INTRO - Chapter Six

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CHAPTER SIX 

DIRECTING/LEADING
Definition
 Leading 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.
 When we say influencing, it does not mean that coercing/forcing,
imposing, or pushing people behind. It means -motivating people so that they
contribute their maximum effort for the achievement of organizational goal.
 Leading/Directing is 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 predetermined objectives.

Directing is a challenging function of management, because it deals with the human

element of the organization, which represents complex 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:

1. 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.

•People have basic needs such as 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
 Intrinsic reward – refers to the satisfaction a person receives in the process
of performing a particular action.
• The completion of a complex task may bestow a pleasant feeling of
accomplishment, or solving a problem that benefits others may fulfill a
personal mission.
 Extrinsic rewards - given by another person, typically the manager, and
include promotion and pay increases.

  Theories of motivation
• The following are some of the basic theories of motivation:

1. Hierarchy of Needs Theory (Abraham Maslow)


• It proposes that humans are motivated by multiple needs and these needs
exist in hierarchical order:
1. Physiological needs - the need for food, water air & sex

2. Safety needs - the need for security & safety

3. Belongingness/Social needs - the need for friendship, interaction and love

4. Esteem needs - the need for respect & recognition

5. Self-actualization needs - the ability to reach one's potentials.

 This theory is based on the following assumption;

Only an unsatisfied need can influence behavior; a satisfied need is not a motivator.

A person's needs are arranged in a priority order of importance.

•The hierarchy goes from the most basic needs to the best complex.

A person will at least minimally satisfy each level of need before feeling the need at the next level.

If need satisfaction is not maintained at any level, the unsatisfied need will become a priority once

again.

•For example, for a person who is presently feeling social needs, safety will become a priority once

again if he or she is fired.


2. 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.

3. 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 towards 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 work and attitudes towards 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.

2. 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.
 It is:-
• "The art or process of influencing people so that they will strive willingly and
enthusiastically towards the achievement of group goals."
• "Leadership is the ability to secure desirable actions from a group of
followers voluntarily without the use of coercion."
• "The process of directing & inspiring workers to perform the task related
activities of the group."

 In short leadership involves,

• Influencing and interacting with people to attain goals.

• Related to a particular situation at a given point of time and a specific set of


circumstances.

• By accepting the willingness, followers will make the leadership process


possible.
Theories of leadership
1. The trait theory of leadership
 Traits are inborn and inherent personal qualities of individuals.

• This theory believes leaders possess certain specific inborn traits, which
are inherited rather than acquired.
• It has a root from "the great man theory" dating back to the ancient
Greeks & Romans time, holds that leaders are born not made.
 The trait theory studies focused on the personal traits of leaders and
attempted to identify a set of individual characteristics that distinguished
leaders from followers' also successful leaders from unsuccessful ones.
• In general the trait theory hasn't been a fruitful approach to explain
leadership.
2. The behavioral theory of leadership

 The behavioral theory of leadership focused on what leaders do rather


than their traits.

• Studies showed that one set of traits/leadership style might not be equally
appropriate in all situations.

• This theory suggested that there are two distinct types of leadership which
are known as task-oriented /production centered/ and employee
oriented /people centered/.

3. The situational /contingency/ theory of leadership

• According to this theory, leadership is strongly affected by a situation


from which a leader emerges and in which he/she works.

• It's a function of the leader, the followers and the situation.


Leadership styles

• 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 leader’s personality, experience and value system, nature of
followers and environment.

• There are three important leadership styles

1. 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 impute does not usually change the decision unless it
indicates that something vital has been overlooked.
 It is characterized by the following behavioral patterns of leaders.

 The leader doesn't seek any opinions from subordinates, holds conflicts

and with less creativity.

 Exercises rigid control and close supervision, relies on punishments.

 Subordinates typically react by doing only what's expected and by

suppressing their frustration.

 The autocratic leader is task-oriented, gives little value on showing

consideration to subordinates.

 Depends on one way communication downward only.


2. 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:

 mutual trust & respect must exist between them & managers.

 subordinates must be willing & trained to be competent to solve problems.

 Managers should give time & be patient to make subordinates participate.

This leadership style is characterized by the following behavioral patterns of the leader.

 Allows the group members to participate in decision making process, proposed

actions and encourages participation at all levels.

 The leader will develop two way communications and promote team sphere.
3. Laissez-faire / 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.


The following are the behavioral patterns of laissez-faire leader.

• Laissez-faire leaders make few attempts to increase productivity, to develop their


attempts or to meet subordinates psychological needs.

• Use their power very little, if at all, giving subordinates a high degree of
independence in their operation.

• These leaders maintain hands off policy where each subordinate work is clearly
defined.

• Such leaders depend on subordinates to set their own goals and the means of
achieving them, and they see their role as one of aiding the operations of
followers by furnishing them information and acting primarily as a contact with
the groups’ external environment.

 The laissez-faire leader has little or no self-confidence in their leadership ability,


sets and goals for the group and minimizes communication and group interaction.
3. 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

• "Communication is the transfer of information from one person /sender/ to

another person /receiver/ to achieve goals."

• "It's a process consisting of a sender transmitting a message through media

to a receiver who respond"


Importance of Effective Communication

 Effective communication is important to managers for three primary

reasons.

1. Communication provides a common thread for the management processes

of planning, organizing, leading, and controlling.

2. Effective communication skills can enable managers to draw on the vast

array of talents available in the multicultural world of organizations.

3. Managers spend a great deal of time by communicating face-to face,

electronic or telephone communication with employees, supervisors,

suppliers or customers.
The Communication Process

•Communication takes place in the relationship between a sender and a receiver. It can

flow in one direction and ends there.


Sender: The sender/source of message initiates the communication.

•In an organization the sender will be a person with information, needs or desires and a

purpose for communicating them to one or more other people.


Receiver: The person who senses and perceives the sender's message is referred to as

receiver.

•There may be a large number of receivers, as when a memo is addressed to all members

of an organization or there may be just one, as when one discusses something privately

with a colleague.


 Encoding: It takes place when the sender translates the information to be transmitted into

a series of symbols.

Decoding: The process by which, the receiver interprets the message and translates it

into meaningful information. It's a two-step process.


Channel: The formal medium of communication between a sender and a receiver is

referred to as channel.


Noise: Refers to any factor that disturbs confuses or interferes with communication.

•Noise can arise along what is called the communications channel or method of

transmission.


Message: The encoded information sent by the sender to the receiver.


Feed back: It's the response of the receiver to the sender, also passes through the same

process.
 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.
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