facilitating growth & transformation
LEADERSHIP LAB 1
A presentation
by
Avik
Chatterjee
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20 years of work experience - Started my career with Oberois and Mercedes
Benz in Kolkata
Leadership Consultant – Last 11 years. Worked with more than 100 clients
Spoke twice at TEDx
Photographer - Assignments for National Geographic, Reuters, Telegraph
and Head of Editorial Sales India for Corbis.
Theater - 8 years with my grandfather, Badal Sircar.
Teach MBA students - IMT Hyderabad, Vedica Scholars for Women
Avik Chatterjee
Partner at ODA Certified Coach / Emotional Intelligence trainer / Design Thinking trainer
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Core Competency
Coaching Leaders, Top team alignment, Change Management and
Leadership Development
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OBJECTIVE
The program seeks to help participants with an:
1. Increased awareness of personal leadership
strengths
2. Enhanced self-awareness and interpersonal
effectiveness
3. Understanding of how effective leaders
influence attitudes and behaviors
4. Improved ability in leading teams
successfully
.
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MODULE 1
The Personal Side of Leadership
1. The Role of Self disclosure and feedback in
personal development - Johari Window
2. Working with different personality types
3. Leadership essentials – Traits, Behaviors and
Relationship
4. Assessment of leadership styles
5. Leadership Development Plan
.
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PEDAGOGY
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PEDAGOGY
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Knowledge =/ Power
Knowledge + Action
= POWER
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DEFINING LEADERSHIP
Leadership – Directing the behavior of others
toward the accomplishment of goals or
“Getting things accomplished through
people”
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What do you make of this?
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facilitating growth & transformation
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We are living in a VUCA world
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LINEAR APPROACH
For centuries we have learned to solve problems
with a linear approach.
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facilitating growth & transformation
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facilitating growth & transformation
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facilitating growth & transformation
OD Alternatives Pvt Ltd. All rights reserved. www.odalternatives.com
facilitating growth & transformation
OD Alternatives Pvt Ltd. All rights reserved. www.odalternatives.com
facilitating growth & transformation
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facilitating growth & transformation
OD Alternatives Pvt Ltd. All rights reserved. www.odalternatives.com
facilitating growth & transformation
OD Alternatives Pvt Ltd. All rights reserved. www.odalternatives.com
facilitating growth & transformation
OD Alternatives Pvt Ltd. All rights reserved. www.odalternatives.com
facilitating growth & transformation
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facilitating growth & transformation
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facilitating growth & transformation
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facilitating growth & transformation
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facilitating growth & transformation
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facilitating growth & transformation
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facilitating growth & transformation
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facilitating growth & transformation
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facilitating growth & transformation
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Year 1840 – Great Man Theory
Leaders are born or made?
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Year 1840 – Great Man Theory
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Year 1880 - Scientific Management Approach
Frederick Winslow Taylor
(March 20, 1856 – March 21, 1915)
Scientific management, also called TAYLORISM, is a theory of management that
Analyzes and synthesizes workflows. Its main objective is improving economic efficiency,
especially labor productivity. It was one of the earliest attempts to apply science to the
engineering of processes and to management.
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Year 1929 - Scientific Management Approach
Basic study of Time and Motion includes the following 5 key points:
- Look closely at the present work/ current situation
- Identify the opportunities to be more efficient
- Modify the current process that is followed
- Examine if it produces the expected results
- Rinse and repeat
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Year 2016 - Scientific Management Approach
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Year 1930’s – Trait Theory
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Year 1930’s – Trait Theory
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Year 1929- Scientific Management Approach
Stopwatch time study, which combined with Frank Gilbreth's motion study methods,
later became the field of time and motion study. He broke a job into its component parts
and measured each to the hundredth of a minute. One of his most famous studies
involved shovels. He noticed that workers used the same shovel for all materials.
He determined that the most effective load was 21½ lb, and found or designed shovels
that for each material would scoop up that amount. He was generally unsuccessful in
getting his concepts applied, and was dismissed from Bethlehem Steel. Nevertheless,
Taylor was able to convince workers who used shovels and whose compensation was
tied to how much they produced to adopt his advice about the optimum way to shovel
by breaking the movements down into their component elements and recommending
better ways to perform these movements. It was largely through the efforts of his
disciples (most notably H.L. Gantt) that industry came to implement his ideas.
Moreover, the book he wrote after parting company with Bethlehem Steel,
Shop Management, sold well.
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Year 1932 - The Hawthorne Studies
Conducted from 1927 to 1932 at the Western Electric
Hawthorne Works in Chicago, where Harvard
Business School professor Elton Mayo examined
productivity and work conditions.
The studies grew out of preliminary experiments at
the plant on the effect of light on productivity.
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Year 1932 - The Hawthorne Studies
MAJOR FINDINGS –
1. Work is a group activity.
2. The need for recognition, security and sense of belonging is more
important in determining workers' morale and productivity than the
physical conditions under which he works.
3. A complaint is not necessarily an objective recital of facts; it is
commonly a symptom manifesting disturbance of an individual's
status position.
4. Informal groups within the work plant exercise strong social
controls over the work habits and attitudes of the individual worker.
5. Group collaboration does not occur by accident; it must be
planned and developed. If group collaboration is achieved the
human relations within a work plant may reach a cohesion which
resists the disrupting effects of adaptive society.
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Year 1940’s to 1950’s – Behavioral Theories
In reaction to the trait leadership theory, the behavioural theories are offering a new
perspective, one that focuses on the behaviours of the leaders as opposed to their
mental, physical or social characteristics.
Thus, with the evolutions in psychometrics, notably the factor analysis, researchers
were able to measure the cause an effects relationship of specific human behaviours
from leaders. From this point forward anyone with the right conditioning could have
access to the once before elite club of naturally gifted leaders. In other words,
leaders are made not born.
The behavioural theories first divided leaders in two categories. Those that
were concerned with the tasks and those concerned with the people.
Throughout the literature these are referred to as different names, but the essence
are identical.
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Year 1940’s to 1950’s – Behavioral Theories
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Year 1946 – Organization Development
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Year 1946 – Organization Development
Social scientist Kurt Lewin launches the Research Center for Group Dynamics at the
Massachusetts Institute of Technology.
His contributions in change theory, action research, and action learning earn him the
title of the “Father of Organization Development:” the systematic application of
behavioral science knowledge at various levels (group, intergroup, and total
organization) to bring about planned change.
Lewin is best known for his work in the field of organization development and the
study of group dynamics. His research discovered that learning is best facilitated
when there is a conflict between immediate concrete experience and detached
analysis within the individual.
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Year 1949 – Sociotechnical Systems Theory
A group of researchers from London's Tavistock Institute of Human Relations, led by
Eric Trist, studied a South Yorkshire coal mine in 1949. Their research leads to the
development of the Sociotechnical Systems Theory, which considers both the social
and the technical aspects when designing jobs. It marks a 180-degree departure
from Frederick Taylor's scientific management.
There are four basic components to sociotechnical theory:
1. Environment subsystem
2. Social subsystem
3. Technical subsystem
4. Organizational design
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Year 1949 – Sociotechnical Systems Theory
All Tavistock and American foundation techniques have a single goal---to break down
the psychological strength of the individual and render him helpless to oppose the
dictators of the World Order. Any technique which helps to break down the family
unit, and family inculcated principles of religion, honor, patriotism and sexual
behavior, is used by the Tavistock scientists as weapons of crowd control.
Kurt Lewin was the first director and even Sigmund Freud was a prophet and joined
them when he escaped to London.
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Year 1954 – Hierarchy of Needs
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Year 1954 – Hierarchy of Needs
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Year 1954 – Hierarchy of Needs
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Year 1954 - Leadership/Management
Peter Drucker writes The Practice of Management and introduces the five basic
roles of managers:
1. Setting Objectives and Planning
2. Organizing the Group
3. Motivating and Communicating
4. Measuring Performance
5. Developing People (including himself or herself)
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Year 1954 - Leadership/Management
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Year 1960 - Theory X and Theory Y
Douglas McGregor, an American social psychologist, proposed his famous X-Y
theory in his 1960 book 'The Human Side Of Enterprise'.
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Year 1960 - Action Learning
An Unheralded British academic, Reginald W. Revans.
L = P + Q ([L] Learning occurs through a combination of programmed
knowledge [P] and the ability to ask insightful questions [Q])
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Year 1960’s – Contingency Theory
There is no single way of leading and that every leadership style should be based on
certain situations, which signifies that there are certain people who perform at the
maximum level in certain places; but at minimal performance when taken out of their
element.
To a certain extent contingency leadership theories are an extension of the trait
theory, in the sense that human traits are related to the situation in which the leaders
exercise their leadership. It is generally accepted within the contingency theories that
leader are more likely to express their leadership when they feel that their followers
will be responsive.
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Year 1960’s – Contingency Theory
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Year 1960’s – Contingency Theory
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Year 1970’s – Transactional Leadership theories
Also known as exchange theories of leadership, are characterized by a transaction
made between the leader and the followers. In fact, the theory values a positive and
mutually beneficial relationship.
For the transactional theories to be effective and as a result have motivational value,
the leader must find a means to align to adequately reward (or punish) his follower,
for performing leader-assigned task. In other words, transactional leaders are most
efficient when they develop a mutual reinforcing environment, for which the individual
and the organizational goals are in sync.
The transactional theorists state that humans in general are seeking to maximize
pleasurable experiences and to diminish un-pleasurable experiences. Thus, we are
more likely to associate ourselves with individuals that add to our strengths.
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Year 1970’s – Transactional Leadership theories
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Year 1970’s – Transformational Leadership theories
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Year 1970’s – Transactional Leadership theories
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EXTRA
If needed
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“Organizations today must
combine the Soul of a
leader and the Mind of a
Manager”
.
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Behavioral Theories
“Leaders are made, not born”
t Individuals, no matter what their traits are,
can be trained to be leaders
t It is about how people behave, not how they
are wired
t If behavioral theories work, then this
expands greatly the number of potential
leaders every company has (everyone)!
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Trait Theories
“Leaders are born, not made”
Leaders possess certain traits:
• Intelligence, judgment, and verbal ability
• Past achievement in scholarship & athletics
• Emotional maturity and stability
• Dependability, persistence, and drive
• Social and adaptation skills
• A desire for status & socioeconomic
position
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Situational Theories
“It Depends”
t (Perhaps) 15% of people are born with those
traits that leaders often have are effective
leaders, an additional 70% can be taught to be
effective leaders, and 15% will never acquire the
necessary traits.
t “Successful leadership requires the ideal
combination of leaders, followers, and situations”
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Are Leaders Born or Made?
Q. Do you think Leaders are
born or made? Take a
position and support it with
facts, opinions, and/or
examples
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Are Leaders Born or Made?
What the research has shown:
üWhile some % of the population have “leadership
traits”, Trait Theories have never been proven as a
valid approach
üWhile people can be taught certain behaviors to
increase their leadership effectiveness, the Behavioral
Theories falls short because they don’t account for the
uniqueness of each situation.
As is often the case, the answer is… IT
DEPENDS!
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Organizations Today look for individuals with the
MIND of a manager and the SOUL of a leader!
LEADERSHIP TODAY
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AVIK CHATTERJEE
[email protected]
9971767452
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