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„ A leader is one who

ñ Inspires a follower
ñ Accomplishes work
ñ Develops the follower
ñ Shows how to do the job
ñ Assumes obligations and
ñ Overcome various obstacles in attaining the goal
 |
 
a |eadership is lifting a person͛s performance to a
higher standard, the building of a personality beyond
his normal limitations
a |eadership is the process of influencing the
behavior of others towards the accomplishment of
goals in a given situation.
a The process by which a person motivates and
guides the group towards a visualized goal
 What͛s Leadership ?

|eadership is a process whereby a person influences others to

achieve a goal and inspires through motivation and direction.

Leaders have -
ñ uision and direction

ñ Are capable of aligning employees towards a common

purpose
 Definitions

„ |eadership- the process of influencing others

„ |eaders inspire thru personal

trustworthiness & self-confidence

„ |eaders communicate a vision that turns

self-interest into commitment to the job
 |
 

 
„ ºotivating capacity
„ Courage
„ Initiative ness
„ Source of Knowledge
„ Responsibility
„ Integrity
 |
 

 
„ Ability to communicate
„ |oyalty
„ Judgement
„ Selflessness
„ Problem solving capacity
„ Openness to change
„ Distant vision and close focus
„ Balance
 So What Do |eaders Do?
„ Provide Direction - Where we are headed
„ Communicate
- The ͞Why͟ & ͞Benefits͟ of the direction
„ Enable, Coach and Counsel
„ Recognize Results and Reinforce Desired
Behavior
 What are the 3 primary tasks of a
leader?
„ Set direction: mission, goals, vision

„ Build commitment: motivate & inspire

„ Confront challenges: innovation, deal with

change, turbulence, take risks
 Key Functions of a |eader
Fu
ti
eme
ts
a

i
 ͻ Seeking all available information
ͻ Defining group task, purpose or goal/ ºaking a workable
plan / Documentation.


itiati
 ͻ Briefing group on the aims and the plan

ͻ Explaining why aim or plan is necessary
ͻ Allocating tasks to group members, setting group
standards

Ñ
tr i
 ͻ ºaintaining group standards

ͻ ºaintaining discipline
ͻ Ensuring all actions are taken towards objectives
 Key Functions

 ‰


 ͻEncouraging individuals, Creating team spirit
ͻExpressing acceptance of persons and their contribution
ͻCreating a Team


 ͻGiving new information to the group, keeping them in the
picture
ͻReceiving information from group
ͻReconciling disagreements or getting others to explore

‰

 ͻChecking feasibility of an idea

ͻEvaluating group performance
ͻHelping the group to evaluate its own performance against
standards

º

 
 

 


  
  
 |eaders |ead People
„ Provide Direction
^

 

 
„ Communicate
^







„ Enable, Coach, Counsel, Provide Resources
^







„ Recognize Results and Reinforce Desired Behavior
^







 Providing Direction - Showing the Way

„ uision - What Success |ooks |ike

„ Objectives - How we will win
„ Goals - How much, by when
„ Strategies - What we will focus on
„ Initiatives - Specific projects we will undertake
 Elements of Successful Change
„ uision
„ ºotivating forces - Burning platform
„ Strong, respected leader
„ Broad participation
„ Communication - Tight networks and patterns
„ Training and Education
„ Reinforcement

" eme
ts Must be rese
t f r the

Ñha
e t Be Suessfu
Westinghouse Productivity and Quality Center
 Communicate The Direction
Provide Understanding and Hope
„ The direction we are pursuing
„ What benefits we expect to get
„ Progress - Results achieved to date
„ Communication should be clear, concise and
continuous
„ uariety of media should be used
- People take in and process information in different
ways
 Enable - Set Up People for Success

„ Provide resources - people, time, $$$

„ Provide training - build needed skills
„ Provide methods to accomplish assigned tasks
„ Remove barriers
„ Coach and Counsel
 Recognize and Reinforce
Catch People Doing Things Right
„ Recognize accomplishments and results
- Psychological rewards
- Financial rewards
„ Reinforce desired behavior
- Catch people doing things right
„ People want and need feedback
- ͞How am I doing?͟ , Ed Koch, ºayor, New York
„ Feedback needed for improvement
„ Key tool - ºanagement reviews
 Behaviors of an Effective |eader
„ Think critically
„ Solve problems
„ Respect people
„ Communicate skillfully
„ Set goals, share a vision
„ Develop self & others
 Leadership Styes
„ Deeati
 „ Sei

L  reati
ship/   ih task/hih
task reati
ship
Resp
sibiity 
pai
deisi
s
Wii
 emp yees Wii
 but u
abe
„ artiipati
 „ Tei

ih reati
ship/   ih Task/L 
task reati
ship
Faiitate deisi
s r vide i
struti

"be but u
ii
 Ñ sey supervise
 Situati
a Leadership
The Leader͛s Leve f Supp rt
Direti
 - |eaders define the roles and tasks of the 'follower', and supervise
them closely. Decisions are made by the leader and announced, so
communication is largely one-way.

Ñ ahi
- |eaders still define roles and tasks, but seeks ideas and suggestions
from the follower. Decisions remain the leader's prerogative, but
communication is much more two-way.

Supp rti
- |eaders pass day-to-day decisions, such as task allocation and
processes, to the follower. The leader facilitates and takes part in decisions,
but control is with the follower.

Deeati
- |eaders are still involved in decisions and problem-solving, but

control is with the follower
 Applying Situational |eadership

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 Skill Set Clash

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Ë 
abiityt ra
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ii

ess t pr vide supp rt
Ë Fear f  mpetiti
fr m f  ers
Ë Lak f imai
ati

Ë Sefish
ess
Ë Dis yaty
Ë mphasis f the auth rity ʹ a  d eader
must ead the team by e
 urai

Leadership is...
B"L" Ñ
 Baa
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e pe r esses
 Ñharateristis f Suessfu Leader
Liste
i
 (a
d questi
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 skis

Deai
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Deai
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 effetive teams

stabishi
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siste
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Se
sitivity t ther utures

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Ñapaity t ha
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 D

ͻ Effective managers establish a
system of values.

ͻ You have to make yourself

accountable to people in authority.

ͻ Effective managers understand

that no good ever comes out of
authority without accountability
 ë 
  
„ Being a manager you need to
involve your team members in
whatever you do. You don͛t
exclude others because they lack
certain attributes. To become an
effective manager learn to tap &
develop people.

„ Keep your employees within the

loop. Inform them of all decisions
that will affect and be affected by
their work. Don͛t treat them as
mindless machines that are used
only to get the job done.
 D
͛t sh  disrimi
ati

„ Being a good manager
you should never
discriminate among
your team members.

„ Treat your people

equally.
 Be am & di
ified

„ Don͛t be rude with

others

„ You can be firm but not

harsh

„ Don͛t use hurting words

in your statement

3/19/2011
 Be a Me
t r
„ Not everyone can learn his /
her job from the first day.
Train your team members
wherever they are facing
problem

„ Rather than shouting on

others who are not as good as
you on that job try to make
them learn. Your team
members will pay high
regards to you.

3/19/2011
 Ô
 

 


"  


When a member of staff
does a job well, make
sure you notice it, and
acknowledge her or him
for it. Don't let the
opportunity to praise a
piece of good work go
by.
 ever, ever, humiiate a
y
e i

pubi
„ If you are annoyed with
someone on your team, or
they have done something
wrong, make sure you keep
your cool, especially in
public. If you humiliate
someone, he or she will
hold a grudge against you,
and their work will suffer
too.

3/19/2011
 Criticize in a constructive manner
„ If you feel that an employee has
the potential to do much better at
his/her job, take them aside and
tell them how you feel. Sometimes,
the belief that a superior has in you
pushes you to achieve more.
 Avoid last minute tasks
„ M











 



 
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3/19/2011
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