1. LEADERSHIP The art of influencing people so that they will strive willingly and enthusiastically toward the achievement of groups goals The ability to influence people toward the attainment of organizational objectives

2. The art of influencing people by persuasion or example to follow a line of action Interpersonal influence directed through communication toward goal attention

3. Principle of Leadership People tend to follow those who offer then a means of satisfying their own personal goals “The more managers understand what motivates their subordinates that more they are effective they are likely to be leaders”

4. Ingredients of Leadership Ability to use power effectively and in a responsible manner Ability to comprehend that human beings have different motivation forces at different times and in different situations Ability to inspire Ability to act in a manner that will develop a climate conducive to responding to and arousing motivations.

5. Leaders Those who are able to influence others and who possess managerial authority

6. Autocratic style Describes authority, dictate work methods make unilateral decisions, and limit subordinate participation

7. Democratic style Describes a leader who tends to involve subordinates in decision making, delegate authority, encourage participation in deciding work methods and objectives, and use feedback as an opportunity for training.

8. Laissez-fair style (or free-rein) Describes a leader who generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit

9. Roles of Leaders Figurehead Spokesperson Negotiator Coach Team builder Team player Technical problem solver Entrepreneur

10. Types of Leaders Transactional Leader A leader who clarifies subordinate’s role and task requirements, initiates structure, provides rewards and displays consideration for subordinates

11. Charismatic Leader A leader who has the ability to motivate subordinates to excel and surpass expected performance.

12. Transformational Leader A leader distinguished by a special ability to bring about innovation and change.

13. Interactive Leader A leader who is concerned with consensus building, is open and accommodating, and encourages participation

14. Servant Leader A leader of works to fulfill subordinate’s needs and goals as well as to achieve the organizations larger objectives and mission

15. Satisfaction of Leaders A feeling of power and prestige A chance to help others High income Respect and status Good opportunities for advancements Knowing “inside” information opportunities of control money and other resources

16. Dissatisfaction & Frustration of Leaders Too much uncompensated time Too many “headaches” Not enough authority to carryout responsibility Too many “people” problems To much organizational “politics” Pursuit of conflicting objects( or goals)

17. Personality Traits of Effective Leaders Self confidence Trust worthiness Dominance Extroversion Assertiveness Emotional stability Enthusiasm Sense of humor Sincerity & warmth High tolerance of frustration Self-awareness & self -objectivity

18. Task – Related Personality Trait Initiative Sensitivity to other & empathy Flexibility & adaptability Internal locus of control Courage –Moral –Physical Resiliency

19. Leadership vrs Management Leadership Deals with change, inspiration, motivation and influence Management Deals with planning, organizing, directing, controlling and maintaining status quo

20. Leadership Direction, vision and strategies Network,influencing people, creating teams & coalitions Motivation,inspiration, ideas,dealing with needs Dramatic change Management Plans,budgets,detailed steps&time tables Organization, staffing, creating structures delegates responsibilities, policies, procedure monitoring Controlling,solving problems,creative actions Predictability, order, implementing planned action meeting deadlines

21. Systems of Management 1.Exploitive – authoritative 2.Benevolent - authoritative 3.Conclusive 4.Participative -group

22. Power The potential ability to influence behavior

23. Legitimate power Power that stems from a formal management position in an organization and authority granted to it

24. Coercive Power Power that stems from the authority to punish or recommend punishment

25. Reward Power Power that results from the authority to reward others

26. Expert Power Power that stems from special knowledge of or skill in the tasks performed by subordinates. (In non-organization situation, by customers, clients, and those seeking professional advice)

27. Referent Power Power that results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to equal excel or imitate zealously

28. Leadership Grid Managerial Grid

29. A.1.9 Management / Country-club Management B.9.9 Management / Team management C.1.1 Management / Impoverished management D.9.1 Management / Task management. E.5.5 Management / Middle-Of-The-Road management

30. 1.9 Management Thoughtful attention to needs of people leads to a friendly and comfortable organization atmosphere and easy and relaxed work tempo. Country club management

31. 9.9 Management work accomplished is from committed people through a common stake in organization purpose with trust and respect. Team Management

32. 1.1Management exertion of minimum effort is required to get minimum work done and sustain organization morale. Impoverished Management

33. 9.1 Management Efficiency result from arranging work in such a way that human elements have little effect. Task Management

34. 5.5 Management satisfactory performance through balance of work requirements and maintaining satisfactory morale. Middle of the Road Management

35. Committee Is a group of person to whom, as a group, some matter is committed,

36. Process of Committees Forming Storming Norming Performing Adjourning

37. Forming The first stage of process during which people join the group and a get to know each other.

38. Storming The second stage of process in which members determine the objectives of the meeting. Conflicts arise.

39. Norming The third stage in which members agree on norms and conflicts begin to be resolved.

40. Performing The fourth stage where full functionality is achieved and conflicts are turned into agreements.

41. Adjourning The final stage characterized with ending activities of committee.

42. TYPE OF COMMITTEES Formal A committee created by the organization as part of the formal organization structure with specific delegation of authority.

43. Informal A committee formed without specific delegation of authority and usually in advisory capacity (without any authority to take decisions)

44. Vertical A formal committee composed of a manager and his subordinates in the organization’s formal chain of command.

45. Horizontal A formal committee composed of persons from about the some hierarchical level but from different areas of expertise.

46. Special Purpose A committee created outside the formal organization to under take a project of specific importance or creativity.

47. Self Directed An informal committee formed by persons on voluntary basis to discuss ways of improving quality, efficiency and working conditions.

48. Virtual A committee that uses computer technology and groupware so that geographically distant members can interact to reach objectives

49. Reasons for Using Committees Group deliberation and judgment Representation of interested groups Dissipation of authority Coordination of plans, policies & departments Transmission & sharing of information Motivation through participation Avoidance of action

50. Misuse of Committees Replacement of a manager Research or study Unimportant decisions Decisions beyond authority Consolidation of divided authority

51. Disadvantages of Committees High Cost in time and money Compromise at the least common denominator Indecision Tendency to be self destructive Splitting of responsibility Imposition of view by strong minority

52. Characteristics of Effective Committees Clear agenda/objectives Relevant skills and experience. Mutual trust Unified commitment Good Management/Communication Negotiating skills Appropriate Leadership Internal and external support

53. Group Two or more interdependent people interacting in a unified manner toward achievement of common goals

54. Characteristics of Groups Common Goal(s) Communication Roles Norms and conformity Belongingness

55. Functions of Groups Disciplining members Decision making, negotiating and bargaining Effective group interaction Motivation

56. Advantages of Groups Social satisfaction Support for needs Security Promote communication Promote self-esteem through recognition