Tower Building

Picturize a leader

Video (Myths)

Leadership
Peter Drucker : The forward to the Drucker Foundation's "The Leader of the Future" sums up leadership :

"The only definition of a leader is someone who has followers."

John C Maxwell : In the 21 Irrefutable Laws of Leadership, John Maxwell sums up his definition of leadership as

Leader

Leadership is influence - nothing more, nothing less.

Warren Bennis : Warren Bennis' definition of leadership is focused much more on the individual capability of the leader :

"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."

Do leaders possess any superhuman qualities or mystical powers??

NO, They follow simple common sense practices to rise to the top Continuous Self-Improvement : Future belong to learners, not knowers !! Vision & Critical Thinking Get the Best out of People Persuasion & Adaptation Judgment and Courage - Gut feeling in decision making

"Nothing is more difficult and therefore more precious, than be able to decide"- Napoleon

Few more Key Differentiators

Eye of observation: contributes learning process and value creation. Leaders learn by leading, and they learn best by leading in adversity. Curiosity is secret of Leaders. Leaders see situation differently. Outcome meets the objective.

Leadership v/s Management

Factors 1. Source of Power 1. Focus 1. Approach 1. Process 1. Emphasis 1. Futurity 1. Type Leadership Personal abilities Vision & Process Transformational Inspiration Collectivity Proactive Formal & Informal Management Authority (delegated) Operating Results Transactional Control Individualism Reactive Formal

Vision: What

is the dream that you want to achieve?

Mission: What

are the milestones that you will cross to achieve it?

Values:

How are you going to achieve it?

Video (Believe)

Traits Theories of Leadership A leadership perspective that focuses on individual leaders and attempts to determine the personal characteristics that great leaders share

Leadership Traits:
Ambition and energy The desire to lead

Honest and integrity

Self-confidence Intelligence

High self-monitoring
Job-relevant knowledge

Limitations: No universal traits found that predict leadership in all situations. Traits predict behavior better in weak than strong situations. Unclear evidence of the cause and effect of relationship of leadership and traits. Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.

X-Y Theory: Douglas McGregor, 1950s

Theory X manager: Employees dislike work and avoid it has lack of ambition avoid responsibility prefer job security the most must be coerced and closely supervised to work adequately Theory Y manager: Employees want self-direction and self-control in their work want to be creative and assume responsibility are interested in displaying imagination and creativity to solve organizational problems

Theory X

Theory Y

management staff

Theory X - authoritarian, repressive style. Tight control, no development. Produces limited, depressed culture.

Theory Y - liberating and developmental. Control, achievement and continuous improvement achieved by enabling, empowering and giving responsibility.

staff management

Types of Power Power

Power is defined as the ability to influence others.
Formal Power: Is established by an individuals position in an organization; conveys the ability to coerce or reward, from formal authority, or from control of information. Reward Power: Compliance achieved based on the ability to distribute rewards that others view as valuable. Information Power: Power that comes from access to and control over information.

Expert Power: Influence based on special skills or knowledge.

Referent Power: Influence based on possession by an individual of desirable resources or personal traits. Coercive Power: A power base dependent on fear.

Legitimate Power: The power a person receives as a result of his or her position in the formal hierarchy of an organization.

The Iowa Theory of Leadership The Ohio Leadership Studies The Michigan Leadership Studies The Leadership (Managerial Grid)

Three Dimensional Leadership Study

Democratic
Autocratic
Strong, Directive, Controlling actions High degree of dependency Creates de-motivation and alienation Encourages decision making Consultative Persuasive

Laissez-Faire
Let it be Useful where creative ideas are important Highly motivational Consumes time in Coordination and decision making Relies on good team work

Concern for Task

Initiating structure
Plans ahead Takes decisions Assigns tasks Makes expectations clear Emphasizes deadlines and achievement

Concern for People

Consideration
Interested in and listens to subordinates
Allows participation in decision-making Helps and supports staff Behaviour indicates trust, respect, warmth, friendly and approachable

Job-Centered Leader Behaviour Attempts to build work group performance by paying attention to the efficient completion of the task. Primary emphasis is on the task. Employee Centered Leader Behaviour
Attempts to build work group performance by paying attention to human aspects of the group. Primary emphasis is on the person.

The Managerial Grid (Blake and Mouton)

Country Club Style Team Style

Middle of the Road Style

Impoverished style

Produce or perish style

1,9 Country Club Leadership

High People/Low Production
This style of leader is most concerned about the needs and feelings of members of his/her team.

These people operate under the assumption that as long as team members are happy and secure then they will work hard.
What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control.

9,1 Produce or Perish Leadership

High Production/Low People
Also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.

1,1 Impoverished Leadership

Low Production/Low People
This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.

5,5 Middle-of-the-Road Leadership

Medium Production/Medium People
This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.

9,9 Team Leadership

High Production/High People
According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organization's success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.

Video (Qualities of a Leader)