CHAPTER FIVE Show DIRECTING/LEADING Definition Leading according to Kooth and Weihrich, is the process of influencing people so that they will contribute to organization and group goals. It is influencing people so that they will work willingly and enthusiastically toward the achievement of organizational goals ultimate objectives. When we say influencing, it does not mean that coercing/forcing, imposing, suctioning or pushing people behind. It means rather-motivating people so that they contribute their maximum effort for the achievement of organizational goal. Leading/Directing is that part of management function which actuates the organization members to work efficiently and effectively for the attainment of organizational objectives. Planning, organizing, and staffing are merely preparations for doing the work, and the work actually starts when managers start performing the directing function. Directing is the interpersonal aspect of management, which deals directly with influencing, guiding, supervising, and motivating the subordinates for the accomplishment of the per determined objectives. Directing is a challenging function of management, because it deals with the human element of the organization, which represents a complex of forces about whom not much is known. A person's beliefs, hopes, ambitions, behavior, satisfaction, and interaction with other persons are all involved in the directing process. Elements of Directing Leading There are three elements of directing that helps managers to influence people to contribute willingly for the achievement of organizational goal. These are:
A) MOTIVATION - Motivation refers to the forces to a person that arouse enthusiasm and persistence to pursue a certain course of action. It means stimulating people to action through incentives or inducements The study of motivation helps managers understand what prompts people to initiate action, what influences their choice of action, and why they persist in that action over time. - People have basic needs such as for food, achievements or monetary gain that translate into an internal tension that motivates specific behaviors with which to fulfill the need. To the extent that the behavior is successful, the person is rewarded in the sense that the need is satisfied. The reward also informs the person that the behavior was appropriate and can be used again in the future. Rewards are of two types
THEORIES OF MOTIVATION The following are some of the basic theories of motivation: Hierarchy of Needs Theory (Abrham Maslow) It proposes that humans are motivated by multiple needs and that these needs exist in hierarchy order:
This theory is based on
The two-Factor Theory (Herzberg 1975) The findings of the two factor theory suggested that the work characteristics associated with dissatisfaction are quite different from those pertaining to satisfaction which prompted the notion that two factors influence work motivation. These factors are hygiene factors and motivation factors. Hygiene factors (salary, job security, working conditions, status; Company policies; quality of technical supervision and quality of interpersonal, relationships among peers, supervisors, and subordinates) are the primary elements involved in job dissatisfaction. When present in sufficient quality, they have no effect; when absent, they can lead to job dissatisfaction. Motivation factors (achievement, recognition, responsibility, advancement, the work itself, and possibility of growth) are the primary elements involved in job satisfaction. When present, they can stimulate personal and psychological growth. Theory X and Theory Y (Douglas McGregor 1960) Theory X is a philosophy of management with negative perception of subordinates potential for work and attitudes toward work. It assumes that subordinates dislike work, are poorly motivated, and require close supervision. A manager with these beliefs tends to control the group, use negative motivation, and refuse to delegate decision-making. Theory Y is a philosophy of management with a positive perception of subordinates' potential for and attitudes toward work. It assumes that subordinates can be self-directing, will seek responsibility and find work as natural as play or rest. The outcome of this belief is a manager who encourages people to seek responsibility, involves people in decision making and work with people to achieve their goals. The important point about theory X and theory Y is that a management philosophy influences the type of work climate the manager endeavors to create and ultimately, how the manager treats people.
B) LEADERSHIP Leadership is the process of influencing individuals and groups to set and achieve goals. It is an act of influencing and motivating people to perform certain tasks to achieve organizational objectives. Thus, an effective leader is expected to have adequate knowledge of human behavior, including the ability to persuade and motivate people and communicate with them properly. Definition
People should be encouraged to develop not only willingness to work, but also willingness to work with zeal and confidence. In short leadership involves,
THEORIES OF LEADERSHIP
LEADERSHIP STYLES Managers in an organization shall relatively be consistent in the way they try to influence others behavior. The manager who dominates subordinates in one situation is not likely to use a high degree of consideration and participation in another. This behavioral pattern of leaders is known as leadership style. It can be defined as the various patterns of behavior favored by leaders during the process of directing and influencing workers, which is determined by leaders personality, experience and value system, nature of followers and environment. There are three important leadership styles a) Autocratic b) Democratic /participate/ c) Laissez-faire /free rein/ Autocratic style - "I" approach, Is a leadership approach in which a manager does not share decision making authority with subordinates. Autocratic managers may ask for subordinates' ideas & feedback about the decision, but the impute does not usually change the decision unless it indicates that something vital has been overlooked. Under certain conditions, the autocratic style is appropriate. eg. During crisis & when subordinates are trainees and when there is act of insubordination. It is also effective when managers face issues that they are best equipped to solve, create solutions, whose implementation does not depend on others & desire to communicate through orders & instructions This leadership style is closely associated with the classical approach to management and it is characterized by the following behavioral patterns of leaders.
Participate (democratic) style - "We" approach It is a leadership approach in which a manager shares decision making authority with subordinates. It involves others and lets them bring their unique viewpoints, talents & experiences to bear on an issue. Before subordinates are made to participate in the decision making process:
However, limits on subordinates' participation must be clearly spelled out before hand there should be no misunderstanding about who holds authority to do what. This leadership style is characterized by the following behavioral patterns of the leader.
The democratic leader explains to the group members like reasons for personal decisions when necessary and objectively communicates criticism and praise to subordinates. Free-rein style -"They" approach It empowers individuals or groups to function on their own, without direct involvement from the managers to whom they report. The style relies heavily on delegation of authority, and works best when the parties have expert power, when participants have and know how to use the tools & techniques needed for their tasks. Free-rein leadership works particularly well with managers & experienced professionals in engineering, design, research & sales. Such people generally resist other kinds of supervision. In most organizations managers must be able to use the decision making style that circumstances dictate. Because people & circumstance constantly change & because subordinates must be prepared to the change. The effective manager switches from one leadership style to another as appropriate. The following are the behavioral patterns of laissez-faire leader.
The laissez-faire leader has little or no self-confidence in his/her leadership ability, sets and goals for the group and minimizes communication and group interaction. COMMUNICATION Communication is the tool in which we exercise to influence others, bring about changes in the attitudes and views of our associates, motivate them, establish and maintain relations with them. Without communication there would be no interaction between persons. Definition:
Importance of Effective Communication Effective communication is important to managers for three primary reasons.
The Communication Process Communication takes place in the relationship between a sender and a receiver. It can flow in one direction and ends there.
Communication can be i) Formal Communication a) Downward communication ==> Messages from higher authority levels to lower levels. b) Upward communication ==> Messages from subordinates to supervisors and to higher levels. c) Horizontal communication ==> That flows between persons of equal status in the organization. d) Vertical communication ==> May be downward or up word communication. ii) Informal Communication * Grapevine. * Gossip, etc. What is the act of motivating subordinates?Motivation: means the process of making subordinates to act in a desired manner to achieve certain organizational goals. Incentives: means all the measures which are used to motivate people to improve performance.
What is the activity of influencing people to strive willingly for group of objectives?\"Leadership is the activity of influencing people to strive willingly for group of objectives\" is the definition given by .
Is an art of influencing subordinates to achieve mutual objectives?Leadership is the art of influencing the behavior and performance of others for the achievement of common goals.
What is the process of encouraging and helping others to work enthusiastically towards objectives?Keith Devis said that leadership is the process of encouraging and helping others to work enthusiastically toward objectives. According to Koontz and Donnell, the act of leadership is the process of influencing people so that they will strive willingly and enthusiastically toward the achievement of the group goal.
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