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LEADERSHIP

ITS ROLE IN INDUSTRIAL ORGANISATIONS

LEADERSHIP CHARECTORSTICS
Must possess Vision - Good planning skills A high standard of personal ethics High energy level In-depth Knowledge Should be a problem solver Courageous - willing to take risks Committed and dedicated to hard work Unorthodox , Creative , Realistic and Level-headed. Result oriented -n should have perseverance Should be an effective communicator Inspired and contagious enthusiasm Commitment to help others grow and succeed

Measure yourself on each given above charectorstics on a scale of ten An organisation will NEVER rise above the quality of leadership

LEADERSHIP : A DEFINITION

LEADERSHIP IS THE CAPABILITY TO GET OTHERS TO FOLLOW AN INSTRUCTION WITHOUT THE INDUCEMENT OF REWARD OR THE THREAT OF PUNISHMENT.

WHAT IS LEADERSHIP ?

Many common descriptions


To To To To To show the way guide create a path direct / influence / command be chief

The title of leader is an honorary degree that is bestowed by those who are led
Managers are people who have been given the assignment to lead others

EFFECTIVE LEADERSHIP

SOME ISSUES IN MANAGERIAL EFFECTIVENESS THANKS ARE DUE TO PETER DRUCKER

EFFECTIVENESS : Getting the right things done LEADERSHIP : Ability to get things done WITHOUT the promise of reward or the threat of punishment

EFFICIENCY IS FOR THEN MANNUAL WORKER


EFFECTIVENESS IS FOR THE KNOWLEDGE WORKER

KNOWLEDGE WORK IS DEFINED BY ITS RESULTS

Intelligence Imaginative Knowledge ESSENTIAL RESOURCES OF KNOWLEDGE WORKER

EFFECTIVENESS CONVERTS THEM INTO RESULTS

EFFECTIVENESS ENSURES
MOTIVATION COMMITMENT CONTRIBUTION

REALITIES OF EFFECTIVE LEADERS

There is no effective personality


Effectiveness is a HABIT i.e. a complex of practices

FIVE HABITS OF THE MIND NEEDED FOR ACQUIING EFFECTIVENES


Effective leaders work systematically at managing the little of their time that is under their control They FOCUS their efforts to RESULTS rather than to work They build on STRENGTHS They PRIORITIZE the few major areas where superior performance will produce outstanding results They make effective decisions based on dissenting opinions rather than consensus on the facts
ALL THESE CAN BE LEARNED

EFFECTIVENESS
EFFECTIVENESS
Drives the performance of the people - the leaders as well as the followers Ensures organisational capability of aspiring to different goals Raises the people from a preoccupation with problems to a visin ofoppertunity

IT IS THEREFORE CRUCIAL TO
A persons self-improvement Development of the organisation the fulfillment and viability of modern society.

Effectiveness of the executives is our best hope to make modern society productive economically and viable socially Self-development of the executive towards effectiveness is the ONLY WAY of integrating the organisation goals and individual goals

Effectiveness CAN BE LEARNED and MUST BE LEARNED

THE EFFECTIVE LEADER


Effectiveness can be learned Know Thy Time What can I contribute Making strength productive First things first Element of Decision - making Effective Decisions Conclusion : Effectivenes must be learned

KNOW THY TIME


Management of ones time is the FOUNDATION of effectiveness Three fundamental and limiting resources of organisation
Money People Time

KNOW THY TIME Time is an unique resource


its supply is totally INELASTIC Every thing requires time It is totally irreplaceable Man is ill-equipped to manage his time There are constant pressure towards unproductive and wasteful use of time A fairly large amount of time is required even for minimum effectiveness.To spend in one stretch less than this minimum is sheer waste Time demands on the knowledge worker are continually increasing

THREE STEP PROCESS OF TIME MANGEMENT

Recording time
Managing time Consolidating time

Recording actual time use :


The record should be made in REAL time at the time of event itself

Avoid the time wasters


Identify and eliminate the jobs that need not be done at all Identify the activities that could be done by somebody else and delegate them stop wasting others time.

Prune the time wasters


identify the recurrent crisis which follow from a lack of system or foresight Recurrent crisis is simply a slovenliness and laziness

Time wasters often result from OVER-STAFFING . Too many people become an IMPEDIMENT to performance,rather than the means to it. Another time-waster : mal-organisation system : too many

meetings
A major time waster is MAL-FUNCTION in INFORMATION : wrong incomplete or excess of informaion

Time is the scarcest resource : unless it is managed , nothing else can be managed.

Analysis of ones time is the one easy and systematic way to analyse ones work and to think through what really matters in it.

WHAT CAN I CONTRIBUTE ?

To ask What can I contribute is to look for the unused potential of the job. Otherwise one is likely
aim too low aim at wrong things define their jobs too narrowly

WHAT CAN I CONTRIBUTE ?

The right Human Relations :


are needed for focusing on contribution are those which are work-focused and task-focused

Communications become meaningful and easy when they are centered around contributions otherwise the subordinate will mistake. He will hear what he expects to hear rather than what is being said.

WHAT CAN I CONTRIBUTE ?


TEAMWORK
Communication sideways makes teamwork possible The reality of a knowledge organisation : effective work is actually done only by teams of people of diverse knowledge and skills and not by individuals of a specific discipline When the focus on contribution become an ingrained habit , there will be no difficulty in achieving teamwork

Individual self-development depends in large measure on the focus on contribution The leader who focuses on contribution also stimulate others to develop themselves whether they are subordinates , colleagues or superiors . Through demands for excellence , for high aspiration, for ambitious goals and for work of great impact.

THE EFFECTIVE METINGS / REPORTS


Meetings make great demands on a leaders time and hence should be organised well. Some rules
The purpose of a meeting should be thought through and spelled out BEFORE a meeting is called ( or a report is called for ) At the outset of a meeting, its specific purpose and the contribution it is to achieve should be spelled out. A meeting should not be allowed to degenerate into a bull session Encourage participation by all present. The focus of a meting should be restored from time to time. At the end of a meeting , go back to the opening statement and relate the final conclusion to the original intent.

FINALLY
The focus on contribution counteracts one of the basic problems of the professional : the confusion and choas of events , their failure to indicate by themselves which is meaningful and which is noise
The focus on contribution imposes an organising principle : it imposes relevance on events

Focusing on contribution turns one of the inherenat weaknesses of a professional situation - his dependence on other people - into a source of strength. IT CREATES A TEAM.
TO FOCUS ON CONTRIBUTION IS TO FOCUS ON EFFECTIVENESS

MAKING STRENGTH PRODUCTIVE This is the UNIQUE PURPOSE of an organisation


Strengths of associates
Strengths of subordinates To achieve results

Combine

One own strengths


Strengths of superiors

You cannot build on weakness , nor in absence of weakness

MANNING THE GROUP WITH STRENGTH

There are no well-rounded people : people who have only strengths and no weaknesses subordinates are paid to perform and not to please their superiors.

FOU RULES FOR STAFFNG FOR STRENGTH


Redesign impossible jobs make each job demanding and big
for a beginner knowledge worker the first job should give a chance to find full play.

Start with what a man can do rather than with what a job requires.
Appraisals should and can only measure performance and not potential

Remember that in order to get strength , one has to put up with weaknesses
To focus on weakness is not only foolish , it is irresponsible.

HOW CAN I MANAGE MY BOSS ?


An effective leader aims to make the strengths of his superior fully productive in order to
ensure that his own contribution is recognised and put to use accomplish things he himself believes in

Rule-1 : You do not make the strength of the boss productive either by reforming him or by tutoring him Rule-2 : Remember that the boss is HUMAN : he has strengths and weaknesses Rule-3 : Enable him to do what he can do well . Support him in his endeavor to be effective.

The actual methodology of achieving this varies from boss to boss depending upon his specific performance and should be correctly interpreted by the subordinate

LEADING FROM YOUR OWN STRENGTHS


Many of us tend to know about what we cannot do than about what we can do It is amazing how many things effective leaders find that can be done and are worth doing , even while being aware of their limitations The assertion that somebody else will not let me do this is a cover-up for inertia. If you start with the question what can I do you are almost certain to find that you can actually do much more than you have time and resource for. The effective leader tries to be himself : he does not pretend to be someone else. He concentrates on doing what he can do well.

FINALLY

Making strength productive


is a matter of attitude. Can be improved with practice Remember : The standard of any human group is set by the PERFORMANCE OF THE LEADER.If leadership performance is high , the average performance of the group will go up. The task of a leader is not to change human being. Rather the task is to multiply performance capacity of the group by putting to use whatever strength there is in individuals

FIRST THINGS FIRST


If there is only one secret of effectiveness it is CONCENTRATION
doing first things first doing one thing at a time

Why the need for concentration


There is always a time deficit There is always a large number of important contributions. Important contributions required big continuous chunk of time

When we do one thing at a time , we need MUCH LESS time to do it.

SLOUGHING OFF YESTERDAY


Periodically review the work programmes , drop / curtail those activities that have ceased to be productive and reallocate the human resources to the opportunities of tomorrow
We have a vested interest in the past , in yesterdas success and traditional activities - These prevent us from concentrating on the present and the future For ensuring effectiveness , we must cease to be prisoners of our past

PRIORITIES AND POSTERIORITIES


There is always more productive tasks for tomorrow then there is time to do There are more opportunities then there are capable people to take care of them How then to prioritize the tasks or the opportunities ? This can be done by
the pressure of the situation the leader

When pressure dictate the priorities


Important tasks get sacrificed No time will be left for converting a decision into action The work of top management does not get done atall Past is favoured over the future and the crisis over the opportunity.

RULES FOR IDENTIFYING PRIORITIES Courage rather than intelligent analysis should be the basis Pick the future as against the past Focus on opportunity rather than on problem Choose your own direction rather than climb on bandwagon Aim high aim for something that will make a difference , rather than for something that is safe and easy to do. Solving a problem only restores the equilibrium of yesterday while converting an opportunity into results safeguards the future

FINALLY
Concentration is the courage to impose on time and events our own decision as to what really matters and comes first. It is the effective leaders only hope of becoming the master of time and events instead of further whipping boy.