Unit 5 leadership challenges


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Unit 5 leadership challenges

  1. 1. Presented by :Ashish Tripathi
  2. 2. What Effective Leaders do?  Leaders mobilize others to want to get extraordinary things done in organizations.  Leaders transform values into actions, visions into realities, obstacles into innovations, separateness into solidarity, and risks into rewards.  Leaders create the climate in which people turn challenging opportunities into remarkable successes.
  3. 3. Leadership Definition of Leadership  Leadership is a relationship; it is about behavior not personality. Leadership is everyone's business; it is an ongoing process that can happen anywhere and at any time.  Leadership is the skill of influencing people to work enthusiastically for the common good.  Our Leadership Imperative Great Leadership = Engaged Employees =Positive Business Outcome
  4. 4. Importance of Employee Engagement  The world's top-performing organizations understand that employee engagement is a force that drives business outcomes. In the best organizations, engagement is more than a human resources initiative --it is a strategic foundation for the way they do business.  World-class organizations unleash their potential for growth by optimizing their employee and customer relationships. Organizations that have optimized engagement have 2.6 times the earnings per share (EPS) growth rate compared to organizations with lower engagement in their same industry.
  5. 5. Five Practices of Exemplary Leadership  When getting extraordinary things done in organizations, leaders engage in Five Practices of Exemplary Leadership. > Model the Way > Inspire a Shared Vision > Challenge the Process > Enable Others to Act > Encourage the Heart
  6. 6. Ten Commitments of Leadership The Commitments of Leadership are behaviors that provide structure and can be used as a guide for learning to lead. Model the Way 1.Clarify values by finding your voice and affirming shared ideals 2.Set the example by aligning actions with shared values. Inspire a Shared Vision 3.Envision the future by imagining exciting and ennobling possibilities. 4.Enlistothers in a common vision by appealing to shared aspirations. Challenge the Process 5.Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. 6.Experiment and take risks by constantly generating small wins and learning from experience. Enable Others to Act 7.Foster collaboration by building trust and facilitating relationships. 8.Strengthen others by increasing self-determination and developing competence. Encourage the Heart 9.Recognize contributionsby showing appreciation for individual excellence. 10.Celebrate the values and victories by creating a spirit of community.
  7. 7. Foundation of Leadership Credibility is the foundation of leadership  Leadership is the relationship between the leader and the followers. In order for people to want to follow, there must be trust. Therefore, credibility is the foundation of leadership. Without credibility the leader's message will not be believed.  Over 20 years of research by Kouzes and Posner continues to validate that followers expect leaders to be honest, forward-looking, competent and inspiring.
  8. 8. Foundation of Leadership Credibility Matters  If employees don’t trust and believe in their manager, they will not believe the message.  When employees perceive their manager has high credibility, they are more likely to:  Be promoters of the organization  Have strong sense of team spirit  Be attached and committed to the organization  Have a sense of ownership  See the alignment between their own personal values and the values of the organization
  9. 9. Foundation of Leadership Credibility Matters  When employees perceive their manager as having low credibility, they are more likely to:  Produce only when they are being watched  Be motivated primarily by money  Promote the organization publicly but criticize the organization privately  Feel unsupported and unappreciated
  10. 10. Foundation of Leadership  Credibility Matters  Employee know credibility when they hear and see it.      Around the globe people describe credibility as: They practice what they preach They walk the talk Their actions are consistent with their words They follow through on their promises They do what they say they will do
  11. 11. Leadership Practice: Model the Way  Titles are labels, they do not give you credibility, it is your behaviour that will win you respect. Model the way by: > Leading by example > DWYSYWD (Do What You Say You Will Do) > Ensuring your actions align with your values
  12. 12. Leadership in Action: Model the Way Commitment Number 1  Essentials of: Clarifying Values > Find your voice > Affirm shared values  Taking Action > Write a tribute to yourself > Write your credo > Engage in a credo dialogue Commitment Number 2  Essentials of: Setting the Example > Personify the shared values > Teach others to model the values  Taking Action > Do a personal audit > Develop a routine for questioning > Put storytelling on your meeting agenda
  13. 13. Leadership Practice: Inspire a Shared Vision  Leaders awaken the passion in others by communicating a compelling vision of their followers. Inspire a shared vision by: > Envisioning the future > Finding a common purpose > Listening to others > Identifying what is important to others
  14. 14. Leadership in Action: Inspire a Shared Vision Commitment Number 3  Essentials of: Envisioning the Future  Imagine the possibilities > Find a common purpose Commitment Number 4  Essentials of: Enlisting Others  Appeal to common ideals > Animate the vision  Taking Action  Determine the something  Taking Action  Record you shared vision  Breathe life into your vision you want to do > Picture what you will do next > Survey your constituents about their aspirations > Expand your communication and expressiveness skills
  15. 15. Leadership Practice: Challenge the Process  Leaders are always looking for ways to innovate, grow and improve. They are risk takers that recognize and support good ideas and learn from their mistakes. Challenge the Process by:  Searching for opportunities  Experimenting and taking risks > Learning from your mistakes > Encourage and promote good ideas
  16. 16. Leadership in Action: Challenge the Process Commitment Number 5  Essentials of: Searching for Opportunities > Seize the initiative > Exercise outsight Commitment Number 6  Essentials of: Experimenting and Taking Risks  Generate small wins  Learn from experience  Taking Action  Taking Action  Conduct postmortems  Conduct pre-mortems > Treat every job as an adventure  Question the status quo > Send everyone > Strengthen resilience
  17. 17. Leadership Practice: Enable Others to Act  Leadership is a team effort. Great leaders can accomplish remarkable things by enabling others. They reinforce and support others, making each person feel talented and a vital part of the team. Enable Others to Act by: > Sharing power with others > Offering support > Knowing when to be a coach and when to be a team member > Building a culture of collaboration
  18. 18. Leadership in Action: Enable Others to Act Commitment Number 7  Essentials of: Fostering Collaboration  Create a climate of trust  Facilitate relationships  Taking Action  Show trust to build trust  Say we, ask questions, listen and take advice > Get people interacting Commitment Number 8  Essentials of: Strengthening Others  Enhance self-determination  Develop competence and confidence  Taking Action  Increase individual accountability  Offer visible support > Conduct monthly coaching conversations
  19. 19. Leadership Practice: Encourage the Heart  Great leaders celebrate accomplishment and milestones, show appreciation for excellence and build group esprit de corps. Encourage the Heart by:  Recognize contributions  Link performance with rewards  Celebrate the values and victories  Personalizing recognition
  20. 20. Leadership in Action: Encourage the Heart Commitment Number 9  Essentials of: Recognizing Contributions  Expect the best  Personalize recognition Commitment Number 10  Essentials of: Celebrating the Values and Victories  Create a spirit of community  Be personally involved  Taking Action > Find out what is encouraging  Stop by for a visit  Develop a winner’s attitude  Taking Action  Plan a celebration today  Reinforce core values in your celebrations > Enjoy yourself
  21. 21. Summary  During these tough times, it is critical to continue to invest in building better leaders. An investment in the development of exemplary leaders will enable the organization to meet of the current and future business environment.
  22. 22. Thank You