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Leadership Development


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This presentation provides the corner stone of being an effective manager/ leader. …

This presentation provides the corner stone of being an effective manager/ leader.

I wish you all the best!!

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  • 1. LEADERSHIP DEVELOPMENT PROGRAM ‘THE LEADER IN ME’’ “We are what we repeatedly do. Excellence is not an act, but a habit.” - Aristotle By:
  • 2. By:
  • 3. Presentation objective Create a vision – a common ground Appreciative inquiry Key factors of leadership “Be an action oriented leader not a preaching one” By:
  • 4. Creating a vision By: “Be the change you want to see in the world” - Gandhi
  • 5. Appreciative Inquiry GLAD BAD SAD Discovery—identifying existing strengths Dreaming—describing the best possible future imaginable Designing—a plan for change Destiny—implementing the plan to realise the dream “The ageless essence of leadership is to create an alignment of strengths in ways that make a system’s weaknesses irrelevant.” —Peter Drucker By:
  • 6. Intentional Change Discerning your ideal self Discovering your real self Identify in your strengths and gaps Experimenting and practicing Crafting your Learning agenda By:
  • 7. Blake and Mouton’s Managerial Grid Managerial Grid High Concern for people 9 (1,9) (9,9) 8 Team Leader 7 Country club 6 5 (5,5) 4 Authoritarian 3 Impoverished 2 1 (1,1) Low 1 (9,1) 2 3 4 5 6 Concern for Production By: 7 8 9 High
  • 8. “Most organizations "and communities “are over managed and under led.” Steven Covey “leadership is about what you do, not what you know” By:
  • 9. that make you feel appreciated? that made you feel appreciated? that taught you something worthwhile? Leadership defined The skill of influencing people to work enthusiastically toward goals identified as being for the common good. By:
  • 10. Leadership Imperative ‘Before you decide to lead others, lead yourself first’ GREAT LEADERSHIP ENGAGEMENT RESULTS By:
  • 12. Inspire a shared Vision Envision the future – forward looking Enlist others in the common vision By:
  • 13. Model the way Clarify your personal values Set the example Do what you say you will do Clarify organisational values Clarify personal values ‘It is easier to develop your strengths than to develop your By: weaknesses’
  • 14. Challenge the Process  Search for opportunities to innovate and improve  Experiment and take risks – learn from mistakes By:
  • 15. Enable others to act Foster collaboration Strengthen others by sharing powers By:
  • 16. People who feel any Negative emotions People who feel key positive emotions Engaged Engaged Partial Partial Disengaged By: Disengaged
  • 17. 3 emotions that drive disengagement Bored Apathetic Disinterested 10% 1% Anxious Uncomfortable 10% Irritated 12% Vulnerable Insulted Manipulated Intimidated By: Upset
  • 18. The power of positive emotions Inspired Valued Enthusiastic Empowered Confident By: Employee Engagement
  • 19. 1. Create a Culture that encourages engagement 2. Measure employee engagement 3. Develop action plans that develop Employee engagement Customer Experience Market leadership Employee Engagement 4. Hold people accountable for building engagement 5. Reward those who demonstrate progress in building engagement By:
  • 20. Credibility TRUST Fairness Relationship with other employees Respect Relationship With Mgmt Employee Relationship with your job Camaraderie Pride By:
  • 21. Inspiring Thanking Hiring Caring Celebrating TRUST Developing Sharing Listening Work together as a team/ family Speaking Give their Personal Best By:
  • 22. Encourage the heart Recognize contribution Celebrate the values and victories By:
  • 23. Global employee case • Companies lose $350 billion a year because of employee disengagement (World wide) • Seven out of ten employees are not fully engaged in the workplace • They exhibit negative behaviors and undermine the accomplishments of their coworkers • Decreased output and a rise in accidents, absenteeism and staff turnover. • These employees can carry their discontent outside, damaging the organization’s reputation with customers and potential future hires • Sixty-nine percent of disengaged employees would move to a new employer for as little as a 5% pay increase • It would take a 20% increase in salary to attract an engaged employee • To recruit and train a replacement worker at 150% of salary, including lost productivity By:
  • 24. Leadership communication Stop talking, Listen Hold Your Judgments Create a Space Don't Be a Label Reader Open Your Mind Don’t Mind read During a presentation Focus Visualize Remember Names Questions Be Aware Communication 7% Exceptional Communicators 20% 40% 50% 80% 28% 10% 65% Visual Words Tonality NVC Tonality Words By: One kind word can three months Speakers Listeners
  • 25. Mental Maps of Others Visuals bright bird's eye view catch a glimpse clear colorful envisage flash focus hazy highlight horizon illustrate in light of look make a scene notice observe perceive perspective Auditories Kinesthetic ask call on discuss express hear inquire loud listen mention noisy outspoken quiet pronounce ring say sound speak talk By: tell affect boils down to burning clumsy concern dull euphoric feel firm grab handle hard hit impress intuit know pressure relax rough
  • 26. Management by Leadership - Jack Welch LEAD MORE, MANAGE LESS 1. 2. 3. 4. 5. Lead Manage less Articulate your vision Simplify Get less formal 6. 7. 8. 9. 10. Energize others Face reality See change as an opportunity Get good ideas from everywhere Follow up BUILD A WINNING ORGANIZATION 11. 12. 13. 14. 15. Get rid of bureaucracy Eliminate boundaries Put values first Cultivate leaders Create learning culture HARNESS YOUR PEOPLE 16. 17. 18. 19. 20. Involve everyone Make everybody a team player Stretch Instill confidence Make business fun BUILD THE MARKET-LEADING COMPANY 21. Be number 1 or number 2 22. Live quality 23. Constantly focus on innovation 24. Live speed 25. Behave like a small company By:
  • 27. Leadership styles By:
  • 28. Knowledge is having the right answer. Intelligence is asking the right question A giant ship engine that failed could not be repaired, even by the best experts. Fed up the owners called an old man who had many years of experience. The old man came and saw around the ship. He observed and gently tapped something, and the engine started. After some working days the owners received a bill of Rs 10,000/-. The owners were angry because he had hardly done anything and asked for an itemized bill. The old man sent it; Rs 2 for tapping and Rs 9998/- for knowing where to tap. By:
  • 29. Reference books on Leadership Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins The Mission, The Men, and Me: Lessons from a Former Delta Force Commander by Pete Blaber Once An Eagle by Anton Myrer Jack: Straight from the Gut by Jack Welch How to Win Friends & Influence People by Dale Carnegie Lateral Thinking: Creativity Step by Step (Perennial Library) by Edward De Bono The One Minute Manager by Ken Blanchard The Art of War by Sun Tzu (5th century B.C.) Silent Leadership by David Rock Primal Leadership by Daniel Goleman By:
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  • 32. “Don’t supervise. Superlead your team to a winning performance” By: