Persuasive and Communication is the art of negotiation.
Leadership & Industrial Relations
1. Leaders and Their Skills
how make use in
Industrial Relations
Lasantha De Silva
MBA in HRM(OUSL),BA in Mgt(OUSL),AND in HRM(NIBM), Dip in LL & IR (NILS)
Lieutenant Commander (Rtd) – SL Navy
Human Resource and Administration Consultant
4. A Leader is a person who influences a group of a people towards the
achievement of a goal
A Person who holds a dominant or superior position within its field,
and is able to exercise a high degree of control or influence over others.
A Leader is someone who can see how things can be improved and who
rallies people to move toward that better vision. Leaders can work
toward making their vision a reality while putting people first.
Who is a Leader……?
5. Leader Concepts
Theories……..(Great man theory, Trait theory, Behavioral theory,
Transactional theory or management theory, Transformational theory
or relationship theory, Situational theory….ect)
Styles……(…………….Many…………)
Skills………(…………………………………Many………….)
7. What is Leadership…..?
Leadership is the art of motivating a group of people to act toward
achieving a common goal.
Leadership is the potential to influence behaviour of others.
Leadership is the process of directing and influencing the task related
activities of group members
9. Leadership in Industrial Context
Leadership involves setting and achieving goals, taking action, and
beating the competition, but it also relates to the tone of the company's
management and what kind of culture is built for the employees.
Effective leadership includes exhibiting a strong character. Leaders
exhibit honesty, integrity, trustworthiness, and ethics. Leaders act in
line with how they speak and earn the right to be responsible for others’
success in the company.
Strong leadership involves clear communication skills. Leaders speak
with and listen to staff members, respond to questions and concerns,
and are empathetic. Leaders use effective communication skills for
moving the company forward and achieving new levels of success.
10. Leadership in Industrial Context
Leadership provides direction for a company and its workers.
Employees need to know the direction in which the company is headed
and who to follow to reach the destination. Leadership involves showing
workers how to effectively perform their responsibilities and regularly
supervising the completion of their tasks.
Leadership is also about setting a positive example for staff to follow, by
being excited about the work, being motivated to learn new things, and
helping out as needed in both individual and team activities
11. True leadership sees where the company is headed and plans the steps
needed to get there. Visualizing what is possible, following trends in the
industry, and taking risks to grow the business are all required of
leaders.
Productive leadership shows optimism and provides positive energy for
staff. Good leaders are supportive and are truly concerned about the
well-being of others. Leaders find answers to challenges and reassure
and inspire workers when things go awry. Leaders find ways for staff to
work together and achieve maximum results in an efficient and effective
manner.
Leadership in Industrial Context
12. Leadership in Industrial Context
Leadership can be defined as either a process or property
As a process – Leadership is the use of non- coercive influence to
shape the groups or organizational goals, motivate behavior towards the
achievement of those goals , and help define group or organizational
culture.
As a property – Leadership is the set of characteristics attributed to
individuals who are looked as leaders. Thus, leaders can influence the
behaviors of others without having to rely on force.
13. Leadership and Management in Industrial Context
Line Managers
Middle Managers
Top Managers
Group Members
14. Leaders Vs Managers
Leadership and Management in Industrial Context
Managers Leaders
Managers who
are not Leaders
Leaders who are
not Managers
Managers who
are also Leaders
15. Leadership and Management in Industrial Context
Technical Skills
Interpersonal Skills
Conceptual Skills
Analytical Skills
Legitimate Power
Reward Power
Coercive Power
Expert Power
Referent Power
Managerial
Skills
Powers of
Leader
Managers who
are also Leaders
16. Powers of a Leader
Legitimate Power – Power that stems from formal management position in an
organization and the authority granted to it
Reward Power – Power that results from the authority to grant rewards on other
people
Coercive Power – Power that stems from the authority punish or recommended to
make punishment
Expert Power - Power that stems from special knowledge of or skill in the tasks
performed by subordinates
Referent Power – Power that result from characteristics that command
subordinates‘ identification with respect and admiration for , and desire to emulate
the leader.
Leadership and Management in Industrial Context
17. Skills of a Manager
Technical Skills – Skills which necessary to accomplish specialized activities
Interpersonal Skills – Managers spend considerable time to interact with people
both inside and outside the organization. The managers then need the ability to
communicate with, understand and motivate individual and groups.
Conceptual Skills – These depends on the manager’s ability to think in the
abstract. Manager needs the mental capacity to understand cause and effect
relationship in the organization, to grasp how all the parts of the organization fit
together and to view the organization in a holistic manner. This allows them to see the
“Big Picture” and to make broad-based decisions that serve the overall organization.
Analytical(Diagnostic) Skills – A manager’s ability to visualize most appropriate
response to a situation.
Leadership and Management in Industrial Context
18. Importance of different managerial skills at different organizational levels
Leadership and Management in Industrial Context
Top Managers
Middle Managers
Line Managers
Technical Skills
Conceptual Skills
Interpersonal Skills
Analytical Skills
19. Leadership Styles That Improve the Manager-Employee
Relationship
Democratic - Democratic leaders allow the decisions of the group to guide the team,
it allows the individual team members to be the top priority. It allows the raised level
of employee satisfaction to drive productivity forward. This form of management
works best with teams that are self-sufficient, highly skilled and highly motivated.
Autocratic - This style of leadership is the “do as I say” style that often gets
negatively associated with a dictatorial form of leadership. When used in the right
setting, this form of leadership is very effective at keeping employees on task.
However, it requires the highest level of involvement and planning from management
to continuously guide the actions and expectations of the team. It is best utilized with
employees that are more action-focused and less planning- and organizationally-
focused. Using this leadership style on more innovative employees may come off as
condescending and lead to friction.
Leadership and Management in Industrial Context
20. Coaching - Most employees, especially new hires, will require some level of
professional coaching. A coaching leader will invest more time upfront in order to
educate their team and create, or take advantage of, extra learning opportunities. This
extra effort often pays off down the line when their employees are more independent.
Laissez-Faire - Laissez-Faire is a relaxed style of leadership that allows the team to
dictate strategy and pace. This is the perfect management style for groups that are
self-reliant and only need a leader every so often when a conflict arises or an
important deadline is approaching.
Affiliative - If the democratic leadership style is the “how can I help you” leadership
style, then the affiliative leadership style is the “how can I connect with you” style.
When employees become disengaged from work or a crisis occurs, their trust needs to
be reclaimed. An affiliative manager will work to create a culture of belonging and
companionship among the team.
Leadership and Management in Industrial Context
22. Different opportunities that leadership to be practiced in Industry
Grievances Handling
Workers Associations
Workers Welfare
Employment Administration
Routines Implementation
Leadership and Management in Industrial Context
23. Keys that drive Leaders into better Industrial environment
Be a good listener
Problem solver or solution provider
Quick decision maker
Forecast viewer
Bridge maker
Platform maker
Communicator
Planner
Proofer
Leadership and Management in Industrial Context
24. Leadership Behaviors for Positive Industrial Relations
Carefully select employees and quickly build a relationship
with them - Don’t just evaluate candidates for skills. Consider the
candidate’s values as well by asking questions about how they handled
peer and management interactions at other jobs. Go beyond traditional
on-boarding and make sure that the employee’s new manager builds a
strong relationship with the employee
Distribute focused and credible communications - In order to
build trust with your employees, you need to have regular, focused
communications with your employees. Your communications should be
raw, real, and relevant
25. Leadership Behaviors for Positive Industrial Relations
Make your leadership is available - An engaging, accessible, and
approachable leader is one most valuable assets. Your employees will
be comfortable approaching the leader (You) with issues on a one-on-
one basis, which is exactly what you want.
Credible and consistent leadership - Consistent decisions help
employees predict what the leader will decide to do if a situation is
appealed to them. This foreknowledge will build trust.
Make sure changes are equitable and fair - Make a change, be
sure that you can communicate a compelling business
reason(acceptable for every one) for it.
26. Recognition for a job well done - Make sure you continue to give
them feedback throughout their employment, and not just when it’s
time for performance reviews or when performance deteriorates to the
point that documentation is required
Leadership Behaviors for Positive Industrial Relations
28. Leaders and Their Skills
how make use in
Industrial Relations
Question (10 marks) : On contemporary Industrial atmosphere both
men and women confront more challengers dealing to. They have
more hard work on aligning industrial issues as they are leaders not
like other past. The challengers upon the sector, how gender influence
for leadership to overcome such situations…place your answer with
suitable examples….
