LEADERSHIP in SIBPM
<ul><li>Leadership is interpersonal influence exercised in a situation and directed through the communication process towa...
Characteristic of a leader <ul><li>The leader is constantly interacting and commanding. </li></ul><ul><li>The leader makes...
LEADERSHIP VERSUS MANAGEMENT <ul><li>Leaders  focus more on enterprise wide, strategic, long-term, eventful, and value-add...
Kotter's Comparison of Leadership and Management
Kotter's Comparison of Leadership and Management contd…..
Leaders use three types of skills  <ul><li>Technical skill  </li></ul><ul><li>Human skill   </li></ul><ul><li>Conceptual s...
Traits and skills found most frequently to be characteristics of successful leaders
Traits or areas of competence  <ul><li>Management of attention </li></ul><ul><li>Management of meaning </li></ul><ul><li>M...
Types of Leadership style <ul><li>Transactional Leader </li></ul><ul><li>Transformational  </li></ul><ul><li>Leader </li><...
Functions of a leader <ul><li>Leader is an executive, planner, policy maker, expert, punishing authority, arbitrator, medi...
Functions of a leader contd… <ul><li>Self-confidence </li></ul><ul><li>A vision </li></ul><ul><li>Ability to articulate th...
Approaches to Leadership <ul><li>One method of objective measurement is to study the productivity of a team or a work grou...
Showing  the link between supervisor's attitude and productivity Employee Centered Production Centered Not Ascertained Tot...
 
Situation is favorable for leader Situation is unfavorable for leader Leader Member Relation Good Good Good Good Poor Poor...
SHOWING PATH GOAL THEORY
Effective Leadership <ul><li>ways leaders approach people to motivate them </li></ul><ul><li>related to one's model or org...
9 8 7 6 5 4 3 2 1 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationships lead to...
The Five Critical Steps…. 5As <ul><li>Awareness </li></ul><ul><li>Anticipation </li></ul><ul><li>Action </li></ul><ul><li>...
The New Strategic Reality of Leadership Development <ul><li>building awareness of external challenges, emerging strategies...
HCL Infinet   <ul><li>Teamwork </li></ul><ul><li>Coach, do not lead </li></ul><ul><li>Do not micro manage your teams </li>...
Effective Followership Competencies 1. Ability to self-manage 2. Organizational commitment 3. Integrity, credibility, and ...
Thank you
Upcoming SlideShare
Loading in …5
×

project leadership in SIBPM

1,127 views

Published on

sustainable project managers -- seeing through HR /leadersip perspective

0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,127
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
0
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide

project leadership in SIBPM

  1. 1. LEADERSHIP in SIBPM
  2. 2. <ul><li>Leadership is interpersonal influence exercised in a situation and directed through the communication process toward the attainment of a specific goal or goals. </li></ul><ul><li>Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor that binds a group together and motivates it toward goals. </li></ul><ul><li>leadership is fundamentally the ability to form and mould the attitudes and behaviour of other individuals, whether informal or formal situation and that management relates to the formal task of decision and command. </li></ul>
  3. 3. Characteristic of a leader <ul><li>The leader is constantly interacting and commanding. </li></ul><ul><li>The leader makes the organization a part of his self-image. </li></ul><ul><li>The leader's personal goals, values and feelings are organizationally centered. </li></ul><ul><li>The leader handles the supervisors as individuals. </li></ul><ul><li>The leader controls the transmission of important information. </li></ul><ul><li>The leader emphasis the present. </li></ul><ul><li>The leader sets realistic goals. </li></ul>
  4. 4. LEADERSHIP VERSUS MANAGEMENT <ul><li>Leaders focus more on enterprise wide, strategic, long-term, eventful, and value-added roles and competencies. Managers, on the other hand, are concerned more with implementation-oriented, routine, short-to mid-term predictable tasks, and technical detail </li></ul>
  5. 5. Kotter's Comparison of Leadership and Management
  6. 6. Kotter's Comparison of Leadership and Management contd…..
  7. 7. Leaders use three types of skills <ul><li>Technical skill </li></ul><ul><li>Human skill </li></ul><ul><li>Conceptual skill </li></ul>
  8. 8. Traits and skills found most frequently to be characteristics of successful leaders
  9. 9. Traits or areas of competence <ul><li>Management of attention </li></ul><ul><li>Management of meaning </li></ul><ul><li>Management of trust </li></ul><ul><li>Management of self </li></ul>
  10. 10. Types of Leadership style <ul><li>Transactional Leader </li></ul><ul><li>Transformational </li></ul><ul><li>Leader </li></ul>
  11. 11. Functions of a leader <ul><li>Leader is an executive, planner, policy maker, expert, punishing authority, arbitrator, mediator and the rewarding authority. He is also looked upon as an example, a father figure, an ideologist, symbol of the group and also a scape goat at times. </li></ul>
  12. 12. Functions of a leader contd… <ul><li>Self-confidence </li></ul><ul><li>A vision </li></ul><ul><li>Ability to articulate the vision </li></ul><ul><li>Strong convictions about the vision </li></ul><ul><li>Perceived as being a change agent </li></ul><ul><li>Environment sensitivity </li></ul>
  13. 13. Approaches to Leadership <ul><li>One method of objective measurement is to study the productivity of a team or a work group. </li></ul><ul><li>Best way to study and to define leadership is in terms of what leaders do rather than in terms of what traits they possess </li></ul>
  14. 14. Showing the link between supervisor's attitude and productivity Employee Centered Production Centered Not Ascertained Total Heads of high producing sections 6 1 5 12 Heads of low producing sections 3 7 2 12
  15. 16. Situation is favorable for leader Situation is unfavorable for leader Leader Member Relation Good Good Good Good Poor Poor Poor Poor Task Structure Structured Structured Unstructured Unstructured Structured Structured Unstructured unstructured Position Power Strong Weak Strong Weak Strong Weak Strong Weak Recommended leadership Orientation Task-oriented Relationship-oriented Task-oriented
  16. 17. SHOWING PATH GOAL THEORY
  17. 18. Effective Leadership <ul><li>ways leaders approach people to motivate them </li></ul><ul><li>related to one's model or organisational behaviour </li></ul><ul><li>creative leadership is the art of institution building </li></ul><ul><li>the reworking to fashion an organisation that embodies new and enduring values </li></ul>
  18. 19. 9 8 7 6 5 4 3 2 1 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationships lead to a comfortable, friendly organisation atmosphere and work tempo 9.9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect 5.5 Organisation Man Management Adequate organization performance in possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 9.1 Authority-Obedience Efficiency in operation results from arranging conditions of work in such a way that human elements interfere to a minimum degree 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership
  19. 20. The Five Critical Steps…. 5As <ul><li>Awareness </li></ul><ul><li>Anticipation </li></ul><ul><li>Action </li></ul><ul><li>Alignment </li></ul><ul><li>Assessment </li></ul>
  20. 21. The New Strategic Reality of Leadership Development <ul><li>building awareness of external challenges, emerging strategies, organizational needs and what leading firms do to meet the needs </li></ul><ul><li>employing anticipatory learning tools to recognize potential external events, envision the future and focus on action the organization can take to create its own future; </li></ul><ul><li>taking action by tying leadership development programs to solving important, challenging business issues </li></ul><ul><li>Aligning leadership development with performance assessment, feedback, coaching and succession planning; and </li></ul><ul><li>Assessing impact of the leadership - development process on individual behavioral changes and organizational success. </li></ul>
  21. 22. HCL Infinet <ul><li>Teamwork </li></ul><ul><li>Coach, do not lead </li></ul><ul><li>Do not micro manage your teams </li></ul><ul><li>Treat colleagues as equals </li></ul><ul><li>Communicate, good leadership </li></ul><ul><li>Walk the talk </li></ul>
  22. 23. Effective Followership Competencies 1. Ability to self-manage 2. Organizational commitment 3. Integrity, credibility, and honesty 4. Competence and focus 5. Versatility 6. Job and task ownership 7. Critical problem-solving skills 8. Team player 9. Energetic and empowered
  23. 24. Thank you

×