Leadership slide share by chandan jha

LEADERSHIP

Prepared by : Chandan Jha

1

LEADERSHIP

“Organizin

g a group

of people to of people to

achieve a

common

goal ”.


2

LEADERSHIP

LEADERSHIP CONT’D

“The success or failure of

a group depends on the

leadership qualities of

the leader who heads the leader who heads

the group’’.

“Leaders need to strike a

balance between action and

patience”.


3

LEADERSHIP CONT’D

�If you command wisely,

you will be obeyed

cheerfully.

�The art of getting someone

else to do something you

want done because he want to

do it.


4

LEADERSHIP CONT’DCommunicate Communicate

everything to your everything to your

associates to more associates to more

they know ,they know ,

the more they the more they

The essence of

leadership is the

capacity

to build and develop the

self esteem of the the more they the more they

care.care.

self esteem of the

workers.


5

TYPES OF LEADERSMost common Leadership Types are:

� Autocratic leadership.

� Bureaucratic leadership.

� Charismatic leadership.

� Democratic leadership or participative leadership.

� Laissez-faire leadership.� Laissez-faire leadership.

� People-oriented leadership or relations-oriented

leadership.

� Servant leadership.

� Task-oriented leadership.

� Transactional leadership.

� Transformational leadership.


6

AUTOCRATIC LEADERSHIPAutocratic leadership is an

extreme form of transactional

leadership, where a leader

exerts high levels of power

over his or her employees or over his or her employees or

team members. People within

the team are given few opportunities for

making suggestions, even if these would be in

the team's or organization's interest.


7

CONT’D…

Most people tend to resent being treated

like this. Because of this, autocratic

leadership usually leads to high levels of

absenteeism and staff turnover.

Also, the team's output does Also, the team's output does

not benefit from the creativity

and experience of all team

members, so many of

the benefits of team

work are lost.Prepared by : Chandan Jha

8

BUREAUCRATIC LEADERSHIP

� Bureaucratic leaders "work by the book",

ensuring that their staff follow procedures

exactly.

� is a very appropriate style for work involving

serious safety risks (such as working with

machinery, working at heights) or where large machinery, working at heights) or where large

sums of money are involved (such as cash-

handling).

� In other situations, the inflexibility and high

levels of control exerted can demoralize staff, and

can diminish the organizations ability to react to

changing external circumstances.


9

CHARISMATIC LEADERSHIP� A charismatic leadership style can appear similar to a

transformational leadership style, in that the leader

injects huge doses of enthusiasm into his or her team,

and is very energetic in driving others forward.

� However, a charismatic leader can tend to believe � However, a charismatic leader can tend to believe

more in him or herself than in their team. This can

create a risk that a project, or even an entire

organization, might collapse if the leader were to

leave: In the eyes of their followers, success is tied up

with the presence of the charismatic leader. As such,

charismatic leadership carries great responsibility,

and needs long-term commitment from the leader. 10


DEMOCRATIC LEADERSHIP� Although a democratic leader

will make the final decision,

he or she invites other members

of the team to contribute to the

decision-making process. decision-making process.

�This not only increases job

satisfaction by involving

employees or team

Members in what's going on, but it

also helps to develop people's skills.


11

CONT’D..Employees and team members feel in control of

their own destiny, and so are motivated to

work hard by more than just a financial

reward. As participation takes time, this style

can lead to things happening more slowly

than an autocratic approach, but often the than an autocratic approach, but often the

end result is better. It can be most suitable

where team working is essential, and quality

is more important than speed to market or

productivity.


12

LAISSEZ-FAIRELEADERSHIP

� This French phrase means "let them do" and is

used to describe a leader who leaves his or her

colleagues to get on with their work. It can be

effective if the leader monitors what is being

achieved and communicates this back to his or achieved and communicates this back to his or

her team regularly.

� Often, laissez-faire leadership works for teams in

which the individuals are very experienced and

skilled self-starters. Unfortunately, it can also

refer to situations where managers are not

exerting sufficient control.13


PEOPLE-ORIENTED

LEADERSHIPThis style of leadership is the opposite of task-

oriented leadership: the leader is totally

focused on organizing, supporting and

developing the people in the leader's team. A

participative style, it tends to lead to good participative style, it tends to lead to good

teamwork and creative collaboration.

However, taken to extremes, it can lead to

failure to achieve the team's goals. In

practice, most leaders use both task-oriented

and people-oriented styles of leadership.14


SERVANT LEADERSHIP

� This term, coined by Robert Greenleaf

in the 1970s, describes a leader who

is often not formally recognized as such.

� When someone, at any level within an organization, � When someone, at any level within an organization,

leads simply by virtue of meeting the needs of his or

her team, he or she is described as a "servant

leader".

� In many ways, servant leadership is a form of

democratic leadership, as the whole team tends to be

involved in decision-making.15


CONT’D…

�Supporters of the servant leadership model

suggest it is an important way ahead in a

world where values are increasingly

important, in which servant leaders achieve

power on the basis of their values and ideals. power on the basis of their values and ideals.

�Others believe that in competitive leadership

situations, people practicing servant

leadership will often find themselves left

behind by leaders using other leadership

styles.


16

TASK-ORIENTED LEADERSHIP�A highly task-oriented leader focuses only

on getting the job done, and can be quite

autocratic.

�He or she will actively define the work

and the roles required, put structures in and the roles required, put structures in

place, plan, organize and monitor.

�However, as task-oriented leaders spare

little thought for the well-being of their

teams, this approach can suffer many of

the flaws of autocratic leadership, with

difficulties in motivating and retaining

staff. Prepared by : Chandan Jha

17

TRANSACTIONAL LEADERSHIP

�This style of leadership starts with the

premise that team members agree to obey

their leader totally when they take a job.

�The transaction is that the organization pays

the team members, in return for their effort

and compliance. As such, the leader has the

right to punish team members if their work

doesn't meet the pre-determined standard.18


CONT’D…

�Transactional leadership is really just a

way of managing rather a true leadership

style.

�As the focus is on short-term tasks. It has

serious limitations for knowledge-based or

creative work, but remains a common

style in many organizations.

19


TRANSFORMATIONALLEADERSHIP

�A person with this leadership style is a true

leader who inspires his or her team with a

shared vision of the future.

�Transformational leaders are highly visible, and

spend a lot of time communicating. They don't

necessarily lead from the front, as they tend to

delegate responsibility amongst their teams.

�While their enthusiasm is often infectious, they

can need to be supported by "detail people".

20


CONT’D…

�The transformational leadership style is the

dominant leadership style taught in the

"How to Lead: Discover the Leader Within

You" leadership program,

Although we do recommend

that other styles are brought

as the situation demands.

21


CONT’D…�In many organizations, both

transactional and transformational

leadership are needed.

The transactional leaders (or �The transactional leaders (or

managers) ensure that routine work

is done reliably, while the

transformational leaders look after

initiatives that add value.22


COMMON ACTIVITIES

�Planning

�Organizing

�Staffing�Staffing

�Directing

�Controlling


23

PLANNING

Manager

�Planning

�Budgeting

Sets targets

Leader

�Devises strategy

�Sets direction

Creates vision�Sets targets

�Establishes

detailed steps

�Allocates

resources

�Creates vision


24

ORGANIZINGManager�Creates structure

�Job �Job descriptions

�Staffing

�Hierarchy

�Delegates

�Training

Leader�Gets people on board for strategy

�Communication

�Networks


25

STAFFING

Staffing is the process

of acquiring, deploying,

and retaining a

workforce of sufficient workforce of sufficient

quantity and quality to

create positive impacts

on the organization’s

effectiveness.


26

STAFFING CONT’DDeployment involves decisions about how

those recruited will be allocated to

specific roles according to business

demands.

It also concerns the subsequent

appointment to more advanced jobs

through internal recruitment, promotion

or reorganisation.


27

DIRECTINGWORK

Manager

�Solves problems

�Negotiates

Leader

�Empowers

people�Negotiates

�Brings to

consensus

�Cheerleader


28

CONTROLLING

Manager �Implements

control systems

Performance

Leader�Motivate

�Inspire

Gives sense � Performance

measures

�Identifies

variances

�Fixes variances

�Gives sense

of accom-

plishment


29

LEADERSHIP TRAITS

��IntelligenceIntelligence� More intelligent

than non-leaders

� Scholarship

��PersonalityPersonality� Verbal facility

� Honesty

� Initiative� Scholarship

� Knowledge

� Being able to get

things done

��PhysicalPhysical� Doesn’t see to be

correlated

� Initiative

� Aggressive

� Self-confident

� Ambitious

� Originality

� Sociability

� Adaptability 30


LEADERSHIP STYLES

�Delegating� Low relationship/ low

task

� Responsibility

�Selling � High task/high

relationship

� Explain decisions� Responsibility

� Willing employees

�Participating� High relationship/ low

task

� Facilitate decisions

� Able but unwilling

� Explain decisions

� Willing but unable

�Telling� High Task/Low

relationship

� Provide instruction

� Closely supervise31


NEW LEADERS TAKE NOTE

�General

Advice� Take advantage of

�Challenges� Need knowledge

quickly

� Establish new � Take advantage of

the transition

period

� Get advice and

counsel

� Show empathy to

predecessor

� Learn leadership

Establish new

relationships

� Expectations

� Personal

equilibrium


32

NEW LEADER TRAPS

�Not learning

quickly

�Isolation

�Know-it-all

�Captured by

wrong people

�Successor �Know-it-all

�Keeping

existing team

�Taking on too

much

�Successor

syndrome


33

BASIC PRINCIPLES OF LEADERS

�You need your people more than

they need you.

�Follow the golden rule-treat others

the way you wanted to be treated.

A leader is always on stage, people �A leader is always on stage, people

watch and analyze your action.

�Assume positive intent.

�Recognize that it is only possible to

change behavior, not people.


34

BASIC PRINCIPLES,

CON’T�Decide about new organization

architecture

Build personal credibility and �Build personal credibility and

momentum

�Earn right to transform entity

�Leaders are not normal hold your

self to a high slandered.


35

CORE TASKS

�Create Momentum

�Master

technologies of technologies of

learning,

visioning, and

coalition building

�Manage oneself


36

CREATEMOMENTUM�Learn and know

about company

�Securing early

wins

�Foundation for

change

� Vision of how

the organization wins

� First set short

term goals

� When achieved

make a big deal

� Should fit long

term strategy

the organization

will look

� Build political

base to support

change

� Modify culture

to fit vision 37


CREATEMOMENTUM

�Build credibility

� Demanding but can

be satisfied

� Accessible but not � Accessible but not

too familiar

� Focused but

flexible

� Active

� Can make tough

calls but humanePrepared by : Chandan Jha

38

MASTER TECHNOLOGIES�Learn from internal and external

sources

�Visioning - develop strategy

� Push vs. pull tools � Push vs. pull tools

� What values does the strategy embrace?

� What behaviors are needed?

�Communicate the vision

� Simple text - Best channels

� Clear meaning - Do it yourself !


39

ENABLING TECHNOLOGIES, CON’T

�Coalition building

� Don’t ignore politics

� Technical change not

enoughenough

� Political management

isn’t same as being

political

� Prevent blocking

coalitions

� Build political capitalPrepared by : Chandan Jha

40

MANAGE ONESELF�Be self-aware

�Define your leadership style

�Get advice and counsel

�Types of help

� Technical

� Political

� Personal

Advisor traitsGet advice and counsel

� Advice is from expert to leader

� Counsel is insight

�Advisor traits

� Competent

� Trustworthy

� Enhance your status


41

A SUCCESSFUL LEADER

SHARES THE FOLLOWING

VIEWS-


42

MISSION�Leaders know what their mission is.

They know why the organization

exists. A superior leader has a well

thought out mission describing the

purpose of the organization.. Every purpose of the organization.. Every

employee should be able to identify

with the mission and strive to

achieve it.


43

VISION

�Where do you want your

organization to go?

�Many vision needs to be Many vision needs to be

abstract enough to

encourage imagine it but concrete

enough for followers to see it,

understand it and be willing to climb

onboard to fulfil it.


44

GOAL�Practically speaking, not all

executives immediately possess all

of the characteristics that spell

success.

�Many leaders learn along the �Many leaders learn along the

way with hard work.

�In actuality, greater

competency can be

achieved as a leader

gains more on-the-job experiences. 45


A STRONG TEAM�Realistically, few

executives possess

all of the skills and

abilities necessary

to demonstrate total

mastery of every

To complement the

areas of weakness, a

wise leader

assembles effective

teams of mastery of every

requisite area

within the

organization.

teams of

experienced,

credentialed, and

capable individuals

who can supplement

any voids in the

leader's skill set. Prepared by : Chandan Jha

46

COMMUNICATION

SKILLS

��Leader must regularly Leader must regularly

be in touch be in touch

with key with key

individuals. individuals.


47

InspirationInspiration�Quite often,

employees need

someone to look

up to for

Employees need

someone to look up

to, admire, and

follow. Even when up to for

direction,

guidance, and

motivation.

follow. Even when

the production or

delivery of services

looks like "it is all

going well”


48

HOW FAR CAN YOU GO?


49

Presented by;

CHANDAN JHA [email protected]

50

Education

Leadership slide share by chandan jha