LABMAN: Directing and Supervising Laboratory Principle of Leadership

SUPERVISION

implies overseeing the work of subordinates by the superiors.

LEADERSHIP

is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent

Selling

leader demonstrates high directive behavior and high supportive behavior

MOTIVATION

means inspiring, stimulating or encouraging the subordinates with zeal to work.

NORMATIVE THEORY/VROOM-YETTON-JAGO MODEL

provides normative guidelines and recommendations for the way a leader should make decisions in a specific set of work place conditons.

Telling

the leader demonstrates high directive behavior and low supportive behavior

Task maturity

•Ability of the follower to perform the task

Benevolent and authoritative

A paternalistic approach Managers feel that they know what is best for their employees and need only to inform and direct their actions without seeking any feedback

LEADERSHIP

A process whereby an individual influences a group of individuals to achieve a common goal

PYGMALION EFFECT

Also known as Rosenthal Effect, is the phenomenon whereby higher expectation leads to an increase in performance.

Pervasive Function, Continous Activity, Human Factor, Creative Activity, Executive Function, Delegate Function

CHARACTERISTICS OF DIRECTING Pe Co Hu C E B

Employee Oriented

Concern for people Approaching employees with strong human relations orientation

Great Events Theory

Crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person

Follower

Different people require different styles of leadership You must come to know your employees' be, know, and do attributes Fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation

Human Factor

Directing function is related to subordinates and therefore it is related to human factor.

Pervasive Function

Directing is required at all levels of organization. Every manager provides guidance and inspiration to his subordinates.

Creative Activity

Direction function helps in converting plans into performance.

Executive Function

Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise, a subordinate recieves instructions from his superior only.

Continous Activity

Direction is a continous throughout the life of organization.

Delegate Function

Direction is supposed to be function dealing with human beings. Human behavior is unpredictable by nature and conditioning the people's behavior towards the goals of the enterprise is what the executive does in this function.

Supervision, Motivation, Leadership, Communication

Directions has following elements: *S M L Co

PYGMALION EFFECT

Expectation for another person behavior comes to serve as a self-fulfilling prophecy.

Leader, Follower, Communication, Situation

FOUR FACTORS OF LEADERSHIP Le Fo Co S

DIRECTING PROCESS

In the process of directing, employees are coached to develop communication and are encourage to accomplish thier goals.

Paternalistic, "father knows best" management

In this style, reward is promised for compliance and punishment threatened for non compliance

DIRECTING PROCESS

Inert personnel aspect of management which deals directly in instructing, guiding, supervising, motivating subordinate and influencing people enabling them to achieve organizational objectives.

Participative

Input and Responsibility for decision making and performance are placed directly on the staff, or as close as possible , with only general guidance and oversight from management This is an inclusion team approach in which the worth of all members is recognized

DIRECTING PROCESS

Is a part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes.

COMMUNICATION

Is the process of passing information, experience, opinion, etc from one person to another. It is a bridge of understanding

SUPERVISION

It is an act of watching and directing work and workers.

DIRECTING PROCESS

It is considered as the life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work.

Process, Trait, Great events

LEADERSHIP THEORIES P T GE

Process Leadership

Leaders carry out this process by applying their leadership knowledge and skills

Impoverished management

Leaders in this position have little concern for people or productivity

Participating

Low directive behavior and high supportive behavior

Delegating

Low directive behavior and low supportive behavior

Exploitative and authoritative, Benevolent and authoritative, Consultative, Participative

MANAGEMENT STYLE Ex Be Co Pa

Impoverished management Country club management Authority-obedience management Organization man management Paternalistic, "father knows best" management Opportunistic,"What 's in it forme ?" management Team management

MANAGERIAL GRID

Authority-obedience management

Managers have great concern for production and little concern for people

Country club management

Managers in this position have great concern for people and little concern for production

Exploitative and authoritative

Managers view the workers only as tools and means of production and feel no further obligation to them

LEADERSHIP

Maybe defined as a process by which manager guide and influences the work of subordinates in desired direction.

Organization man management

Often termed middle-of-the-road management Leaders in this position have medium concern for people and production They attempt to balance their concern for both people and production but are not committed to either .

Production Orientation(Concern for Task)

Stressing the technical and production aspect of the job.

Consultative

The opinions and advice of the staff are useful, but all decisions remain the exclusive purview of the manager .

LEADERSHIP

The process of influencing others to achieve designated organizational goals

Theory Y

People have greater responsibility and managers encourage them to develop their skills and suggest improvements. •Appraisals are regular, open communication rather than control staff.

MOTIVATION

Positive, negative, monetary, non-monetary incentives maybe used for this purpose.

LEADERSHIP

This is the directing function in the management process model, to persuade, direct, inspire, guide, and bring about a commitment to a common cause on the part of the participants.

Opportunistic,"What 's in it forme ?" management

This style depends on which style the leader feels will bring the greatest self-benefit

Team management

This style is considered to be ideal. Such managers have great concern for both people and production. They work to motivate employees to reach their highest levels of accomplishment

Trait Leadership

Traits that can influence their actions Born to be a leader

Situation

Use your judgment to decide the best course of action and the leadership style needed for each situation Has a greater effect on a leader's action than his or her traits

Creative Activity

Without this funtion, people become inactive and physical resources are meaningless.

Communication

You lead through two-way communication Nonverbal -setting examples

Leader

You must have an honest understanding of who you are, what you know, and what you can do

Theory Y

•Employees give employees frequent opportunities for promotion. •Motivating role of job satisfaction and encourage workers to approach tasks without direct supevision.

THE X THEORY

•Explains the importance of heightened supervision, external rewards and penalties.

Theory Y

•Managers have an optimistic, positive opinion of their people, and they use a decentralized, participative management style. •This encourages a more collborative, trust -based relationship between managers and their team members.

CONTINGENCY MODEL

•Proposed by Fred E. Fielder (1960\ •The leaders effectiveness hinges on how well his or her leadership style matches the current context and task. •This theory takes into account the suitability of certain types of behavior in certain settings.

NORMATIVE THEORY/VROOM-YETTON-JAGO MODEL

•Proposed by Victor H. Vroom, Philip Yetton and Arthur G. Jago •Is a leadership model that helps managers to decide to which degree their team members should participate in the decision- making process.

Consideration(Concern for People)

•Relationship behaviors, such as respect and trust. •This behavior is typified by managers' efforts to explain their action , treat workers as equals, listen to subordinates' concern, lookout for their personal welfare, give advance notice of changes, and be generally friendly and approachable.

Psychological maturity-

•Represents the follower's willingness to perform the task.

Structure(Concern for Task)

•Task behaviors, such as organizing, scheduling and seeing the work is completed.

THE X THEORY

•Team members need to be prompted, rewarded or punished constantly to make sure that they complete their task.

THE X THEORY

•Tends to take a pessimistic view of their people, and assume that they are naturally un motivated a nd dislike work.

CONTINGENCY MODEL

•The effective leader must be able to analyze the situation and develop a satisfactory strategy for intervention Leadership style according to Fielder can either be : people oriented or task oriented.

NORMATIVE THEORY/VROOM-YETTON-JAGO MODEL

•This proposes that managers are capable of adjusting their leadership style according to particular circumstances of a given situation .

Contigency theories of leadership

•holds that a leader's effectiveness is related to the leader's traits or behaviors in relation to differing situational factors.

Situational Leadership

•is a theory of leadership that is a part of a group of theories known as contigency theories of leadership.