Professional Documents
Culture Documents
High Performing Leadership
High Performing Leadership
High Performing Leadership
Leadership
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Contents
1. Six Trait of Effective Leaders
2. Managerial Grid of Leaders
3. Contingency Model of Leadership
4. Elements of High Performing Leaders
• Leader as Vision Creator
• Leader as Team Builder
• Leader as Task Allocator
• Leader as People Developer
• Leader as Motivation Stimulator
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What is Leadership ?
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Six Traits of Leaders
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Six Traits of Leaders
Leaders exhibit a high effort level. They
Drive have a relatively high desire for
achievement, have a lot of energy, show
initiative, and they’re persistent in their
activities
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Six Traits of Leaders
Leaders build trusting relationship between
Integrity themselves and followers by being truthful
and by showing consistency between word
and deed
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Six Traits of Leaders
Leaders need to be intelligent enough to
Intelligence gather, synthesize, and interpret large
amounts of information; and to be able
create visions, solve problem, and make
correct decisions
9 1.9.Country
1.9. CountryClub
Club 9.9.Team
9.9. Team
Management
Management Management
Management
Concern 5.5.Middle
5.5. Middleof
ofthe
the
for 5 RoadManagement
Road Management
People
1.1.Impoverished
Impoverished 9.1.Task
9.1. Task
1.1.
Management Management
Management
Management
1
1 5 9
Concern for Tasks
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Managerial Grid of Leaders
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Managerial Grid of Leaders
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Contingency Model of Leadership
Environmental
EnvironmentalContingency
ContingencyFactor
Factor
•• Task
TaskStructure
Structure
•• Formal
FormalAuthority
AuthoritySystem
System
•• Work
WorkGroup
Group
Leader Behavior
• Directive
Outcomes
• Supportive
• Performance
• Participative
• Satisfaction
• Achievement
Oriented
Employee
EmployeeContingency
ContingencyFactor
Factor
•• Locus
Locusof
ofControl
Control
•• Experience
Experience
•• Perceived
PerceivedAbility
Ability
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Contingency Model of Leadership
• Lead to greater satisfaction when tasks are
ambiguous and stressful than when they’re
highly structured and well laid out
• Will lead to higher employee satisfaction
Directive when there’s substantive conflict within
Leaders work group
• Will satisfy employees with an external
locus of control
• Are likely to be perceived as redundant
among employees with high perceived
ability or with considerable experience
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Contingency Model of Leadership
• Creates high employee performance and
Supportive satisfaction when employees are
Leaders performing structured tasks
• Are needed when the formal authority
relationships are clear and bureaucratic
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Contingency Model of Leadership
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Elements of High Performing Leadership
High Performing
Leader as Leadership Leader as Team
Vision Creator Builder
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Leader as
Vision Creator
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Leader as Vision Creator
Monitoring
Creating Setting Developing Action
Vision Goals Action Plan Plan
Execution
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Leader as Vision Creator
Analysis of external
opportunities and
threats
Analysis of internal
capabilities and areas
for improvement
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Leader as Vision Creator
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Four Characteristics of Goal Setting
• Increasing your employees' goal difficulty
Goal increases their challenges and enhances the
Difficulty amount of effort expended to achieve them
• The more difficult goals lead to increased
performance if they seem feasible
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Four Characteristics of Goal Setting
• Providing feedback enhances the effects of
Feedback goal setting
• Performance feedback keeps their behavior
directed on the right target and encourages
them to work harder to achieve the goal
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Leader as Vision Creator
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Leader as Vision Creator
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Leader as
Team Builder
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Leader as Team Builder
Task
Task People
People
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Leader as Team Builder
Cultivateaacohesive
Cultivate cohesiveteam
team
Promoteteam
Promote teamproblem
problemsolving
solving
Leader as Beloyal
Be loyalto
toyour
yourmembers
members
Team Builder
Helpyour
Help yourmembers
membersto tomanage
manageandand
learnfrom
learn fromtheir
theirchallenges
challenges
Careabout
Care aboutyour
yourmembers
members
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Leader as Team Builder
Cultivateaa
Cultivate • Know when to step in and when to
cohesiveteam
cohesive team
stay out of team conflicts.
• Plan occasional team events that
let people get together without the
pressures of work.
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Leader as Team Builder
Promoteteam
Promote team • Be accessible for consultation with
problem
problem your employees if problems arise,
solving
solving
but don't micromanage.
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Leader as Team Builder
Beloyal
Be loyalto
toyour
your • Be the voice of your team at the
teammember
team member
management table.
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Leader as Team Builder
Helpyour
Help your • Find out what gets in the way of
membersto
members to
their doing their best.
manageand
manage and
learnfrom
learn fromtheir
their • Delegate, but don't abdicate.
challenges
challenges
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Leader as Team Builder
Careabout
Care aboutyour
your • Make small talk with your
members
members employees when the opportunity
presents itself.
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Leader as
Tasks Allocator
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Leader as Tasks Allocator
Leaders get things done through people……..
Tasks
Result
Leaders
People
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Leader as Tasks Allocator
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Leader as Tasks Allocator
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Steps to Delegate Effectively
Specify the
Clarify the
Employee’s
Assignment
Range of
Discretion
Inform Monitor
Allow the
Others that Results
Employee to
Delegation
Participate
has Occurred
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Steps to Delegate Effectively
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Steps to Delegate Effectively
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Steps to Delegate Effectively
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Steps to Delegate Effectively
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Steps to Delegate Effectively
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Leader as
People Developer
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Leader as People Developer
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Leader as People Developer
Leader
Employee
Development and
Learning Plan
Employee
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Leader as People Developer
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Leader as People Developer
• The plan is the outcome of one or
Employee more discussion sessions that
Development
address:
and Learning
Plan • the employee's and manager's
perspective on the employee's
effectiveness in her current role
• mutual suggestions for increasing
impact in the current role
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Leader as People Developer
• Things to consider in designing
Employee
Development Plan :
Development
and Learning • Identify the core competencies for
Plan
every level of employee in the
organization.
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Leader as People Developer
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Leader as People Developer
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Leader as
Motivation Stimulator
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Leader as Motivation Stimulator
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Leader as Motivation Stimulator
Collaboration
Three C’s of
Content
Motivation
Choice
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Leader as Motivation Stimulator
People feel more motivated to work hard
Collaboration when they’re inspired to cooperate, when
they have an opportunity to help one another
succeed
Inspire by Example
Leader as
Motivation
Stimulator
Create and
communicate a clear
vision of the goals
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Leader as Motivation Stimulator
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Leader as Motivation Stimulator
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Leader as Motivation Stimulator
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Leader as Motivation Stimulator
Create and • Ensure that you are clear about the goals
communicate that have been assigned to your team by
a clear vision management above you. Communicate
of the goals these goals to your people and listen
carefully to their feedback.
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Leader as Motivation Stimulator
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End of Material
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