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“Leadership that gets results”By Daniel Goleman
Group 4Anmol Verma 09306Devyani Jain 09310Harjas Singh Kohli
09312Radhika Sahai 09321Rajan Gulati 09322
• A leader’s job is to get results• Research by the consulting firm Hay/McBer used a random
sample of 3,871 executives from a global database• Identified six distinct leadership styles• These styles have a direct impact on the working
atmosphere of a company• Each leadership styles springing from different components
of emotional intelligence
Introduction
• Emotional intelligence is the ability to manage ourselves and our relationships effectively
• It consists of four fundamental capabilities: self-awareness, self-management, social awareness, and social skill
• Leaders with strengths in a critical mass of six or more emotional intelligence competencies were far more effective than peers who lacked such strengths
Climate here refers to six key factors that include an organisation's working environment: 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 The sense of accuracy about performance feedback and aptness of rewards The clarity people have about mission and values The level of commitment to a common purpose
EMOTIONAL INTELLIGENCE
The six different leadership styles at a glance
THE LEADERSHIP STYLES
Coercive Leadership StyleSt
yle • Leaders
demand immediate compliance
• This style has a damaging effect W
hen
to u
se • During a turnaround time
• When hostile takeover is looming
Theo
ries • Behavioral
theory by Lewin: Autocratic
• Parent Ego state: Critical parent
• Attitude – I am Ok, You are not OK
Authoritative Leadership StyleSt
yle • Leaders
mobilize people towards a vision
• Most effective leadership style
• Positive attitude towards self and othersW
hen
to u
se • Style particularly effective when changes require a new vision or direction Th
eorie
s • Path Goal Theory – directive, supportive, participative
• Charismatic leadership
• MBTI Framework – ESTP - sociable, assertive, practical and orderly
Affiliative Leader
• Defining roles, proper allocation of work
• Conducive work environment, Cooperation among employees
Initiating Structure
• Nurturing mutual trust, interpersonal Respect
• Openness & Sense of Belongingness
Consideration
•Strives on making connections and emotional bonds
•Inter personal Networking within the group
•Outcome of such a style is Loyalty, commitment
•Empathy, relationship and communication
•This style drives up flexibility, innovation and risk taking abilities
•Boosting morale, reducing conflicts and promoting independent decision making power
Behavioural Theory
Decision making process through Group Participation and consensus
competencies of collaboration, team leadership and communication
Buy in for strategic direction from subordinates to foster input and collect
missing information to take effective decision
Drawback of prolonged scheduled meetings due to nonconformity of
decisions
Democratic Leader
Leader Member Exchange• In-group influencing Leader• Favouritism and biased
Decision• Conflict between In-group and
out-group
Path Goal Theory
• Adaptive in defining goals • Aligning goals ad vision with
subordinates• Facilitating joint Decision
making Activities
The Pacesetting Style
ABOUT • DO AS I DO,
NOW • LEADER
EXPECTS EXCELLENCE AND SELF DIRECTION
POSITVES • GIVES QUICK
RESULTS • LEADERS
BECOME WHAT THEY SEEK
NEGATIVES • CAN OVER
WHELM TEAM MEMBERS
• CAN REDUCE INNOVATION AND MAKE TEAM LESS MOTIVATED
OB CONCEPTS • BIG 5- MEDIUM
AGREEABLENESS, EXTRAVERSION ,EQ & OPENESS
• MBTI SCALE- ESTJ (EXTROVERTED, SENSING, THINKING & JUDGING)
• HIG ON NEED FOR ACHIEVEMENT & POWER
• HIGH ORDER MASLOW’S HIERARCHY OF NEEDS
THE COACHING STYLE
ABOUT • LEADER
DEVELOPS PEOPLE FOR FUTURE
• “TRY THIS” IN ONE PHRASE
POSITIVES • DEVELOPMENT
OF TEAM MEMBERS
• HELPS IN BUILDING PERSONAL STRENGTHS, HENCE MORE SUCCESSFUL
NEGATIVES • DOESN’T WORK
WHEN TEAM IS DEFIANT & UNWILLING TO LEARN
• LEADER CAN ASSUMED TO BE MICRO MANAGING, MAKING TEAM UNCOMFORTABLE
OB CONCEPTS • BIG 5- LEADER IS
HIGH ON ALL 5 PARAMETERS
• MBTI SCALE- ENFP(EXTROVERTED, INTUITIVE, FEELING & PERCEIVING)
• FALL UNDER HIGH ORDER MASLOW’S HIERARCHY OF NEEDS
• HIGH ON NEED FOR ACHIEVEMENT & AFFILIATION
When to use each style?
Scan people and situation Adjust your style to get better
results – Effective results are fluid
Build a team with members who employ styles you lack – Expand your Repertory
Learn to use more than one style
CONCLUSION
CHALLENGE Ability to use each of the
Leadership Style in the right measure, at just the right time.
To get the best organizational climate and optimizes business performance
FINDINGLeaders who have mastered four or more – especially the authoritative, democratic, affiliative, and coaching styles – have the best climate and business performance