2. Learning Objectives
Identify the main obstacles to effective leadership in the
organization
Understand the nature of leadership – both formal and
lateral
Understand a range of leadership skills
Use the skills and processes presented techniques to
improve the quality of leadership
Explain the benefits of having effective leadership in the
organization
4. What is Leadership?
• Leadership is not something you do to people
it is something you do with people
Blanchard, Zagarmi and Zagarmi 1994
5. Leadership Defined
Creating & Meaning
Genuine Caring About People
External Focus
Awareness of the Big Picture
Clear Honest Communication
6. Leadership and the Organization
The organization needs to have leadership because leaders provide:
• Direction
• Motivation
• Inspiration
These allow ordinary people within the organization to produce
extraordinary results over the long term.
7. Understanding Leadership
Leadership is the essential ingredient that turns visions and plans into reality
Effective leaders harness the energies and gain the commitment of their people
towards great achievements
Leadership is the ability to get others to do willingly the things you want them to
do for you
Key elements are therefore
• Vision
Clarity in knowing where you need to get to
• Motivation
Spurring the people to work with you to achieve the vision
8. What Makes an Effective Leader?
Traits
Behavioral
Situational
9. What Makes an Effective Leader?
The factors that make an effective leader can be classified under three headings:
Traits
Approach
Behavioral
Approach
Situational
Approach
10. What Makes An Effective Leader?
Current thinking is that an effective leader possesses
• key characteristics from the Traits approach
• Skills and behaviors from the Behavioral Approach
• Use these in conjunction with appropriate responses from the Situational
Approach
12. Leadership v/s Management
Activity Management Leadership
Creating an Planning and Establishing
agenda budgeting direction
Developing a
human network Organizing and
Aligning people
for achieving the staffing
agenda
Controlling and Motivating and
Executing plans
problem solving inspiring
13. Leadership v/s Management
• There has to be a balance
– Managers need to have some leadership skills
– Leaders need to have some management skills
– A mix of both is what makes a leader successful in today’s world.
15. Leadership Style
Can be defined as
• The way in which you carry out your functions as a leader
• A consistent pattern of behavior
• A behavior that has been developed by you consciously or sub-
consciously over time
17. Autocratic Leadership Style
• Manager retains as much power and decision-making authority
• Manager does not consult employees, nor are they allowed to give any input
Should be used when:
• New, untrained employees join
• There is limited time in which to make a decision
Should be avoided when:
• Employees expect to have their opinions heard
• Employees become tense, fearful, or resentful
18. Bureaucratic Leadership Style
• The leader ensures that everything must be done according to procedure or policy
• If things are not done according to the book, the manager refers to the next level
above him or her
Should be used when:
• Employees are performing routine tasks over and over
• Safety or security training is being conducted
Should be avoided when:
• Employees do only what is expected of them and nothing more
• Employees lose their interest in their jobs and in their fellow workers.
19. Democratic Leadership Style
• Also called the participative style as it encourages employees to be a part of the
decision making
• Manager shares decision making and problem solving responsibilities
• Can produce high quality and high quantity work for long periods of time
Should be used when:
• Highly skilled or experienced employees
• When implementing operational changes
Should be avoided when:
• New, untrained employees join
• When time is limited
20. Laissez-Faire Leadership Style
• Also known as the "hands-off¨ style. The manager provides little or no direction and
gives employees as much freedom as possible
• All authority or power is given to the employees and they must determine goals,
make decisions, and resolve problems on their own.
Should be used when:
• Employees are highly skilled, experienced, and educated
• Outside experts, such as staff specialists or consultants are being used
Should be avoided when:
• If It makes employees feel insecure at the unavailability of a manager.
• The manager cannot provide regular feedback to let employees know how well they
are doing or when the Manager doesn't understand his or her responsibilities and is
hoping the employees can cover for him or her
22. Leadership & Teams
In today’s organization teams are
Forces and Leadership Style
involved in every function
For teams to achieve maximum There are three forces that need to be
considered
effectiveness it is important that • Forces within you
appropriate leadership be shown so as ― Influenced by
background, knowledge, value
to provide: s and experience
• Direction • Forces in the team
― Influenced by the leaders
• Motivation personality, their relationship
• Cohesion with the leader and their
expectations of the leader
• Forces in the situation
― Influenced by the nature of the
task, time available, customer
demands, resource availability
23. Motivational Skills
The leader’s job often includes having to change the attitudes and behaviors
of the followers This can be achieved by:
Giving praise and honest appreciation when it is due
Calling people’s attention to mistakes - but indirectly
Talk about your own mistakes before criticizing another person
Ask questions instead of giving direct orders
Let the other person save face
Praise very improvement
Give the person a fine reputation to live up to
Use encouragement to make any fault seem easy to fix
Make the other person happy about doing as you suggest
25. Lateral Leadership
Definition: Getting things done when you are not the boss
This may be required or appropriate when
• Cross Functional Teams are involved
• Project Team Management is required
Lateral Leadership by Fisher & Sharp 1998
26. Lateral Leadership Process
There is a 5 step process for lateral leadership
• Defining the purpose by clarifying the results to be
1. achieved
• Think about the process and the outcomes
2.
• Integrate thinking and doing to learn
3.
• Offer everyone a challenging role so as to engage
4. hearts, minds and bodies
• Give clear feedback in a constructive way
5.
27. Keeping Leadership On-Course
• The key components for this are what defined leadership at the
beginning of this module
Creating & External Focus
Communicating Genuine Caring
Meaning About People
Awareness of the Clear Honest
Big Picture Communication
28. Final Comment
An army of deer led by a lion is
more to feared than an army
of lions lead by a deer
Phillip II of Macedonia
