LEADERSHIP

 LEADERSHIP 

HARRY TRUMAN :- 

Is a man who can persuade people to do what they don’t want to do or do want they are too lazy to do and like it .

MASSIE :-

Leadership occurs when one person induces others to work toward some predetermined objectives. 

CHESTER BERNARD :-

LEADERSHIP is the ability of a superior to influence the behaviour of a subordinate or group and persuade them to follow a particular course of action.

U.S Air Force :-

Leadership is the art of influencing and directing people in such a way that will win their obedience, confidence, respect and loyal cooperation in achieving common objectives. 

Types of leadership 

1. Autocratic 

i. Leader makes decisions without reference to anyone else. 

ii. High degree of dependency on the leader.

iii. Can create demotivation and alienation of staff.

iv. May be valuable in some types of business where decisions needs to be made quickly and derisively. 

2. Democratic 

i. May help motivation and involvement. 

ii. Workers feel ownership of the firm and its ideas.

iii. Improves the sharing of ideas and experiences within the business. 

iv. Can delay decision making. 

3. Laissez – faire

i. “Let it be" – the leadership responsibilities are shared by all.

ii. Can be very useful in business where creative ideas are important. 

iii. Can be highly motivational, as people have control over their working life.

iv. Relies on good team work

v. Relies on good interpersonal relations.

vi. Can make conditions, decision making, time consuming and lacking in overall direction. 

4. Paternalistic

i. Leader acts as a “Father Figure”.

ii. Paternalistic Leader makes decision but may consult. 

iii. Believes in the need to support staff. 

Theories of Leadership 

1. Trait Theories that is personality, self confidence and achievement. 

2. Behavioural Theories that is task or goal orientation. 

3. Fiddler’s Contingency Theory  that is different styles used at different times.

4. Transformational Theories that is clear, objective and vision.

Changes or Situational Leadership 

1. Telling 

i. low readiness.

ii. follower maturity.

iii. untrained and inexperienced employees.

iv. They require specific instructions what, how, when, and where to do.

v. Offers high task and low relationship behaviour. 

2. Selling 

i. Low moderate readiness or maturity. 

ii. Trained but inexperienced employees. 

iii. Offers task behaviour and socio economic support. 

3. Participating 

i. High able but unwilling require a supportive behaviour to enhance their motivation, sharing ideas and two way communication. 

4. Delegating

i. High readiness or maturity, employees ready and willing to take responsibility require little guidance and direction. 

Factors Affecting Style or Leadership 

1. Risk

2. Type of business 

3. Necessity for change 

4. Nature of the task

5. Organizational culture 

COORDINATION 

Coordination is the function of management which ensures that different departments and groups work in sync. Therefore, there is unity of action among the employees, groups, and departments.

It also brings harmony in carrying out the different tasks and activities to achieve the organization’s objectives efficiently. Coordination is an important aspect of any group effort. When an individual is working, there is no need for coordination.

Therefore, we can say that the coordination function is an orderly arrangement of efforts providing unity of action in pursuance of a common goal. In an organization, all the departments must operate a part of a cohesive unit to optimize performance.

Coordination implies synchronization of various efforts of different departments to reduce conflict. Multiple departments usually perform the work for which an organization exists.

Therefore, synchronization between them is essential. Lacking coordination, departments might work in different directions or at different timings, creating chaos.

 CONTROLLING 

Controlling is one of the managerial functions and it is an important element of the management process. After the planning, organising, staffing and directing have been carried out, the final managerial function of controlling assures that the activities planned are being accomplished or not.

So the function of controlling helps to achieve the desired goals by planning. Management must, therefore, compare actual results with pre-determined standards and take corrective action of necessary.

Control can be defined as the process of analysing whether actions are being taken as planned and taking corrective actions to make these to confirm to planning.

Nature of Controlling :-

1. Control is a Function of Management.

2. Control is Based on Planning.

3. Control is a Dynamic Process.

4. Information is the Guide to Control.

5. The Essence of Control is Action.

6. It is a Continuous Activity.

7. Delegation is the key to Control.

8. Control Aims at Future.

9. Control is a Universal Function of Management.

10. Controlling is Positive.

Controlling Process : A Five-Step Process

Controlling involves ensuring that performance does not deviate from standards. Controlling consists of five steps: 

(1) Set Standards.

(2) Measure Performance. 

(3) Compare Performance to Standards. 

(4) Determine the Reasons for Deviations. 

(5) Take Corrective Action as Needed.