03.LEADERSHIP & Team Building BRBRAITT SB.ppt

E1E1--E2E2MANAGEMENTMANAGEMENT

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MANAGEMENTMANAGEMENT

Leadership & Team BuildingLeadership & Team Building

WELCOME

• This is a presentation for the E1-E2 Management Module for

the Topic: Leadership & Team Building.

• Eligibility: Those who have got the Upgradation to E1 to E2.

• This presentation is last updated on 18-3-2011.

• You can also visit the Digital library of BSNL to see this

topic.

© For internal circulation of BSNL only

Agenda

� Analyzing leadership style

� Developing leader

� Role of a leader

� Leadership traits

� Are you a leader or a manager? � Are you a leader or a manager?

� Theories of leadership

� Team work, leadership and team building


Leadership & Team Building

• Leaders provide a vision

•• One who inspires confidence and support among One who inspires confidence and support among

the people who are needed to achieve the people who are needed to achieve

organizational Goals. organizational Goals.

• Ability to get others to do what you want :Exercises :Exercises

LEADER – WHO?

• Ability to get others to do what you want :Exercises :Exercises

influential increment over and above mechanical influential increment over and above mechanical

compliance with directions and orderscompliance with directions and orders

• Leaders motivate people to get things done

• Leadership is facilitation: Inspires, persuades, Inspires, persuades,

coordinates and leadscoordinates and leads



•• Closely Knit teams of Highly trained IndividualsClosely Knit teams of Highly trained Individuals

•• Intrinsic (Built In) SatisfactionIntrinsic (Built In) Satisfaction

•• Computer technologyComputer technology

•• Professional NormsProfessional Norms

•• Drive by outside factorsDrive by outside factors

Is there a substitute for leadership?Is there a substitute for leadership?

•• Drive by outside factorsDrive by outside factors



• By analyzing leadership style executives are able to see

its impact on the team and how the team may react to

you in different situations.

• Posner, identify five key leadership behaviors, which

Analyzing Leadership styles

they call:

I. Challenge the process: means always wanting to find a

better way

II. Inspire shared vision: means having a very clear view

of where you want to go



III. Enable others to act: means not only creating the

kind of intense loyalty but also making sure that people

have the skills to act in pursuit of the vision.

IV. Model the way: means practicing what you preach.

Analyzing Leadership Styles

IV. Model the way: means practicing what you preach.

(Be a role model)

V. Encourage the heart: means giving the praise and

encouragement people need to keep going.



� BE

1. A professional: Seek responsibility and take

responsibility for your actions. Do not blame others.

(A professional who possesses good character traits

Leadership Framework – Be, Know, & Do

(A professional who possesses good character traits

such as honesty, competence, candor, commitment,

integrity, courage, straightforward, imagination.)



� KNOW

1. Yourself: Know yourself and seek self-improvement.

2. Human nature: Know human nature and the


importance of sincerely caring for your workers.

3. Your job: Be technically proficient.

4. Your organization: Use the full capabilities of your

organization. By developing a team spirit,



� DO

1. Provide direction: Make sound and timely decisions.

Use good problem solving, decision-making, and

planning tools. Keep your team informed. Know how to

communicate with your team.


communicate with your team.

2. Implement: Develop a sense of responsibility in your

team. Ensure that tasks are understood, supervised,

and accomplished. Communication is the key.

3. Motivate: Set the example. Be a good role model for

you employees.



�� Guiding peoplesGuiding peoples

�� SpokespersonSpokesperson

�� NegotiatorNegotiator

�� CoachCoach

Roles of a leaderRoles of a leader

�� CoachCoach

�� Team BuilderTeam Builder

�� Team PlayerTeam Player

�� Technical problem SolverTechnical problem Solver

�� EntrepreneurEntrepreneur



• Trust worthiness

• Respect

• Responsibility

• Fairness

• Caring

Six core values

• Caring

• Citizenship.



�� Power & prestigePower & prestige

�� Chance to Help othersChance to Help others

�� Higher IncomeHigher Income

�� Respect & statusRespect & status

�� Control over resourcesControl over resources

Satisfactions for LeaderSatisfactions for Leader

�� Control over resourcesControl over resources

�� Opportunities for AdvancementOpportunities for Advancement

�� More wellMore well--informedinformed



�� Uncompensated overtime workUncompensated overtime work

�� Less Authority, More responsibilityLess Authority, More responsibility

�� Less time for own affairsLess time for own affairs

�� LonelinessLoneliness

�� Too many headachesToo many headaches

Dissatisfactions for leaderDissatisfactions for leader

�� Too many headachesToo many headaches

�� Too many people’s ProblemsToo many people’s Problems

�� Pursuit of Conflicting GoalsPursuit of Conflicting Goals

�� Organizational PoliticsOrganizational Politics



�� His own traitsHis own traits

�� His own behavioral styleHis own behavioral style

�� Followers’ traitsFollowers’ traits

�� Followers’ behavioral stylesFollowers’ behavioral styles

�� External & internal EnvironmentExternal & internal Environment

Leader’s Frame workLeader’s Frame work

�� External & internal EnvironmentExternal & internal Environment

�� Nature of GoalsNature of Goals



�� CHARISMACHARISMA

�� ENTHUSIASMENTHUSIASM

�� SELF CONFIDENCESELF CONFIDENCE

�� EXTROVERSION (Outward EXTROVERSION (Outward nessness))

�� ASSERTIVENESS (Type of +ASSERTIVENESS (Type of +veve nessness))

Leadership Traits Leadership Traits –– A fewA few

�� ASSERTIVENESS (Type of +ASSERTIVENESS (Type of +veve nessness))

�� EMOTIONAL STABILITYEMOTIONAL STABILITY

�� SENSE OF HUMORSENSE OF HUMOR

�� WARMTHWARMTH



�� HIGH TOLERANCE FOR FRUSTRATIONSHIGH TOLERANCE FOR FRUSTRATIONS

�� SELF AWARENESS & OBJECTIVITYSELF AWARENESS & OBJECTIVITY

�� INITIATIVE (inventiveness/ideas/plan)INITIATIVE (inventiveness/ideas/plan)

�� EMPATHY (Fellow feeling)EMPATHY (Fellow feeling)

�� INTERNAL LOCUS OF CONTROLINTERNAL LOCUS OF CONTROL

Leadership Traits Leadership Traits –– A fewA few

�� INTERNAL LOCUS OF CONTROLINTERNAL LOCUS OF CONTROL

�� COURAGE ……& SO ONCOURAGE ……& SO ON



�� Master of communication skillsMaster of communication skills

�� High energy & action OrientationHigh energy & action Orientation

�� Romanticizing the taskRomanticizing the task

�� Minimum Internal conflictMinimum Internal conflict

Charismatic Leadership TraitsCharismatic Leadership Traits



�� Create Vision for othersCreate Vision for others

�� Be Enthusiastic, optimistic and energeticBe Enthusiastic, optimistic and energetic

�� Be candid (Blunt)Be candid (Blunt)

�� Be dramatic and UniqueBe dramatic and Unique

�� Be sensibly persistentBe sensibly persistent

Developing Charismatic LeadershipDeveloping Charismatic Leadership

�� Be sensibly persistentBe sensibly persistent

�� Be warm, Humanistic & PositiveBe warm, Humanistic & Positive



•• Autocratic leadership: Autocratic leadership: Exercises complete control over

the subordinates. It permits quick decision making. It

provides strong motivation and satisfaction to the leader

who dictates terms.

It decentralizes

Some leadership StylesSome leadership Styles

•• Participative (Consultative) Leadership: Participative (Consultative) Leadership: It decentralizes

authority and allows the subordinates to share his power.

Workers feel ownership of the firm.

•• FreeFree--rein (rein (leissezleissez--faire) Leadership: faire) Leadership: Let it be’ – the

leadership responsibilities are shared by all i.e complete

delegation of authority to take decision.



•• STRONG ACHIEVEMENT MOTIVESTRONG ACHIEVEMENT MOTIVE

•• EnthusiasmEnthusiasm

•• CreativityCreativity

•• Acts quickly when opportunity arisesActs quickly when opportunity arises

•• Constant hurryConstant hurry

ENTREPRENEURENTREPRENEUR

•• Constant hurryConstant hurry

•• Visionary perspectiveVisionary perspective

•• Preference to deal with external customersPreference to deal with external customers



ATTITUDE TO LEAST PREFERRED COATTITUDE TO LEAST PREFERRED CO--WORKERWORKER

•• DIRECTIVE STYLE DIRECTIVE STYLE ––WHEN?WHEN?

•• SUPPORTIVE STYLESUPPORTIVE STYLE--WHEN?WHEN?

•• PARTICIPATIVE STYLE PARTICIPATIVE STYLE ––WHEN?WHEN?

CONTINGENCY & SITUATIONAL LEADERSHIPCONTINGENCY & SITUATIONAL LEADERSHIP

•• ACHIEVEMENTACHIEVEMENT--ORIENRTED STYLEORIENRTED STYLE--WHEN?WHEN?



Leadership and Bossism compared

1. The boss depends on

authority

2. The boss drives the

employee.

3. The boss says, “I”

1. The leader depends on

goodwill

2. The leader inspires the

employee

3. The leader says, “We”.


3. The boss says, “I”

4. The boss shows who is

wrong

5. The boss evokes fear

6. The boss fixes the blame

for the breakdown

3. The leader says, “We”.

4. The leader shows what is

wrong

5. The leader radiates love.

6. The leader fixes the

breakdown


1. The boss knows how it is

done

2. The boss orders, “Go”

3. The boss demands

respect.

1. The leader knows how to

do it

2. The leader says, “Let’s go”

3. The leader commands

respect.

Leadership and Bossism compared

respect.

4. The boss uses negative

approach ‘never mind

what you think, do it my

way’

5. Accomplishes work at the

expense of employee.


respect.

4. The leader uses positive

approach ‘we will work it

out together, what you will

suggest’.

5. Accomplishes work and

develop employee.


Are you a leader or a manager?

Subject Leader Manager

Essence

(Fundamental nature)

Change Stability

Focus Leading people Managing work

Have Followers Subordinates


Have Followers Subordinates

Appeal to Heart Head

Approach Sets direction Plans detail

Seeks Vision Objectives

Style Transformational Transactional

Persuasion Sell Tell


Subject Leader Manager

Rules Breaks Makes

Decision Facilitates Makes

Horizon Long-term Short-term

Are you a leader or a manager?


Wants Achievement Results

Risk Takes Minimizes

Power Personal charisma Formal

authority

Exchange Excitement for work Money for work


� Are all managers leaders?

� Are all leaders managers?

� Are all leaders experts?

� Are all experts leaders?

Think, Think, Think

A true leader is successful when he is able to formulate

goals and objectives for himself and his team.



•• THAT IS THE QUESTION !THAT IS THE QUESTION !

•• WANT TO BE A LEADER OR NOT?WANT TO BE A LEADER OR NOT?

•• WANT TO BE A FOLLOWER ? WANT TO BE A FOLLOWER ? –– IF SO IF SO –– OF WHOM?OF WHOM?

•• DECIDE !DECIDE !

TO BE OR NOT TO BETO BE OR NOT TO BE

•• ALL THE BEST IN YOUR QUEST !!!ALL THE BEST IN YOUR QUEST !!!



TOGETHER EVERYONE ACHIEVES MORE

1. TEAM works everywhere.

2. TEAM shows the customer that you care

3. TEAM builds confidence in you.

TEAM Building

3. TEAM builds confidence in you.

4. TEAM instills confidence in your customer

5. TEAM brings up SYNERGY



� Clear objectives

� Roles for all members clearly understood

� Appreciation of each others qualities

� Openness of thoughts , beliefs and actions

� Trust among members

CHARACTERSTICS OF A GOOD TEAM

� Trust among members

� Co-operation in team members

� Effective leadership

� Ability to deal with conflict

� Good communication

� Purpose of unity

� Shared goals and objective



� Know your subordinates and treat them as human

� Make no favors, don’t bear grudges

� Be approachable, you listen and when you tell they listen

� You keep your words and you are honest

� Be fair to your subordinates and organization

Qualities of a successful Team Leader

� Be fair to your subordinates and organization

� You work hard so your subordinates do not mind you

expecting the best from them

� One has to improvise his style to suit his work and the

type of team he has to work with

� Do I make a positive impression on my team members?



Values are beliefs people hold about what is

right, moral, just, and so on. They serve as

guideposts for how to behave in different

Team spirit values

guideposts for how to behave in different

situations.



� Teamwork value 1 : “We’re all in this boat

together” – organisation, employess and

customers.

� Teamwork value 2 : “Equal importance for all

Team spirit values

� Teamwork value 2 : “Equal importance for all

members”, no subordinates or superiors

distinction in work (Different levels of

responsibility, but one level of attitude)



� Teamwork value 3: “Open, honest communication

is vital”

� Teamwork value 4: “Everyone has open access to

information” (Information Facilitates Cooperation)

Team spirit values

information” (Information Facilitates Cooperation)



Joining together is beginning



Keeping together is progress



Working together is success



Work together and Bring FAME to BSNLFAME to BSNL



Lets move together


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03.LEADERSHIP & Team Building BRBRAITT SB.ppt