES

• DIRECTIVE LEADER ( AUTOCRATIC )

• CONSULTATIVE LEADER ( DEMOCRATIC )
• DELEGATORY LEADER ( FREE REIN )

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 LEADERSHIP
FREE REIN DEMOCRATIC AUTOCRATIC

Individual has increasing

freedom

Leader exerts increasing

Control
Individual has Leader has
Complete Control Complete Control

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 LEADERSHIP

LEADERSHIP APPROACHES :
• Task orientation
• People Orientation

high 9,9
Missionary 1,9 Compromiser
PEOPLE

5,5

Deserter low 1,1 9,1

Autocrat
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TASK
 LEADERSHIP

SUCCESSFUL LEADERS WERE THOSE

• WHOSE BOSSES GAVE THEM MORE FREEDOM

• WHO WERE MORE EMPLOYEE CENTRED

• WHO ENCOURAGED THEIR SUBORDINATES TO

CONTRIBUTE IDEAS ON HOW BEST TO PROCEED
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 LEADERSHIP

STYLE IS BASICALLY DERIVED FROM ONE’S

PREFERRED ATTITUDE ON PEOPLE & THEIR
BEHAVIOUR PATTERN

THEORY X
THEORY Y

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 LEADERSHIP

THEORY X
MANAGER APPROACH
The typical person DISLIKES
WORK and will try to avoid it if
possible. He engages in various work • Activity oriented - sets time bound
restrictions because HE IS LAZY. activities
He HAS LITTLE AMBITION and
• Dictates priorities for others
will AVOID RESPONSIBILITY if
possible. HE IS SELF CENTRED, • Task & Activities are assigned
INDIFFERENT TO without explanations
ORGANISATIONAL NEEDS and • Gives ‘Set Guidelines’ & expects
RESIST CHANGE. The common
them to be followed blindly
rewards given by organisations are
not enough to overcome his dislike • Focus is on activity rather than
for work. So, the only way that Goal.
Management can secure high
employee performance is TO
• Plans & Schedule things for others
COERCE, CONTROL and THREATEN
him
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 LEADERSHIP

THEORY Y
MANAGER APPROACH
People are NOT LAZY. Any
appearance they have of being • Dealing with adults capable
that way is the result of of scribing their own destiny
experiences with organisations.
But, IF MANAGEMENT • Make work a challenging
PROVIDES PROPER opportunity
ENVIRONMENT to release their
potential, WORK WILL BECOME • Motivation thru’ involvement,
AS NATURAL TO THEM AS REST job enrichment
OR PLAY.
• Each is his own manager/ leader
Management’s role is to provide
the environment in which the
potential of people can be
released at work

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 LEADERSHIP

PERSONAL QUALITIES :
• OPEN MIND
• DOES NOT PUSH BUT ALLOWS PROCESS TO UNFOLD
• TEACHES BY EXAMPLE
• FAIRNESS IN APPROACH OR DEALINGS
• PAYS RESPECTFUL ATTENTION TO ALL BEHAVIUOR
• DOES NOT PROTECT PEOPLE FROM THEMSELVES
• PLACES WELL BEING OF ALL ABOVE WELL BEING OF
SELF
• WORKS IN ANY SETTING, WITHOUT COMPLAINT, WITH
ANY PERSON OR ISSUE – HE ACTS SO THAT ALL WILL
BENEFIT – HE SPEAKS SIMPLY & HONESTLY
• TAKES THE BLAME FOR POOR PERFORMANCE AND
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SHARES JOYS OF SUCCESS WITH ALL
 LEADERSHIP

PERSONAL QUALITIES :
• PAYS ATTENTION TO WHAT IS BEING SAID
• DOES NOT INTERVENE UNNECESSARILY – HIS PRESENCE
IS FELT BUT THR GROUP RUNS ITSELF
• FACILITATES BUT DOES NOT INTRUDE
• TRUSTS HIS PEOPLE
• DOES NOT COMPROMISE TO MAKE PEOPLE FEEL GOOD
• DOES NOT GET RUFFLED BY FAILURES, TAKES THEM IN
STRIDE
• STABILITY, FLEXIBILITY, ENDURANCE
• WARRIOR – ACTS WITH POWER & DECISION
• NOT EGOCENTRIC

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 LEADERSHIP

PERSONAL QUALITIES :
• A LEADER MUST HAVE VISION
• A SENSE OF JUDGEMENT
• ENERGY
• DETERMINATION
• CONSISTENCY
• FAIRNESS
• RUTHLESSNESS
• SELF - KNOWLEDGE
• SKILLS - communication, listening, decision making, motivation,
counselling, training, grievance handling, etc

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 LEADERSHIP

PERSONAL QUALITIES : some more

• FITNESS OF BODY & MIND
• COURAGE
• WILL POWER
• ABILITY TO CONNECT WITH PEOPLE
• TRUTHFULNESS / HONESTY
• INTEGRITY
• AUTHENTIC

Leaders must inspire and to do so must capture

the heart, the mind and the soul.

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 LEADERSHIP
• HELP YOUR PEOPLE TO REALISE THAT WORK CAN BE
SATISFYING
• PROVIDE CLEAR TARGETS
• ASSESS PERFORMANCE OBJECTIVELY
• GIVE PRAISE / RECOGNITION - where appropriate
• REPRIMAND - where appropriate
• KEEP PEOPLE CONSTANTLY INFORMED
• RESPECT YOUR PEOPLE, THEIR FEELINGS
• BE WATCHFUL OF WORKING CONDITIONS
• INVITE SUGGESTIONS FOR IMPROVEMENTS
• TRAIN FOR SKILLS IMPROVEMENTS
• DEAL WITH GRIEVANCES PROMPTLY
• RECOGNISE TO ERR IS HUMAN - allow mistakes
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 LEADERSHIP

A LEADER MUST ACCEPT :

• that people think
• that people have great potential
• that people expect to be heard
• that people want to work
• that people have aspirations, expectations
• that people have love for others
• that people possess distinct behaviour patterns, attitudes
• that people have knowledge
• that people are expensive
• that people are no longer meek
• that people have the power to compare
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 LEADERSHIP

• ORGANISATIONS DON’T REALLY ACCOMPLISH ANYTHING

• PLANS DON’T ACCOMPLISH EITHER
• THEORIES OF MANAGEMENT DOESN’T MUCH MATTER
• ENDEAVOURS SUCCEED OR FAIL BECAUSE OF THE PEOPLE INVOLVED
• ONLY BY KEEPING YOUR PEOPLE ON THE GO WILL YOU ACHIEVE
• SO THEN, IT’S EASY…IT’S ABOUT PEOPLE
• THE LEADER IS ONLY EFFECTIVE THROUGH THE ACTIONS OF HIS
FOLLOWERS

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