Professional Documents
Culture Documents
HPL Leadership Styles
HPL Leadership Styles
M Sutapa Lakshmanan
Coverage
Leadership Styles
Charismatic Transactional Transformational Principle-centered
Charisma
Process:
Appealing vision Vision statement setting high performance expectations express confidence in followers Set an example emotion inducing unconventional behavior
Management by anecdote
Developing Charisma
Create vision for others Enthusiasm, Optimism, Energy Sensibly Persistent Remember names of people Make an impressive appearance Be candid(direct) Display an In-your-Face attitude (positive, warm, humanistic)
Contingent reward:
Contracts exchange of rewards for effort. Recognizes accomplishment. Watches and searches for deviations from rules and standards. Takes corrective action. Intervenes only if standards are not met.
Inspiration
Transformational Leadership
The Transformational Leader Charisma: Provides vision and sense of mission. Instils pride. Gains respect and trust. Communicates high expectations. Uses symbols to focus efforts. Expresses important purposes in simple ways Promotes intelligence. Acts rationally. Exhibits careful problem solving Gives personal attention. Treats each person separately. Coaches. Advises.
Inspiration:
Stimulation:
Individualism:
Principle-centered Leadership
The 7 Habits??
The 7 Habits
Habit 1: Be Proactive
The habit of being proactive, or the habit of personal vision, means taking responsibility to make things happen
Habit 2: Begin with the end in Mind
This is the habit of personal leadership. Start with a clear destination to understand where you are now, where you re going and what you value most Habit 3: Put First things First This is the habit of personal management, which involves organizing and managing time and events Habit 4: Think Win-win Win-win is the habit of interpersonal leadership, seeking mutual benefit. This thinking begins with a commitment to explore all options until a mutually satisfactory solution is reached, or to make no deal at all.
The 7 Habits
Habit 5: Seek First to understand ,Then to be Understood
This is the habit of empathic communication. Understanding builds the skills of empathic listening that inspire openness and trust
Habit 6:Synergize
This is the habit of creative co-operation and teamwork. Synergy results from valuing differences by bringing different perspectives together in the spirit of mutual respect
Success on a farm
Requires adherence to natural principles
Prepare the ground Seed Cultivate Weed Water
shortcuts and
Leadership requires character and skill development related to natural law and principles
Leadership Levels
Personal Interpersonal Managerial Organizational
Power
Used for personal gain Used to help others
Reward Power Coercive Power Legitimate Power Expert Power Referent Power
Management Paradigms
NEED Physical/ Economic METAPHOR Stomach PARADIGM Scientific Authoritarian PRINCIPLE Fairness
Social/ Emotional
Heart
Kindness
Psychological
Mind
Spiritual
Principle-centered Leadership
Leadership Roles
OPERATIONS Accountable for business results. Set challenging goals, establish detailed cost-benefit analyses, take risks, have a thorough knowledge of the organization and markets, know the threats, opportunities and challenges. Provide advice, guidance and support regarding a specific functional area. Often responsible for developing broad functional capability and interpretation and application of functional policies. Possess in-depth knowledge of the organization and excellent people skills. Highly conceptual, able to influence others. Emerged from the trend toward flatter, matrixed organizations. Lack direct authority of operational positions. Accountable for key business results. Highly proactive, extremely flexible, communication style adaptable to the situation, people and culture, tenacious in seeking out information.
ADVISORY
COLLABORATIVE
Leadership in Action
Vision Effectively setting the company s general tone and direction
Management
Empowerment
Selecting and developing subordinates who are committed to the organization s goals. Establishing coalitions with people inside and outside the organization to achieve the organization s agenda. Observing and listening carefully to all stakeholders (e.g., employees, team members, clients) and sharing information in a manner that is beneficial for all
Diplomacy
Feedback
Leadership in Action
Entrepreneurialism: Finding new opportunities a hallmark of successful leadership.
Personal style:
Exhibiting effective personal style that sets an overall organizational tone of integrity, competence, inspiration and optimism. Balancing conflicting personal and work demands (including the physical demands of leadership travel, long hours, conflict, stressful decisions) Having a comfort level and previous experience to manage individuals and organizations over a wide range of demographic, geographic and cultural borders
Personal energy:
Multicultural awareness:
Global Leadership
Most people who want to get ahead do it backward. They think, 'I'll get a bigger job, then I'll learn how to be a leader.' But showing leadership skill is how you get the bigger job in the first place. Leadership isn't a position, it's a process.
-- John Maxwell