Leadership

Why is leadership important ? It is a key skill for building business and org. capacity Can leadership be taught ? Leadership can be learnt, practiced and measured

Leadership - Definition

Leadership is in establishing a goal, setting direction to achieve it and engaging the resources required to accomplish the goal Leadership Actions:

Recognising Opportunities & developing achievable plans Challenging yourself & motivating others to deliver breakthru results Championing ideas and people (getting support from Mgmnt.) Using a variety of resources effectively.

ATTITUDES & CHARACTERISTICS OF LEADERS

Winning Attitude: constant striving to achieve better results;

not happy with average performance Professionalism: mastery of business fundamentals Committed to Personal Growth: improving own skills; identifying weaknesses and remedying them Integrity: Honesty, Trustworthiness, Commitment, Courage to do the right thing, Ethical Drive: Persistence; Pro-activity; Action Bias High Standards of Excellence: for self and others Spirit of Inquiry: Inquisitive, seeks to understand and identify better solutions

ATTITUDES & CHARACTERISTICS OF LEADERS (contd.)

Holistic Thinking: Sees the big picture along with the parts Values Differences: Open to diff. styles and values each
individuals strengths

Open & Caring: Good listener, sensitive to others; gives and

takes criticism well; genuine; provides honest feedback

Practices Situational Leadership: Adapts behaviour to

needs of situation and individual without being anything other than genuine self

Situational Leadership

Which style of leadership is better? Can the same style be used with all people?
THE BEST LEADERS ARE THOSE THAT ARE ADAPTABLE TO VARIOUS TYPES OF PEOPLE AND SITUATIONS

SITUATIONAL LEADERSHIP

Managers need to adjust their leadership styles to account for subordinates different levels of ability and willingness on different tasks. Managers should reduce task behavior (more autonomy and freedom of choice) and increase relationship behavior (facilitator rather than supervisor) as reportees level of readiness increases

SITUATIONAL LEADERSHIP

TELLING : Directing the employee (what, where, when, how)

Used with employees who are not yet able and/or willing to perform the task. High task and low relationship behavior.

SELLING : Selling the employee on the why of the task. Invites him/her to own or buy into task

Still directs the task, but decrease in instruction; rewards employee for increase in ability and willingness to do task Used with employees who are more capable/more willing but not yet fully ready

SITUATIONAL LEADERSHIP

PARTCIPATING: Acting as a colleague or an equal in discussing job with subordinates

More collaboration in the task aspect but less relationship behavior in order to indicate that employee is trusted and self motivating Used with employees who have ability and knowledge to perform the tasks

DELEGATING: Setting expectations/vision and then letting them get on with their jobs; stepping in only when they need support of any kind

Used with employees who are highly able and willing to direct their own task behaviour

3 Es OF LEADERSHIP

NVISION NERGISE

NABLE

ENVISION
creating the future enrolment,alignment,commitment

FOCUS ON POSSIBILITIES, NOT LIMITATIONS PERSONALLY COMMUNICATE PRIORITIES DEMONSTRATE COMMITMENT FOLLOW UP WORDS WITH ACTIONS

ENERGISE
(Inspiring people to deliver the future)

INSPIRING, MOTIVATING REPORTEES SETS GOALS, HIGH STANDARDS, DEFINE R&R PROVIDES CONSISTENT FOCUS SENSE OF URGENCY OPEN COMMUNICATION PERSONALLY DEMONSTRATES ENTHUSIASM DEMONSTRATES CARING; BUILDS TRUST

ENABLE
(Building Capability)

BUILDING PEOPLES CAPABILITY / MASTERY PERSONALLY PARTICIPATES IN IMPORTANT IMPROVEMENTS TO SYSTEMS, PROCESSES IDENTIFIES AND ELIMINATES BARRIERS CREATES A POSITIVE WORK ENVIRONMENT RECOGNISES AND REWARDS SUCCESS & CONTRIBUTION OF OTHERS