Leading (complete)

Leading
• Leading is the use of influence to motivate
employees to achieve organizational
goals. (Richard Daft)
• Leadership is the art or process of influencing
people to perform assigned tasks willingly,
efficiently and effectively. Enabling people to feel
they have a say in how they do something results
in higher levels of job satisfaction and
productivity.

Importance of Leading
• Leading is vital because organizations take on
the personality of their leaders. Good leadership
can maximize productivity, shape a positive
culture and promote harmony.

Leading is an important function of management
which helps to maximize efficiency and to achieve
organizational goals.
The following points justify the importance of
leadership in a concern;
• Initiates action
• Motivation
• Provides guidance
• Creates confidence
• Builds morale
• Builds work environment
• Coordination

Three components that make up the
leading function
Motivating employees
Influencing employees
Forming effective groups

Motivation
• Willingness to exert high levels of effort toward
organizational goals
• Conditioned by the effort’s ability to satisfy some
individual need
• The forces within the individual that account for
the level, direction, and persistence of effort
expended at work

Basic motivational concepts
• Reward—a work outcome of positive value to the
individual
• Extrinsic rewards—valued outcomes given to
someone by another person.
• Intrinsic rewards—valued outcomes that occur
naturally as a person works on a task.

Types of motivation theories
1. Content theories
▫ Human needs and how people with different
needs may respond to different work situations.
2. Process theories
▫ How people give meaning to rewards and make
decisions on various work-related behaviors.
3. Reinforcement theory
▫ How people’s behavior is influenced by
environmental consequences.

Types of content theories
1. Hierarchy of needs theory
2. ERG theory
3. Two-factor theory
4. Acquired needs theory

1. Hierarchy of needs theory
•Developed by Abraham Maslow
•Categorized as five levels of
lower- to higher-order needs.
oLower-order (external):
physiological, safety
oHigher-order (internal): social,
esteem, self-actualization

So, what does the Hierarchy of needs
theory implies?
• To motivate employees, an organization must move up
the pyramid of needs to ensure all of an employee's
needs are met.
• Individuals must satisfy lower-order needs before they
can satisfy higher order needs
• Satisfied needs will no longer motivate.
• Motivating a person depends on knowing at what level
that person is on the hierarchy.
• Successful organizations focus on the top two levels of
the pyramid by providing employees with the necessary
recognition and developing opportunities for employees
to feel they are doing valuable work and reaching their
potential with the company.

2. ERG theory
• Developed by Clayton Alderfer.
Three need levels:
1. Existence needs — desires for
physiological and material well-being.
2. Relatedness needs — desires for
satisfying interpersonal relationships.
3. Growth needs — desires for continued
psychological growth and development.

So, what does the ERG theory
implies?
•Any/all needs can influence
behavior at one time.
•Frustration-regression principle.
•An already satisfied lower-level
need becomes reactivated when a
higher-level need is frustrated.

3. Two-factor theory
• Developed by Frederick Herzberg.
What are these factors?
1. Hygiene factors:
Elements of the job context.
Sources of job dissatisfaction.
2. Satisfier factors:
Elements of the job content.
Sources of job satisfaction and motivation.

 Developed by David McClelland.
 People acquire needs through their
life experiences
 Needs that are acquired:
1. Need for Achievement (nAch)
2. Need for Power (nPower)
3. Need for Affiliation (nAff)

1. Need for Achievement (nAch)
 Desire to do something better or more efficiently,
to solve problems, or to master complex tasks.
People high in (nAch) prefer work that:
 Involves individual responsibility for results.
 Involves achievable but challenging goals.
 Provides feedback on performance.
2. Need for Power (nPower)
 Desire to control other persons, to influence their
behavior, or to be responsible for other people.
 Personal power versus social power.

People high in (nPower) prefer work that:
 Involves control over other persons.
 Has an impact on people and events.
 Brings public recognition and attention.
3. Need for Affiliation (nAff)
 Desire to establish and maintain friendly and
warm relations with other persons.
People high in (nAff) prefer work that:
 Involves interpersonal relationships.
 Provides for companionship
 Brings social approval.

Comparison of Maslow’s, Alderfer’s, Herzberg’s,
and McClelland’s Motivation Theories

Types of Process Theories:
1. Equity Theory
2.Expectancy Theory
3. Goal-setting Theory

1. Equity Theory
 Developed by J. Stacy Adams
 When people believe that they
have been treated unfairly in
comparison to others, they try to
eliminate the discomfort and
restore a perceived sense of equity
to the situation.
1. Perceived inequity.
2. Perceived equity.

Equity Theory and the Role of Social
Comparison

1. Equity Theory
• People respond to perceived negative inequity
by changing …
1. Work inputs
2. Rewards received
3. Comparison points
4. Situation
• Managerial implications of equity
theory—
1. Underpaid people experience anger.
2. Overpaid people experience guilt.
3. Perceptions of rewards determine
motivational outcomes.

1. Equity theory
4. Negative consequences of equity
comparisons should be minimized, if not
eliminated.
5. Do not underestimate the impact of pay
as a source of equity controversies in the
workplace.
 Gender equity
 Comparable worth

2. Expectancy Theory
Elements in the Expectancy Theory of
Motivation

• Developed by Victor Vroom
• Key expectancy theory variables:
1. Expectancy — belief that working hard
will result in desired level of performance.
2. Instrumentality — belief that successful
performance will be followed by rewards.
3. Valence — value a person assigns to
rewards and other work related outcomes.

• Motivation (M), expectancy (E),
instrumentality (I), and valence (V) are
related to one another in a multiplicative
fashion:
• M = E x I x V
• If either E, I, or V is low, motivation will
be low.

Managerial implications of expectancy
theory—
1. To maximize expectancy, managers should:
1. Select workers with ability.
2. Train workers to use ability.
3. Support work efforts.
4. Clarify performance goals.
2. To maximize instrumentality, managers should:
1. Clarify psychological contracts.
2. Communicate performance-outcome possibilities.
3. Identify rewards that are contingent on performance
3. To maximize valence in a positive direction,
managers should:
1. Identify individual needs.
2. Adjust rewards to match individual needs.

3. Goal-setting theory
Developed by Edwin Locke.
Properly set and well-managed task
goals can be highly motivating.
Motivational effects of task goals:
1. Provide direction to people in their work.
2. Clarify performance expectations.
3. Establish a frame of reference for
feedback.
4. Provide a foundation for behavioral self-
management

• Key issues and principles in the goal-
setting process:
1. Set specific goals.
2. Set challenging goals.
3. Build goal acceptance and commitment.
4. Clarify goal priorities.
5. Provide feedback on goal accomplishment.
6. Reward goal accomplishment.

•Participation in goal setting …
1. Unlocks the motivational potential of
goal setting.
2. Management by objectives (MBO)
promotes participation.
3. When participation is not possible,
workers will respond positively if
supervisory trust and support exist.

Influence
▫ The capacity or power of persons or things to
be a compelling force on or produce effects on
the actions, behavior, opinions, etc., of others.
▫ The action or process of producing effects on
the actions, behavior, opinions, etc., of another
or others.

The influence of a leader is of two
different types:
• Leader’s own performance. An important part
of this is the handling of authority and the
subsequent authority relationships that the
leader establishes.
• Behavior the leader takes. To affect the group’s
viability and members’ satisfaction.

Five-fold framework of power by John French
and Bertram Raven, defined in terms of
influence:
1. Coercive power- relies on fear and is based on the expectation of the
subordinate that punishment is given for not agreeing with superior’s
actions and beliefs.
2. Reward power- sees that rewards are granted for compliance with
superior’s actions and wishes.
3. Legitimate power- derived from the supervisor’s position in the
organization.
4. Expert power- stems from an individual’s possessing some special skill,
knowledge, or expertise.
5. Referent power- based on identification of a follower with a leader
who is admired and held in high esteem by the follower.
The first three powers are primarily of organizational factors, while the last
two are of individual factors.

Herzberg Dual-Factor Theory
Two distinctly different types of influence:
Maintenance factors
- salary, physical working conditions, job security,
pleasant supervision, and fringe benefits
- absence of some of these factors may lead to
dissatisfaction and absenteeism by the employee
Motivational factors
- Are aspects of the task or work itself
- challenge, chance for personal growth, and
performance feedback

 Forming effective groups
1. Recognize the power of teamwork
2. Choose the right people
3. Delegate
4. Monitor progress
5. Celebrate your successes

Leader
• Leader is a person who influences a group of
people towards the achievement of a goal.
Managers must be able to make employees want
to participate in achieving an organization's
goals.

To become a leader, there are three
factors to be considered;
(a) involvement- includes the ability to immerse
yourself in not only your work, but with people too,
(b) high motivation- a leader possesses a highly
developed desire for achievement, and
(c) positive human traits- realistic, resourceful,
skillful communicator, emotionally stable, and socially
participative are among the common qualities usually
included.

Types of leader:
• Deserter type- little concern for either production or
people.
• Missionary type- lowest concern for production,
highest for people.
• Autocrat type- highest concern for production, lowest
for people.
• Compromiser type- comfortable concern for both
production and people.
• Executive type- highest concern for both production
and people.

leadership
o The ability to motivate others to effectively accomplish
goals of the business.
o Peter Drucker famously stated that "management is
doing things right; leadership is doing the right things.“
• “Manager manages things ,leaders lead
people”
• It is necessary to be good leader first to be
a good manager

 Autocratic leadership
 A leader who makes all of the decisions with
little to no consultation with the group .
 Used best in emergency situation and while
training inexperienced workers.

 Autocratic leadership
-Manager retains as much power and decision
making authority as possible
• • Does not consult staff, nor allow them to give
any input
• • Staff expected to obey orders without receiving
any explanations
• • Structured set of rewards and punishmentsThe
classical approach

 Democratic leadership
• - This type of leadership is the one that works
with the whole group .
• -A leader who includes others (such as
employees) in the decision making process.
• -Used best to monitor the quality of work, and
while directing a team of employees.

 Democratic leadership
• • Encourages staff to be a part of the decision
making
• • Keeps staff informed about everything that
affects their work and shares decision making
and problem solving responsibilities.

 Laissez faire leadership
• -is a type of leadership style in which leaders are
hands-off and allow group members to make the
decisions.
Researchers have found that this is generally the
leadership style that leads to the lowest
productivity among group members.

conclusion
• Leaders are very important for society, organization
,etc.
• “Manager manages things ,leaders lead people
• In the history we have seen great leaders both good
and bad , good ones have led people and world
towards peace like Nelson Mandela Winston
Churchill ,and bad ones like Hitler have destroyed
lives putting humanity to question
• Leadership depends a lot on your character ,u need
to choose wisely which type of leader you want to be
? Or do u even want to be a leader?

• Communication is a two-way process of
reaching mutual understanding, in
which participants not only exchange (encode-
decode)information, news, ideas and feelings but
also create and share meaning.
In general, communication is a means of connecting
people or places.
In business, it is a key function of management--
an organization cannot operate without communication
between levels, departments and employees.

What is communication process?
“Transmission of a message from a sender to a
receiver in an understandable manner.”
• The communication process is a guide toward realizing effective
communication.
• Effective communication leads to understanding.
Being presented by: Bilal Amjad

Importance of understanding communication
process
• Communication is only successful when both the sender and the receiver
understand the same information as a result of the communication.
Importance of Communication in Business:
• Effective communication is vital to all businesses. The communication
process involves:
"If I went back to college again, I'd concentrate on two areas: learning to
write and to speak before an audience. Nothing in life is more important
than the ability to communicate effectively."
-- Gerald R. Ford

Importance of understanding communication
process -cont
Importance of Communication in the Workplace
• Communication is important in a workplace setting because people must
interact with one another in ways that will get the job done quickly and
effectively.
"Communication is really all anyone ever gets paid for ultimately...and if you
cannot effectively communicate...you will PAY...not get paid..." -- Doug Firebaugh
Importance of Communication in Leadership
• It is simply impossible to become a great leader without being a great communicator.
"The art of communication is the language of leadership." — James Humes
• Good Leaders, Good Communicators.

Types of Communication
• People communicate with each other in a number of ways that
depend upon the message and its context in which it is being sent.
Choice of communication channel and your style of communicating
also affect communication. So, there are a variety of types of
communication.
• Types of communication based on the communication channels
used are:
1. Verbal Communication
2. Nonverbal Communication

Verbal Communication
• Verbal communication refers to the form of communication in which message is transmitted
verbally; communication is done by word of mouth and a piece of writing. Objective of every
communication is to have people understand what we are trying to convey. In verbal
communication remember the acronym KISS(keep it short and simple).
• Verbal Communication is further divided into:
1. Oral Communication
2. Written Communication
1. Oral Communication
In oral communication, Spoken words are used. It
includes face-to-face conversations, speech, radio etc.
2. Written Communication
In written communication, written signs or symbols are
used to communicate. A written message may be printed
or hand written.

Non Verbal Communication
• Nonverbal communication is the sending or receiving of wordless messages.
We can say that communication other than oral and written, such
as gesture, body language, posture, tone of voice or facial
expressions, is called nonverbal communication. Nonverbal
communication is all about the body language of speaker.
• Nonverbal communication has the following three
elements:
1. Appearance
Speaker: clothing, hairstyle, neatness, use of
cosmetics.
Surrounding: room size, lighting, decorations,
furnishings
2. Body Language
facial expressions, gestures, postures
3. Sounds
Voice Tone, Volume, Speech rate

Principles of Effective Communication
1. Principle of clarity.
2. Principle of Objective
3. Principle of understanding the
receiver
4. Principle of consistency
5. Principle of completeness
6. Principle of Feedback
7. Principle of time

Barriers in Communication
• Communicating is straightforward. What
makes it complex, difficult, and frustrating are
the barriers we put in the way.
• Top Barriers :
• EXPECTATIONS
• AVOIDANCE
• FIXING
• SCAPEGOATING
• PROBING
• SPEAKING IN CODE
• CONTROL
• BLAMING
• CONFLICT AVOIDANCE
(CHAOS)
• EXCLUSION
• BOUNDARY OR BARRIER
• Information overload
• Trust and credibility
• Time
• Emotions
• Message congruency
Objective : thoughts and goals
Subjective : feelings

7 C’s of Communication
Completeness
Conciseness
consideration
clarity
concreteness
courtesy
correctness

• Authority is the legitimate or socially approved use of
power. It is the legitimate power which one person or a
group holds over another. It depends on the acceptance
by subordinates of the right of those above them to give
them orders or directives.
Importance of Authority
Authority leads to motivation of subordinates.
- Subordinates are encouraged to give their best at work
when they have authority with responsibility. They take
more initiative and interest in the work and are also
careful and cautious in their work. Delegation leads to
motivation of employees and manpower development.

• Power is the ability to influence or control the
behaviour of people. Power can be seen as evil or unjust,
but the exercise of power is accepted as endemic to
humans as social beings.
Importance of Power
- On many levels, power is extremely important in terms
of providing direction and assisting in the management
process. When examining it from the top down
elements, power and authority can help to give structure
to an organization, assist employees in performing
better, and allow short and long term goals to be
articulated and reached.

• Influence is the capacity to have an effect on the character,
development, or behavior of someone or something, or the
effect itself.
Importance of Influence
- Influence is important in a way that it can be exerted upward
to sway the boss; horizontally to get others to assist,
cooperate, or perform; and possibly downward to convince
direct reports to do their very best rather than the minimum
to get by.
• Leading is influencing, guiding in direction, course, action,
opinion. They add that "an essential factor in leadership is the
capacity to influence.“
• Managers also use influence, of course, because only a
fraction of managerial work can actually be accomplished
through control and the use of authority

Relationship of Leading to other
management processes
• Leadership and management must go hand in hand,
but they are not the same thing. Leadership and
management are complementary, but it is important
to understand how they differ.
• Leadership is about vision and innovation, whereas
management is about maintenance of excellent
standards. A leader innovates and a manager
administrates on the innovation. A leader focuses on
individuals and inspires them, a manager focuses on
systems and structure. A leader always has their eye
on the horizon, whereas a manager should be
watching the bottom line.

• While it is important to be aware of the
difference between management and leadership
it is vital to understand that a good manager is
also a leader.
• A good leader can enable people to feel like they
can influence how practices in the workplace are
carried out, leading to heightened levels of job
satisfaction and productivity among the
workforce
• Leadership is the art or process of influencing
people to perform assigned tasks willingly,
efficiently and competently; without leadership a
manager simply cannot be effective.

Leading (complete)

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