HIGH PERFORMANCE LEADERSHIP

WHO IS LEADER?

A leader can be defined as" a person who influences a group of people towards the achievement of a goal

3 Ps OF A LEADER

QUALITIES OF A LEADER

Self starter Visionary Motivator Communicator Mentor Change agent Risk taker Strategic thinker Committed Responsible

A LEADER C.A.R.E.S
Creative Active

tension

choice under pressure

Resilience Empathic Self

relationships

awareness

CREDIBILITY IN LEADERSHIP
A leaders credibility begins with personal success. It ends with helping others achieve personal success
To gain credibility a leader has to consistently demonstrate 3 things

Initiative : you have to get up to go up Sacrifice: you have to give up to go up Maturity: you have to grow up to go up

LEADERS BORN OR MADE?

Leaders are mostly made We may be born with certain innate abilities but it is up to us to develop them to their complete potential Traits of leadership can be acquired Link these with desire and nothing can keep you from becoming a leader

CRITICAL INDICATORS OF LEADER CREDIBILITY

Strong goal orientation Integrity Close engagement with others Contextual perception

Resilient resourcefulness
Resonant communication

MANAGERS VS LEADERS

Managers are people who do

things right, while leaders are people who do the right thing. - Warren Bennis

LEADERS VS MANAGERS

LEADERS:

MANAGERS:

Innovate Focus on people Inspire trust Have a long-range view Ask what and why Have eyes on horizon Originate

Administrate Focus on systems and structures Rely on control Have a short-range view Ask how and when Have eyes on bottom line Initiate

Do the right thing

Do things right

WHAT IS LEADERSHIP?
Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

HALLMARKS OF LEADERSHIP
Direction Inspiration Building Leading

teams

by example

Acceptance

CLASSIC LEADERSHIP STYLES

LEADERSHIP STYLES
The It

expression Leadership Styles is vague.

is the total pattern of a leaders explicit and implicit actions as seen by followers. style represents a combination of skills, traits and attitudes that are manifested in a leaders behavior.

Leadership

POSITIVE AND NEGATIVE LEADERS

If approach emphasizes rewards, we have positive leadership. If it emphasizes penalties, we get negative leadership. Rewards may be economic or non-economic. Negative leadership extracts high human costs. Negative leaders are bosses rather than leaders. Negative leadership may not result in poor group performance.

AUTOCRATIC LEADER

Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively

DEMOCRATIC LEADER

Encourages decision making from different perspectives leadership may be emphasised throughout the organisation

Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

DEMOCRATIC LEADER
May

help motivation and involvement feel ownership of the firm and its

Employees

ideas
Improves

the sharing of ideas and experiences within the business it can delay decision making

However

LAISSEZ-FAIRE LEADER
The

leadership responsibilities are shared by all

Useful

in businesses where creative ideas are important be highly motivational, as people have control over their working life

Can

LAISSEZ-FAIRE LEADER
Can

make coordination and decision making time-consuming team may be lacking in overall direction on good team work on good interpersonal relations

The

Relies Relies

COMPARATIVE STUDY
Autocratic
1. All determination of policy by

Democratic
All policies a matter of group discussion and decision, encouraged and assisted by the leader.

Laissez-faire
Complete freedom for group or individual decision, with a minimum of leader participation. Various materials supplied by the leaders, who made it clear that he would supply information when asked. He took no other part in work discussion. Complete non participation of the leader. Infrequent spontaneous comments on member activities unless questioned, and no attempt to appraise or regulate the course of events.

the leader.

2. Techniques and activity steps

dictated by the authority, one at a time, so that future steps were always uncertain to a large degree.

Activity perspective gained during discussion period. General steps to group goal sketched; and when technical advice was needed, the leader suggested two or more alternative procedures from which choice could be made. The members were free to work with whomever they chose, and the division of tasks was left to the group. The leader was objective or factminded in his praise and criticism, and tried to be a regular group member in spirit without doing too much of the work.

3. The leader usually dictated

the particular work task and work companion of each member. personal in his praise and criticism of the work of each member; remained aloof from active group participation except when demonstrating.

4. The dominator tended to be

LEADERSHIP STYLES

Muczyk and Riemann, point out that these styles seem to involve two separate dimensions, namely

(1) The autocratic-democratic dimension (2) The permissive-directive dimension

The first dimension is based on the extent to which leaders permit subordinates to take part in decisions.

The second one involves the extent to which leaders direct the activities of subordinates.

LEADERSHIP STYLES

By combining above two dimensions we get four patterns of leadership behaviour.

MEMBERS BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND LAISSEZ-FAIRE CLIMATE

1.

Efficiency
Arguments in favour of autocratic climate often claim that democracy is not efficient enough to accomplish group goals.
Of course, in autocracy the quantity of work done is somewhat greater. However one of the Lippits experiment showed. On the whole, groups are able to attain their goals in democracy. Further, in democracy, the level of originality, or creative thinking, is much higher.

MEMBERS BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND LAISSEZ-FAIRE CLIMATE

2. Ascendance

Dominating ascendance is characteristic of the autocratic group

While objective and friendly ascendance are characteristic of the democratic group.
Most of the aggression by group members is directed against each other. Therefore, it may be called displaced aggression.

MEMBERS BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND LAISSEZ-FAIRE CLIMATE

3. Total need satisfaction

It is well established fact that autocracy is often satisfying to some of the needs of the leader and group members. Some members find satisfaction in passivity, satisfaction in not having to think and in identifying with a strong, dominating leader image. Autocracy is always frustrating, because it imposes barriers to the satisfaction of individual needs.

MEMBERS BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND LAISSEZ-FAIRE CLIMATE

4. Dependence and individuality

In autocratic climate, behaviour of members may be classified as submissive or dependent. Dependent remarks by members is more often in autocratic climate than in democratic and laissez-faire climates. Conversations in autocracy are less varied

MEMBERS BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND LAISSEZ-FAIRE CLIMATE

5. More group-mindedness and more friendliness in democracy

In autocratic climate proportion of centered remarks are more frequent as compared to those in democracy.

In democracy spontaneous subgroups are larger.

Group-minded remarks, friendly remarks and mutual praise were more frequent in democracy. In democratic climate, members showed greater readiness to share group property.

THEORIES OF LEADERSHIP

TRAIT THEORY

ASSUMPTIONS OF THE THEORY

Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non leaders People who make good leaders have the right (or sufficient) combination of traits.
Thus the theory assumes, critical leadership traits could be isolated and that people with such traits could then be recruited, selected, and installed into leadership positions.

LEADERSHIP TRAITS AND SKILLS

TRAITS Adaptable to situations Alert to social environment Ambitious and achievementorientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility

SKILLS

Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organised (administrative ability) Persuasive Socially skilled

LIMITATIONS

No universal traits found that predict leadership in all situations Unclear evidence of the cause and effect of relationship of leadership and traits
Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders

BEHAVIOURAL THEORIES OF LEADERSHIP

MCGREGORS THEORY X & THEORY Y MANAGERS

THEORY X MANAGERS
Theory X managers assume that the average employee: Dislikes work and attempts to avoid it. Has no ambition, wants no responsibility, and would rather follow than lead. Is self-centred and therefore does not care about organizational goals. Resists change.

THEORY Y MANAGERS
Theory Y managers assume that:

Work can be as natural as play and rest. People will be self-directed to meet their work objectives if they are committed to them. People will be committed to their objectives if rewards satisfy needs Under these conditions, people will seek responsibility. Most people can handle responsibility because creativity and ingenuity are common in the population.

Thus McGregor states that leadership strategies are influenced by a leader's assumptions about human nature
Accordingly, Theory X assumptions would prefer an autocratic style Whereas one holding Theory Y assumptions would prefer a more participative style.

MANAGERIAL GRID

MANAGERIAL GRID
The Managerial Grid is based on two behavioral dimensions:

Concern for People - This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task Concern for Production - This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

MANAGERIAL GRID MODEL

IMPOVERISHED MANAGEMENT (1, 1)

This leader is mostly ineffective

He has low concern for employee satisfaction and work deadlines As a result disharmony, dissatisfaction and disorganization prevail within the organization.

TASK MANAGEMENT (9, 1)

Also called dictatorial or perish style The leader believes that efficiency can result only through proper organization of work systems which results in high output The employees needs are not taken care of and they are simply a means to an end which leads to dissatisfaction amongst them

MIDDLE-OF-THE-ROAD (5, 5 )

This is basically a compromising style wherein the leader tries to maintain a balance The leader does not push the boundaries of achievement resulting in average performance for organization

Here neither employee nor production needs are fully met.

COUNTRY CLUB (1, 9 )

Such a leader is highly people oriented

The leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment

Thus employees are highly motivated however it may hamper production

TEAM MANAGEMENT (9, 9)

This is the most effective style of leadership

The leader feels that empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere

This automatically results in high employee satisfaction and production.

CONTINGENCY THEORIES

FIEDLER'S CONTINGENCY MODEL

FIEDLER'S CONTINGENCY THEORY OF LEADERSHIP

Leader Effectiveness = f (leader style, situation favorability) Group performance is a result of interaction of two factors. Leadership style Situational favorableness

LEAST PREFERRED COWORKER (LPC)

The least-preferred coworker (LPC) scale classifies leadership styles. Describes the one person with whom he or she worked the least well with. From a scale of 1 through 8, describe this person on a series of bipolar scales:
Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive Guarded 1 2 3 4 5 6 7 8 Open

LEADERSHIP STYLES

Relationship oriented: A high LPC score suggests that the leader has a human relations orientation Task oriented: A low LPC score indicates a task orientation. Fiedler's logic: Individuals who rate their least preferred coworker in a favorable light derive satisfaction out of interpersonal relationship; those who rate the coworker unfavorably get satisfaction out of successful task performance

SITUATION FAVORABILITY
The degree a situation enables a leader to exert influence over a group The focus is on three key situational factors

Leader-member
Task

relations

structure Position power

SITUATION FAVORABILITY
Leader-member relations: The degree to which the employees accept the leader Task structure: The degree to which the subordinates jobs are described in detail Position power: The amount of formal authority the leader possesses by virtue of his or her position in the organization.

WHEN TO USE WHICH STYLE?

Leadership stlye

Low LPC

High LPC

Low LPC

FIELDERS CONTINGENCY MODEL

THE HERSEY-BLANCHARD MODEL OF LEADERSHIP

THE HERSEY-BLANCHARD MODEL OF LEADERSHIP

Model takes a situational perspective of leadership

The theory states that the developmental levels of a leader's subordinates play the greatest role in determining which leadership style is most appropriate. Therefore, the more ready the followers (the more willing and able) the less the need for leader support and supervision.

MATURITY LEVEL OF FOLLOWERS

M1 People at this level lack the knowledge, skills, or confidence to work on their own, and they often need to be pushed to take the task on. M2 at this level, followers might be willing to work on the task, but they still don't have the skills to do it successfully. M3 Here, followers are ready and willing to help with the task. but they are still not confident in their abilities. M4 These followers are able to work on their own. They have high confidence and strong skills, and they're committed to the task.

THE HERSEY-BLANCHARD MODEL

LEADERSHIP STYLES
S1: Telling / Directing

Here the follower has low level of competence and commitment

The leader shows High task focus and low relationship focus The leader has to play a very directive role providing a fixed work structure for the job

The leader thus maintains a clear 'do this' position to ensure all required actions are clear

LEADERSHIP STYLES
S2: Selling / Coaching

Here the follower has some competence and variable commitment

The leader shows high task focus and high relationship focus The leader thus spends time listening and advising Where appropriate, helping the follower to gain necessary skills through coaching methods.

LEADERSHIP STYLES
S3: Participating / Supporting

Here the follower has high competence but variable commitment

Hence the leader shows low task focus but high relationship focus
The key here is very much around motivation The leader thus spends time listening, praising and otherwise making the follower feel good when they show the necessary commitment.

LEADERSHIP STYLES
S4: Delegating / Observing Here the followers have High competence as well as high commitment Hence the leader shows low task focus as well as low relationship focus The leader can largely trust his followers to get the job done The followers do not need frequent praise or support

PATH GOAL THEORY

PATH GOAL THEORY

Leadership style is effective on the basis of how successfully leaders support their subordinates perceptions of:
Goals that need to be achieved
Rewards for successful performance Behaviors that lead to successful performance

PATH GOAL THEORY

The leader can affect the performance, satisfaction and motivation of a group by

Offering rewards for achievement of goals Clarifying path for achievement of these goals Removing obstacles that hinder performance

LEADERSHIP BEHAVIOR
Directive: the leader gives specific guidance for performance Supportive: the leader is friendly and shows concern for subordinates Participative: the leader consults with the subordinates and considers their suggestions Achievement oriented: the leader sets high goals and expects his subordinates to achieve high level of performance.

PATH GOAL THEORY

LEADER MEMBER EXCHANGE THEORY

LMX THEORY

The importance of potential differences in the leaders relationships to his followers was brought out by this model developed by Graen and his subordinates. This model suggests that leaders form different kinds of relationships with different subordinates. One group is referred as in-group, is favored by the leaders. Other group is out-group, is disfavored

LMX THEORY

Leaders select certain followers to be in (favorites) based on competence and/or compatibility and similarity to leader Exchanges with these in followers will be higher quality than with those who are out This theory predicts that subordinates who form the in-group will have higher performance, greater job satisfaction, and higher organizational commitment.

LMX THEORY

TRANSACTIONAL LEADERSHIP

TRANSACTIONAL THEORY
This approach emphasizes the importance of the relationship between leader and followers, Transactional leaders believe that people are motivated by reward or punishment These leaders give clear instructions to followers about what their expectations are. When those expectations are fulfilled there are rewards in store for them While failure is severely punished

TRANSFORMATIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP
Transforming leadership occurs when one or more persons engage with others in such away that leaders and followers raise one another to higher levels of motivation and morality
-- James MacGregor Burns

TRANSFORMATIONAL LEADERSHIP

A leadership style focused on effecting revolutionary change in organizations through a commitment to the organization's vision

TRANSFORMATIONAL LEADERSHIP

Transformational leaders have the ability to clearly articulate a vision of the future They are the myth-makers, the storytellers
They capture our imagination with the vivid descriptions of the wonderful future we will build together

TRANSFORMATIONAL LEADERSHIP

Transformational leaders inspire followers to transcend their self interests for the good of organization. Transformational leadership is a process in which the leaders take actions to try to increase their associates' awareness of what is right and important Such leaders provide their associates with a sense of purpose that goes beyond a simple exchange of rewards for effort provided

TRANSFORMATIONAL LEADERSHIP

These leaders attempt to optimize development, not just performance. Development encompasses the maturation of ability, motivation, attitudes, and values. Such
Such leaders want to elevate the maturity level of the needs of their associates (from security needs to needs for achievement and self-development).

TRANSFORMATIONAL LEADERSHIP

They convince their followers to strive for a higher level of achievement as well as higher levels of moral and ethical standards. Through the development of their associates, they optimize the development of their organization as well.

High performing teams build high performing organizations.

CHARACTERISTICS

Leaders & followers raise one another to higher levels of motivation and morality Empowering others to achieve a shared vision transforms both Appeal to individuals to better themselves

CHARACTERISTICS

Fosters followers inborn desires for higher values, morals, humanitarian ideals
Moves individuals beyond transactions & interpersonal exchanges to perform beyond basic expectations

Uses power to instill a belief followers can do exceptional things

CHARACTERISTICS

Commit people to action

Convert followers into leaders

Convert leaders into change agents, innovators

CHARACTERISTICS

Believe in people Are value driven

Are lifelong learners

Can deal with complexity

KEY COMPETENCES OF A TRANSFORMATIONAL LEADER

Expand a followers portfolio of needs Increase the confidence of followers

Elevate followers expectations

Heighten the value of the leaders intended outcomes for the follower Encourage behavioural change

KEY COMPETENCES OF A TRANSFORMATIONAL LEADER

Motivate others to higher levels of personal achievement (Maslows self-actualization). Setting direction

Setting an example
Communication Alignment Providing decision in a crisis and on the ambiguous

LEADER BEHAVIOR
Transformational Style Leader Behaviour
Talk

1) Idealized Behaviors: living one's ideals

about their most important values and beliefs Specify the importance of having a strong sense of purpose Consider the moral and ethical consequences of decisions Champion exciting new possibilities Talk about the importance of trusting each other
Talk

2) Inspirational Motivation: inspiring others

enthusiastically about what needs to be accomplished Articulate a compelling vision of the future Express confidence that goals will be achieved Provide an exciting image of what is essential to consider Take a stand on controversial issues

LEADER BEHAVIOR
Transformational Style Leader Behaviour
Re-examine

3) Intellectual Stimulation: stimulating others

critical assumptions to question whether they are appropriate Seek differing perspectives when solving problems Get others to look at problems from many different angles Suggest new ways of looking at how to complete assignments Encourage non-traditional thinking to deal with traditional problems Encourage rethinking those ideas which have never been questioned before

LEADER BEHAVIOR
Transformational Style 4) Individualized Consideration: coaching and development 5) Idealized Attributes: Respect, trust, and faith Leader Behaviour
Spend

time teaching and coaching Consider individuals as having different needs, abilities, and aspirations from others Help others to develop their strengths Listen attentively to others' concerns Promote self development
Instill

pride in others for being associated with

them Go beyond their self-interests for the good of the group Act in ways that build others' respect Display a sense of power and competence Make personal sacrifices for others' benefit Reassure others that obstacles will be overcome

Leaders are truly transformational when they increase awareness of what is right, good, important and beautiful, when they help to elevate followers' needs for achievement and self-actualisation, when they foster in followers high moral maturity, and when they move followers to go beyond their self-interests for the good of their group, organisation or society."
---- Prof. Bernard Bass

TRANSACTIONAL VS TRANSFORMATIONAL LEADERSHIP

TRANSACTIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP

Builds on mans need to get a job done and make a living Is preoccupied with power and position, politics and perks Is mired in daily affairs Is short-term and hard data orientated Focuses on tactical issues

Builds on a mans need for meaning Is preoccupied with purposes and values, morals, and ethics Transcends daily affairs Is orientated toward longterm goals without compromising human values and principles Focuses more on missions and strategies

TRANSACTIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP

Relies on human relations to lubricate human interactions Follows and fulfils role expectations by striving to work effectively within current systems Supports structures and systems that reinforce the bottom line, maximize efficiency, and guarantee short-term profits

Releases human potential identifying and developing new talent Designs and redesigns jobs to make them meaningful and challenging Aligns internal structures and systems to reinforce overarching values and goals

Both kinds of leadership are necessary.

Transactional leadership has remained the organizational model for many organizations However, transformational leadership is needed to meet the challenges of our changing times.

EXAMPLES OF TRANSFORMATIONAL LEADERS

STEVE JOBS

LEADERSHIP TRAITS

Focus Passion

Innovation
Involvement Effective communication

JOBS LEADERSHIP

Innovation distinguishes a leader and a follower Steve Jobs He is the man attributed with the brilliant turn around of Apple computers At Apple, jobs is seen as a leader whose brilliance and idealistic vision of providing computers to change the world drew other talented people to him

JOBS LEADERSHIP

He is a charismatic leader who can arouse his employees to give their best He enhances the motivation, morale and performance of his follower group

BARACK OBAMA

LEADERSHIP LESSONS

Adopt A Yes, You Can Mindset. Articulate a clear, consistent leadership vision and make it big Smarts can trump experience Passionately embrace technology and new ideas

LEADERSHIP LESSONS

Engage all constituents and lead inclusively Inspire confidence in others Be open and creative in approach Collaborate and win over competitors

DALAI LAMA

LEADERSHIP TRAITS

The Dalai Lama is a very charismatic leader He has no overt base of power; he holds no political position, yet he strikes a chord For years has headed an unrecognized government-inexile, a 'virtual' nation of 6 million Tibetans

LEADERSHIP TRAITS

The Dalai Lama has disseminated the message of peace, non-violence and tolerance His emotional intelligence of the Dalai Lama is inspiring. He provides support through his teachings of Buddhism and has inspired a million followers

SELF LEADERSHIP

SELF LEADERSHIP

This idea was advocated by Charles Manz and Henry Sims. This process involves two fold strategy of 1. leading oneself to perform naturally motivating tasks 2. managing oneself to do work that is required but is not naturally rewarding

Self leadership requires an employee to apply the behavioral skills of self-observation, self-set goals, selfreward, and self-criticism.

RULES FOR SELF - LEADERSHIP

Set goals Practice discretion constantly

Take initiative.
Learn to love ideas and experiments. Champion change.

Be a life long learner

SELF LEADERSHIP
Self leaders challenge assumed constraints, celebrate their points of power and collaborate for success

SUPER LEADERSHIP

SUPER LEADERSHIP

A super leader is someone who leads others to lead themselves. Productive thinking is the corner stone of super leadership. It requires practicing self-leadership oneself and modeling it for others.

Super leadership has the potential to free up managers time, because employees are encouraged to manage themselves.

BENEFITS OF SUPER LEADERSHIP

High team performance and flexibility High follower development and self-confidence High team creativity and innovation High long-term performance High ability of the team to work independently in absence of leader

HIGH PERFORMANCE TEAMS

WHAT IS A TEAM?
A group of people who work together towards a shared and meaningful outcome TEAM = Together Everyone Achieves More

STAGES IN TEAM BUILDING

WHAT ARE HIGH PERFORMANCE TEAMS?

High-performance teams

Consistently deliver products that delight their customers On predictable schedules With agreed-to functionality And with high quality.

WHAT ARE HIGH PERFORMANCE TEAMS?

High-performance teams are

Proud of what they produce Are continuously improving the way they work Are introspective yet open and transparent.

FEATURES OF HIGH PERFORMING TEAMS

Strong focus on long term achievement Clearly aligned team roles Shared leadership Clear open lines of communication

Regular evaluation of the team's output and effectiveness

Shared recognition of team's success

KEY TO BUIDING HIGH PERFORMING TEAMS

Alignment of Tactical Deliverables with Strategic Objectives Team-based Goals Communication and Collaboration Establish Accountability Measure, Review and Adapt

TEAM BEHAVIOURS AND VALUES

Strengths are appreciated and valued Highly developed team morale Honest and open communication Effective management of conflict

Team members trust and are supportive of each other

Team decisions are respected

THE VALUE OF HIGH PERFORMANCE TEAMS

Increased productivity Improved customer service Ability to do more with less Increased innovation Ability to quickly adapt to change Ability to solve difficult, critical problems

BUILDING ROBUST TEAMS

5 Key success factors in creating robust teams
Commitment from the top Solid launch A stringent structure Support and feedback mechanisms A clear endgame

Coming together is a beginning, staying together is progress, and working together is success. --- Henry Ford

HIGH PERFORMANCE LEADERSHIP

ELEMENTS OF HIGH PERFORMING LEADERSHIP

High Performing Leadership
Leader as Vision Creator Leader as Team Builder

Leader as Tasks Allocator

Leader as People Developer

Leader as Motivation Stimulator

LEADER AS A VISION CREATOR

Vision refers to a picture of the future It indicates what people must try to create for the future Explaining the vision enables employees to get a clear picture and also serves to motivate and inspire them to achieve the set targets

LEADER AS A VISION CREATOR

VISION LEADERSHIP CREATES

STRATEGIES
PLANS MANAGEMENT CREATES BUDGETS

LEADER AS A VISION CREATOR

Monitoring Action Plan Execution

Creating Vision

Setting Goals

Developing Action Plan

LEADER AS A VISION CREATOR

Creating a vision: Where should the team be headed?

This is done on the basis of analysis of internal capabilities and areas of improvement

Setting goals: The purpose of setting goals is to

convert managerial statements of team vision into specific performance targets which are measurable.

LEADER AS A VISION CREATOR

Developing action plans: Action plan are the means for

accomplishing objectives. They must be concrete measurable. It must also establish a priority for the tasks and

Monitoring Action Plan Execution: The final step is to follow

up, measure, and check to see if the team is doing what is required. For the leader it demonstrates his commitment to see the matter through to a successful conclusion.

LEADER AS TEAM BUILDER

Effective Leaders develop and nurture

Great Team

Clear Goals Clear measures of performance Clear job roles

Team identity and spirit Sense of fun and enjoyment

Open and honest communication

People

Task

LEADER AS TEAM BUILDER

Build a cohesive team Promote team problem solving

Be loyal to their members

Help the members to manage and learn from their challenges Delegate, but don't abdicate.

LEADER AS TASKS ALLOCATOR

Leaders get things done through people..

Tasks

Leaders

Result

People

Effective leaders, therefore, need to understand the value of allocating tasks or delegating and know how to do it

DELEGATION

The assignment of authority to another person to carry out specific activities. It allows a employee to make decisions that is, it is a shift of decision making authority from one organizational level to another lower one. Tasks that would increase or develop an employees skills or knowledge must ideally be delegated.

DELEGATION
Whom to delegate to?

A person who is already able and willing to take on responsibility for doing a task A person who wants to learn the task in order to develop or extend their skills A person who wants to make their job more interesting and challenging

STEPS TO DELEGATE EFFECTIVELY

Clarify the Assignment

Specify The Employees Range of Discretion

Allow the Employee To Participate

Inform Others that Delegation has Occurred

Monitor Results

SYMPTOMS OF POOR DELEGATION

Deadlines are frequently missed Employees are unsure of their authority Slow decision making process Talented employees cannot realize their full potential

LEADER AS A PEOPLE DEVELOPER

Leadership is about developing leaders, not followers Leadership is about creating a legacy, one that will propel the organization to new levels of success even when the leader has moved on.

LEADER AS A PEOPLE DEVELOPER

Leader
Employee Development and Learning Plan

Employee

LEADER AS A MOTIVATOR
Leaders motivate and inspire others to go in the right direction Motivation can be defined as the willingness to exert high level of effort to reach organizational goals

LEADER AS A MOTIVATOR
Inspire by Example

Leader as Motivation Stimulator

Create and communicate a clear vision of the goals

ROLE OF A HIGH PERFORMING LEADER

LEADER AS NEGOTIATOR

LEADER AS MENTOR HIGH PERFORMANCE LEADERSHIP

LEADER AS MODEL

LEADER AS COACH

LEADER AS INITIATOR

TEAM LEADER AS A INITIATOR

The team leader initiates action He draws attention to the steps that must be taken in order to meet the teams goals Using evidence and rational argument, the team leader encourages his followers to meet the larger expectations

LEADER AS A MODEL

Team leaders use their own behavior to shape the behavior and performance of others It is a powerful tool It sets the standards to which others must rise Thus the team leader must model a behaviour that has direct impact on team performance.

LEADER AS A NEGOTIATOR

To be a successful negotiator, the team leader must present himself as trustworthy and reliable He should be able to emphasize the higher goal of the organisation and how successful team action will contribute to them

The teams goals must be important and aligned with the organization's goals

POSITIVE INFLUENCING SKILLS

Influencing is essentially about behaviour the link between intentions and results that is all to often neglected

POSITIVE INFLUENCING SKILLS

Positive influencing skills are:

Non manipulative, persuading behaviours People feel good about interacting with you so you achieve more through them Essential within the core management role

Giving feedback
Resolving differences of opinion

POSITIVE INFLUENCING SKILLS

Fundamental principles while influencing others

Pull, dont Push Involve the other person Persuade, dont manipulate

Think behaviour rather than personality

Seek to understand, then be understood

LEADER AS A COACH

WHAT IS COACHING?
Coaching is an activity through which managers work with subordinates to foster skill development, impart knowledge and inculcate values that will help them achieve organizational goals and also prepare themselves for more challenging assignments.

ELEMENTS OF SUCCESSFUL COACHING

Technical Help

Emotional Bond

Personal Support

Individual Challenge

BENEFITS OF COACHING

Overcoming performance problems Developing employee skills Increasing productivity Creating promotable subordinates Improving retention Fostering a positive work culture

PROCESS OF COACHING
Coaching is a four step process: Step 1: Preparation

Step 2: Discussion
Step 3: Active coaching Step 4: Follow up

PREPARING TO COACH

Preparation helps to make coaching more effective Preparation begins with direct observation of the situation, the employee and the employees current skills and behavior. Look for performance gaps and deficiencies. These are best coaching opportunities.

DISCUSSION

Initiate a dialogue with the subordinate and discuss the behavior observed The leader must ask probing questions At the same time, the leader must be an active listener And listen for emotions behind the words. Create a partnering spirit

ACTIVE COACHING

Before coaching begins, it is necessary to obtain a clear agreement on the goals to be achieved Once the goals have been agreed upon, the next step is to develop an action plan While coaching, a leader must communicate his ideas effectively so that the subordinate can grasp and appreciate their value

FEEDBACK

Giving as well as receiving feedback is an essential part of coaching Without feedback, it is difficult to know if the leaders advice is clear and complete or if the coaching was helpful in any way

While giving feedback, do not give an opinion but provide specific information

FEEDBACK
Tips for giving effective feedback

Focus on improving performance Provide timely feedback Focus on behavior, not character, attitudes or personalities

Avoid generalizations
Be sincere and realistic

FOLLOW UP

Effective coaching includes follow- up that that checks progress and understanding Follow up gives an opportunity to prevent backsliding, reinforce learning and continue individual improvement

Follow up sessions provide opportunities to praise progress and to give and gain feedback

BECOMING A BETTER COACH

Delegate when possible

Create a climate of mutual trust Ensure accountability for results Rekindle motivation to learn and improve

BECOMING A BETTER COACH

Maximize individual strengths

Help subordinates to achieve to overcome personal obstacles Assist them in achieving new skills and competencies Prepare them for new responsibilities

MANAGING VS COACHING

Managing focuses on:

Coaching focuses on

Telling Directing Authority Immediate needs Typically seeking a specific outcome Individual subordinates

Exploring Facilitating Partnerships Long term improvements Being open to many possible outcomes Finding and exploiting complementarities with others

LEADER AS A MENTOR

WHAT IS MENTORING?

Mentoring, like coaching is a means of developing individuals Mentoring is about guiding others in their personal quests for growth through learning The mentor acts as a trusted guide, offering advice whenever asked

WHAT IS MENTORING?

A mentor opens doors to learning opportunities when possible and appropriate Mentoring is a highly personal experience and hence requires a good match between the mentor and protg

The protg must take responsibility for his own growth an development

WHO SHOULD HAVE A MENTOR

A person can have a mentor when he or she:

Is more career oriented than job oriented

Has an appropriate level of Self- awareness with respect to what should be learned
Is eager to learn Is ambitious

CHARACTERISTICS OF EFFECTIVE MENTORS

They set high standards

They are willing to invest their time and effort required for good mentoring They orchestrate developmental experiences for those they counsel.

CHARACTERISTICS OF EFFECTIVE MENTORS

They have good people developmental skills

They understand how their protg learns best They are candid in their dealings Have good chemistry with their protg

HOW TO MENTOR WELL

Mentor by example
Get off to a good start Give actionable advice and feedback

Resist the temptation to solve the protgs problems

HOW TO MENTOR WELL

Criticize the behavior, not the person

Challenge the protg to develop a plan for success Create a foundation support Dont allow the protg to become dependent Know when to say good - bye

COACHING VS MENTORING

COACHING Key goals

To

MENTORING
To guide and support personal growth of the protg

correct inappropriate behavior Improve performance Impart skills that employee needs to accept new responsibilities

Initiative The coach directs the The mentored person is learning and instruction in charge of his or her For learning mentoring

COACHING

MENTORING
Both mentor and protg participate as volunteers

Volunteerism

Though the subordinates agreement to accept coaching is essential, it is not necessarily voluntary
Immediate problems and learning opportunities Heavy on telling with appropriate feedback

Focus

Long term personal career development

Roles

Heavy on listening, providing a role model and making suggestions and connections

COACHING

MENTORING

Duration

Usually concentrates Long term on short term needs. Administered intermittently on asneeded basis
The coach is the coachees boss The mentor is seldom the protgs boss. Most experts insist that it is ideal that the mentor should not be in the protgs chin of commands

Relationship

LEADER AS A COUNSELLOR

WHAT IS COUNSELING?

Counseling is guidance: something that provides direction or advice so as to a decision or a course of action. It is allowing a person to be in touch with his feelings and offering unconditional support to vent out. The recognition of poor coping ability due to lack of skill development which is due to poor developmental conditions. The development of old and new skill to improve both specific and general coping abilities.

BENEFITS OF COUNSELLING

One is accepted for who one is

It can offer supportive and non judgmental and confidential setting in which one can cope any issue It can help the member to see issues more objectively It can help to build self- esteem and confidence

BENEFITS OF COUNSELLING

It helps the member to express his feelings and come to terms with past experiences It also helps him to take control of his life and be more assertive It can help the member to become more realistic in setting goals

QUALTIES TO BE A GOOD COUNSELLER

Empathy
Sincerity Integrity Respect Competence

COLLABORATIVE LEADERSHIP

COLLABORATIVE LEADERSHIP
In

collaborative leadership, the process of leadership is distributed amongst the members of a team or amongst different teams.
Thus team members/members of teams are made ready to step into Leadership roles.

PRINCIPLES OF COLLABORATIVE LEADERSHIP

Give power to people who do their work

Make individuals responsible for quality and output Give everyone clear roles Share and rotate leadership

PRINCIPLES OF COLLABORATIVE LEADERSHIP

Make teamwork horizontal

Learn to listen and learn to talk Seek consensus Display passionate commitment to the mission

ETHICAL LEADERSHIP

ETHICAL LEADERSHIP
Ethical

leadership deals with values values of workers, values of the organization and communities in which they work. leader provides a holding environment in which there is trust, nurturance and empathy

The

e.g.

: Mahatma Gandhi

QUALITIES OF ETHICAL LEADERS

Ethical Leaders Respect Others.

Ethical leaders are just. Ethical leaders are honest. Ethical leaders build community.