The leader is the one who

commits people to action, who

converts followers into leaders
and who may convert leaders
into agents of change.
“Transformational
leader”
 TRANSFORMATIONAL LEADERSHIP

Role of Transformational leader

 Create and communicate Vision to followers.
 Carefully scan external and internal environment
and bring changes in the organizational paradigm
accordingly.
 Develop appropriate organizational culture.
 TRANSFORMATIONAL LEADERSHIP

Role of Transformational leader

 Develop followers into leaders through
mentoring and empowerment.
 Provide high self esteem to followers.
 Developing enthusiasm and Desire
 Introduce sense of belongingness.
Course of
Action
Envisioning
&
Alignment
Failures of imagination
• After viewing
Alexander Graham
Bell’s invention in
1887, Western union
concluded that no
sensible man would
transact his affairs by
such a means of
communication.
Failures of imagination
• When Bell
Laboratories gave its
first public
demonstration of
television in 1927,
The New York Times
Stated “its
commercial value is
in doubt”
Failures of imagination
• Forecasters in 1948
estimated “only a dozen
or so very large
corporations will be able
to take advantage of the
computer”. IBM made an
early decision not to
market the computer
because it could never
prove profitable.
 Vision As Driver

There is no more powerful engine

driving an organization towards excellence
and long range success than an attractive,
worthwhile and achievable vision of the
future, widely shared
Good business leaders....

“Good business leaders create a

vision, articulate a vision,
passionately own the vision, and
relentlessly drive the vision.”
Jack Welch
 What is a vision?

Quite simply, a vision is a

realistic, credible, attractive
future of your organisation

A clear distant picture of highly

desirable future
Why a vision is essential
• By clarifying the direction it simplifies thousands of more
detailed decisions

• It motivates people to take action in the right direction,

even if initial steps are personally painful

• Coordinates the actions of different people in a fast and

efficient way
• A shared vision helps motivate and unite a diverse
workforce - it gives employees a common framework for
action
 VISION OF SMS

“SMS is one of the top B schools of

India where faculties and students
are involved regularly in inventing
new paradigms of business
management”.
Employees’ Alignment with
Vision
 Communication: To align people vision
must be communicated properly to all
the employees.
 Simplicity
 Multiple forums
 Repetition
 Leadership by example
 Explanation of seeming inconsistencies.
Emotional
Transition
 EMOTIONAL
EMOTIONAL TRANSITION
TRANSITION

Transition Grid

DENIAL COMMITMENT

PAST FUTURE

RESISTANCE EXPLORATION
 Overcoming Denial
 Share information
 Assure them that the change will happen
 Explain what to expect
 Suggest actions to adjust to the change
 Allow time to sink in
 Public - problem solving climate
 Private - safe climate to express negative
feelings
 Develop emotional deposits
 Utilize Emotional Acumen
 Overcoming Resistance

 Listen Empathically
 Align people with your vision
 Acknowledge feelings
 Cooperate and Support
 Don’t try to talk people out of their feelings
 Don’t personalize
 Win trust and credibility
 Develop emotional deposits
 Gradually phase into mentoring role
 Response to Exploration

 Concentrate on priorities
 Perform the role of mentor and teacher
 Provide training
 Set short term goals
 Conduct brainstorming and planning
sessions
 Start empowering people
 Expand energy by inspiring people
 Give recognition for ideas
 Response to Commitment

 Set long term goals

 Develop Skills through training
 Concentrate on team building
 Create a mission statement
 Look ahead
 Recognize/reward
 Analyze past events (positive and negative)
 Develop culture (Shared values, beliefs, &
Attitude)
Organizational
Mission
ORGANIZATIONAL MISSION
 It is the fundamental purpose that sets a
firm apart from other firms of its type and
identifies the scope of its operations in
products and market terms.

 Many organizations have mission statement,

but few managers could tell you what is in
the statement and those who could
remember may not believe in the statements

 Have a purpose that should be broader then

maximizing profit.
ORGANIZATIONAL MISSION

IBM Mission
 We provide IT solutions. IBM stands for
three things: dignity of the individual,
excellence and service.

 One hotel has a mission:

“Uncompromising personalized service”.
ORGANIZATIONAL MISSION

Everyone of the organization must be

the stakeholder of the mission
statement. No involvement, No
commitment.
Steven Covey
Mentoring
High shortage of skilled
manpower

Very low economic

growth development
High shortage of skilled
manpower

Very low economic

growth development
 Definition

 Mentoring is the co-operative and

nurturing relationship between a more
experienced person and a less
experienced person
Necessity of mentoring...

helps develop great leaders who must

train future leaders
 Optimising
organisational talent
cost effectively

Mentoring
 Importance of mentoring

 Critical for career-advancing

 Effective, personalised training
 Clearly identifies strengths
 Points out areas needing work
 Customised improvement plan for
specific individual
 Stages in Mentorship
 Acquiring Information through questioning and
Empathic Listening.
 Building Relationship
 Provide help in developing Personal Mission
 Identify personal goals that must commensurate to
organizational goals
 Help in developing action plans.
 Identify hidden potentials and development needs.
 Provide Coaching, Training, & Teaching
 Provide feedback and positive reinforcement
Fostering
Teamwork
 Team Fundamentals

 Team members must possess right mix

of skills.
 They should be committed to Teams
Mission, Goals, and common approach.
 They must embrace individual as well as
mutual responsibility and accountability.
 There must be opportunities for personal
growth.
 Team should be performance oriented.
 Team Fundamentals

Real Team Performance Requires….

 Impact beyond the sum of individual parts
through
- Complementary mix of skills
- A purpose that goes beyond the individual tasks
- Goals that defined joint work-products
- Positive relationship among employees
 All above things produces strong individual and
mutual responsibility.
 Fostering Teamwork

 Through Emotional Transition Techniques build

commitment of employees with mission, goals, and
common approach.
 Strengthen the mix and level of skills.
 Ensure Mutual Responsibility & Accountability
 Emphasizing pride in being outstanding
 Encourage competition with other teams
 Motivate and empower them to take the initiatives
 Do real work, and set examples.
Motivation &
Empowerment
 What employees really want?
 Lifestyle quality
 Self-development
 Empowerment and freedom
 Satisfaction in achieving the task
 Pride in their work
 Recognition & Rewards for competence and
accomplishments
 Respect and dignity
 Participation
 How to Motivate?

 Using MBO technique, provide challenging task.

 Develop comfortable & conducive environment.
 Empower them to take their own course of
action.
 Develop a sense of ownership.
 Provide training and on the job coaching.
 Cultivate an atmosphere of respect.
 Recognize their competencies and
achievement.
 EMPOWERMENT

 Empowered people have a sense of

ownership.
 Empowerment means trusting people
and tolerating their imperfections.
 Empowerment should be accompanied
by enablement.
 The Empowerment Matrix

High
Loose Fully
Empowe rment

Cannons Empowe red

Entrenched Caged
Bunkers Eagles
Low
Enablement High
R Barner
 How to Empower

 Using Emotional transition bring employee to

commitment stage.
 Develop Synergistic Agreement.
 Develop them through mentoring, teaching, and
coaching.
 Empower them to take the decisions.
 Cooperate and Guide them.
 Ensure Responsibility and Accountability.
Leading
Change
Standing still.........
 Standing still is the
fastest way of
moving backwards in
a rapidly changing
world
 Innovation is the
central issue in
economic prosperity
- Michael Porter
The lost generation are those
that cannot see the reason to
change
The lost generation are those
who do not want to adjust to
change
The lost generation are those
that are unable to change
 Preparing for change
Do we have a problem?
Yes No

BLISSFUL
READY IGNORANCE
Yes
Are we TO
willing GO

to
Frightened CLOSED
change? No Rabbit MINDS
 Steps to Leading change
 Describe why change is needed and the specific
changes that are required
 Ask for reactions
 Clear up any misunderstandings or questions and
acknowledge any objections
 Ask for innovative ideas on how to make the change
go as smoothly as possible
 Develop and implement action plan
 Ask for support and commitment for the change
 Follow through by monitoring the plan and reinforcing
progress
Build World
Class Culture
People can work hard in defective
culture too.
Who is winning ?
 ORGANIZATIONAL
CULTURE
A common set of accepted behaviour,
values, attitudes, dress, business
practices, activities and philosophy in
a given organization.

 Simply calling meeting and telling about

change will not work.
 Must start with building blocks of the
organization i.e. individual contributors
 C orporate cculture
Corporate ulture
elements
elements
 Widely shared philosophy

 Widely held beliefs, values and attitudes

 Widely accepted practices

 Routines – common set of behaviours

 Rituals/ceremonies
 W
What is ccorporate
hat is orporate cculture?
ulture?

Harder to
Invisible
change
Shared values

Behavioural norms
Visible Easier to
change
Basics of Organizational Culture
Shared Values & Belief
Low High

High Ordinary Admirable

Low Pitiable Ordinary

Commitment

Negative Positive
Relationship
 Admirable Situation
WORLD
CLASS
Fruitless

Performance Positive
decline performance

Frightening Dictatorial

Pitiable Situation
 Fruitless Culture
 Goals agreed but no real measures or accountability
 Goals are not challenging
 Sporadic ineffective communication
 Paternalism - only tell people the good news
 Lip-service participation - lots of talk and little action
 Poor performance not confronted
 Excuses for poor service and quality
 People are complacent and nice to one another –
they avoid conflict
 People do not want to come out of their comfort
zone
 Fruitless Culture
GOSSIP
 Gossip has neither mind nor business
 Gossip victimizes helpless
 People who listen to gossip are as guilty as
those who do the gossiping.
 Gossip makes:
- innocent cry
- Causes heartaches
- Sleepless nights
- Tarnishes Reputations
 Frightening Culture
 The boss demands performance without
communicating clear goals
 Secretive - cannot trust people with information
 No participation
 Coercive management
 Workforce is seen as lazy
 Departments do not co-operate and blame one
another for poor performance
 Criticism occurs behind people’s backs - real fear to
speak openly
 No one bothers about the organization’s reputation
and customer relationship
 Dictatorial Culture
 Goals set by the boss without consultation
 Channels of one-way communication - mainly
downward
 ‘Need to know’ information sharing
 Participation on request and mainly about what the
manager’s needs are
 Management through status and position
 Learned helplessness and subordination. The boss
knows better
 People do not challenge the views or ideas of the
boss
 Management Sets strict rules and checks on people’s
activities all the time (Micromanagement)
 World-Class Culture
 Clear mutually determined challenging goals and
measurements
 Mutual Accountability
 Commitment to organizational Mission & Goals
 Widely shared organizational values
 Open communication - two-way
 Transparency of information
 Democratic empowerment/participation
 Self-directed teams that monitor and continually
improve their performance
 Everyone can make a contribution and is an expert
in his/ her own right
 Ideas are shared freely. People feel free to disagree
without fear of victimisation