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High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
High Performing Leadership
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High Performing Leadership

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Slides about leadership : concepts, skills and applicative methods

Slides about leadership : concepts, skills and applicative methods

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  • Great job! Very Informative. Could you email the slides to sraj1264@gmail.com. Thanks.
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  • 1. High Performing Leadership
  • 2. Contents
    • Six Trait of Effective Leaders
    • Managerial Grid of Leaders
    • Contingency Model of Leadership
    • Elements of High Performing Leaders
      • Leader as Vision Creator
      • Leader as Team Builder
      • Leader as Task Allocator
      • Leader as People Developer
      • Leader as Motivation Stimulator
  • 3. www.exploreHR.org You can download this presentation at: Please visit www.exploreHR.org for more presentations on leadership, personal development, and HR management.
  • 4. Six Key Traits of Effective Leaders
  • 5. What is Leadership ? A leader articulates and embodies a vision and goals, and enables others to share and achieve them Leadership is a state of mind….leadership is abut vision, spirit, and character; getting diverse individuals to work together as a team
  • 6. Six Traits of Leaders Drive Desire to Lead Integrity Self-Confidence Intelligence Job-relevant Knowledge If you find this presentation useful, please consider telling others about our site (www.exploreHR.org)
  • 7. Six Traits of Leaders Drive Leaders exhibit a high effort level. They have a relatively high desire for achievement, have a lot of energy, show initiative, and they’re persistent in their activities Desire to Lead Leaders have a strong desire to influence and lead others, they demonstrate the willingness to take responsibility
  • 8. Six Traits of Leaders Integrity Leaders build trusting relationship between themselves and followers by being truthful and by showing consistency between word and deed Self-Confidence Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of goals and decisions
  • 9. Six Traits of Leaders Intelligence Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information; and to be able create visions, solve problem, and make correct decisions Job-Relevant Knowledge Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions.
  • 10. Managerial Grid of Leaders Concern for Tasks Concern for People 1 5 9 1 5 9 9.9. Team Management 1.9. Country Club Management 5.5. Middle of the Road Management 9.1. Task Management 1.1. Impoverished Management
  • 11. Managerial Grid of Leaders 1.9. Country Club Management 9.1. Task Management The leaders focuses on being supportive and considerate of employee to the exclusion of concern for task efficiency The leaders concentrates on task efficiency but shows little concern for the development and morale of employee
  • 12. Managerial Grid of Leaders 1.9. Country Club Management 9.1. Task Management The leaders focuses on being supportive and considerate of employee to the exclusion of concern for task efficiency The leaders concentrates on task efficiency but shows little concern for the development and morale of employee
  • 13. Managerial Grid of Leaders 9.9. Team Management 1.1. Impoverished Management The leader facilitates task efficiency and high morale by coordinating and integrating work-related activities The leaders exerts minimum of effort to accomplish the work
  • 14. Contingency Model of Leadership
    • Leader Behavior
    • Directive
    • Supportive
    • Participative
    • Achievement Oriented
    • Environmental Contingency Factor
    • Task Structure
    • Formal Authority System
    • Work Group
    • Employee Contingency Factor
    • Locus of Control
    • Experience
    • Perceived Ability
    • Outcomes
    • Performance
    • Satisfaction
  • 15. Contingency Model of Leadership
    • Lead to greater satisfaction when tasks are ambiguous and stressful than when they’re highly structured and well laid out
    • Will lead to higher employee satisfaction when there’s substantive conflict within work group
    • Will satisfy employees with an external locus of control
    • Are likely to be perceived as redundant among employees with high perceived ability or with considerable experience
    Directive Leaders
  • 16. Contingency Model of Leadership
    • Creates high employee performance and satisfaction when employees are performing structured tasks
    • Are needed when the formal authority relationships are clear and bureaucratic
    Supportive Leaders
  • 17. Contingency Model of Leadership
    • Will satisfy employees with internal locus of control (those who believe they can control their own destiny)
    Participative Leaders
    • Will increase employees’ expectancies that effort will lead to high performance when tasks are ambiguously structured
    Achievement Oriented Leaders
  • 18. Elements of High Performing Leadership Leader as Vision Creator Leader as Tasks Allocator Leader as Team Builder Leader as Motivation Stimulator Leader as People Developer High Performing Leadership
  • 19. Leader as Vision Creator
  • 20. Leader as Vision Creator Creating Vision Setting Goals Developing Action Plan Monitoring Action Plan Execution
  • 21. Leader as Vision Creator Creating Vision Analysis of external opportunities and threats Analysis of internal capabilities and areas for improvement
      • "What is our vision for the team/organization — where should the team be headed, what kind of team/organization do we want to become?"
  • 22. Leader as Vision Creator Setting Goals
    • The purpose of setting goals is to convert managerial statements of team vision into specific performance targets — results and outcomes the team wants to achieve.
  • 23. Four Characteristics of Goal Setting Goal Difficulty Goal Specifity
    • Increasing your employees' goal difficulty increases their challenges and enhances the amount of effort expended to achieve them
    • When given specific goals, employees tend to perform higher
  • 24. Four Characteristics of Goal Setting Feedback Participation in Goal Setting
    • Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal
    • Employees who participate in the process, generally set higher goals than if the goals were set for them
  • 25. Leader as Vision Creator Developing Action Plan
    • Action plan are the means for accomplishing objectives
    • Action plan must be concrete, measurable events that must occur
  • 26. Leader as Vision Creator Monitoring Action Plan Execution
    • The final step is to follow up, measure, and check to see if the team is doing what is required.
    • This kind of leader involvement validates that the stated priorities are worthy of action.
  • 27. Leader as Team Builder
  • 28. Great Team Leader as Team Builder
    • Clear Goals
    • Clear measures of performance
    • Clear job roles
    • Team identity and spirit
    • Sense of fun and enjoyment
    • Open and honest communication
    Task People Effective Leaders develop and nurture……
  • 29. Leader as Team Builder Cultivate a cohesive team Promote team problem solving Be loyal to your members Help your members to manage and learn from their challenges Care about your members Leader as Team Builder
  • 30. Leader as Team Builder Cultivate a cohesive team
    • Know when to step in and when to stay out of team conflicts.
    • Plan occasional team events that let people get together without the pressures of work.
  • 31. Leader as Team Builder Promote team problem solving
    • Be accessible for consultation with your employees if problems arise, but don't micromanage.
  • 32. Leader as Team Builder Be loyal to your team member
    • Be the voice of your team at the management table.
    • Share the credit with your team for its achievements and ensure that those above you know about its successes.
  • 33. Leader as Team Builder Help your members to manage and learn from their challenges
    • Find out what gets in the way of their doing their best.
    • Delegate, but don't abdicate.
  • 34. Leader as Team Builder Care about your members
    • Make small talk with your employees when the opportunity presents itself.
    • Greet employees by name when you make first contact each day.
    • Be a positive, encouraging force.
  • 35. Leader as Tasks Allocator
  • 36. Leader as Tasks Allocator Leaders get things done through people…….. Leaders Tasks People Result Effective leaders, therefore, need to understand the value of allocating tasks or delegating and know how to do it
  • 37. Leader as Tasks Allocator Delegation
    • The assignment of authority to another person to carry out specific activities.
    • It allows a employee to make decisions – that is, it’s a shift of decision making authority from one organizational level to another lower one.
  • 38. Leader as Tasks Allocator What to delegate
    • Recurring and routine tasks
    • Tasks that would increase or develop an employee’s skills or knowledge
    • Occasional duties or tasks
    • Tasks I do that are in someone’s area of expertise or interest
  • 39. Leader as Tasks Allocator Who to delegate to
    • A person who is already able and willing to take on responsibility for doing a task
    • A person who wants to learn the task in order to develop or extend their skills
    • A person who wants to make their job more interesting and challenging
  • 40. Steps to Delegate Effectively Clarify the Assignment Specify the Employee’s Range of Discretion Allow the Employee to Participate Inform Others that Delegation has Occurred Monitor Results
  • 41. Steps to Delegate Effectively Clarify the Assignment
    • It’s your responsibility to provide clear information on what is being delegated, the results you expect, and any time or performance expectations you hold
  • 42. Steps to Delegate Effectively Specify the employee’s Range of Discretion
    • What you are delegating is authority to act on certain issues within certain parameters. You need to specify what those parameters are so that employees know, in no uncertain terms, the range of their discretion.
  • 43. Steps to Delegate Effectively Allow the employee to Participate
    • One of the best way to decide how much authority will be necessary to accomplish a task is to allow the employee to participate in that decision.
  • 44. Steps to Delegate Effectively Inform Others that Delegation has Occurred
    • You need to inform the employee’s colleagues, other supervisors, or senior managers, that you have delegated a particular task or duty to someone else, particularly if that employee will liaising with others in order to carry it out.
  • 45. Steps to Delegate Effectively Monitor Results
    • Monitoring allows you to make any necessary adjustments to the way the task is being done.
  • 46. Leader as People Developer
  • 47. Leader as People Developer Leadership is about developing leaders, not followers Leadership is about creating a legacy, one that will propel the organization to new levels of success even when the leader has moved on
  • 48. Leader as People Developer Leader Employee Employee Development and Learning Plan
  • 49. Leader as People Developer
    • An Employee Development and Learning Plan is a formal contract between a leader and an employee that identifies specific development activities that link the employee's interests and skills to organizational needs.
    • Development activities may be both formal and informal and can include self-directed activities, mentoring opportunities, and challenging assignments.
    Employee Development and Learning Plan
  • 50. Leader as People Developer Employee Development and Learning Plan
    • The plan is the outcome of one or more discussion sessions that address:
    • the employee's and manager's perspective on the employee's effectiveness in her current role
    • mutual suggestions for increasing impact in the current role
  • 51. Leader as People Developer Employee Development and Learning Plan
    • the manager's perspective on preparing for future opportunities, including an overview of organizational priorities
    • mutual brainstorming about formal and informal learning opportunities that will lead to improved performance
  • 52. Leader as People Developer Employee Development and Learning Plan
    • Things to consider in designing Development Plan :
    • Understands that each person learns differently and that employees need to have tailored learning plans that suit their learning styles.
  • 53. Leader as People Developer Employee Development and Learning Plan
    • Employees benefit because they can :
    • reflect on and communicate their own interests, skills, and achievements to their managers
    • volunteer for participation in satisfying assignments, special projects, and learning activities
    • relate personal goals to the bigger picture of the organization's long-term business plan
    • seek feedback about specific development needs and interests
  • 54. Leader as People Developer Employee Development and Learning Plan
      • Managers benefit because they can:
    • share the responsibility for developmental planning with employees rather than assuming full responsibility
    • get a clearer picture of employees' interests and goals and relate those interests to new tasks and assignments
    • energize and retain employees by providing new challenges in their current roles as well as preparing them for other roles
  • 55. Leader as Motivation Stimulator
  • 56. Leader as Motivation Stimulator Leaders establish the vision for the future and set the strategy for getting there; they motivate and inspire others to go in the right direction Motivation = the willingness to exert high level of effort to reach organizational goals
  • 57. Leader as Motivation Stimulator Three C’s of Motivation Collaboration Content Choice
  • 58. Leader as Motivation Stimulator Collaboration Content Choice People feel more motivated to work hard when they’re inspired to cooperate, when they have an opportunity to help one another succeed People feel more motivated to work hard when they understand how their work add value to the organization People feel more motivated to work hard when they feel empowered to make decisions about their work
  • 59. Leader as Motivation Stimulator Leader as Motivation Stimulator Inspire by Example Create and communicate a clear vision of the goals
  • 60. Leader as Motivation Stimulator Inspire by Example
    • Be clear and enthusiastic about your own life purpose and goals.
  • 61. Leader as Motivation Stimulator Inspire by Example
    • Share stories from your own experience. People who capture the hearts of others and leave them feeling uplifted often do so by sharing stories about their own struggles, mistakes, and life lessons.
  • 62. Leader as Motivation Stimulator Inspire by Example
    • Focus on the dreams and goals of others.
  • 63. Leader as Motivation Stimulator Create and communicate a clear vision of the goals
    • Ensure that you are clear about the goals that have been assigned to your team by management above you.
    • Have the team develop plans for achieving these goals.
  • 64. Leader as Motivation Stimulator Create and communicate a clear vision of the goals
    • Help others to bring out the best in themselves.
    • Keep the vision front and center.
  • 65. Recommended Further Readings:
    • Stephen Robbins and Mary Coultar, Management , Prentice Hall International
    • Bryn Hughes, The Leader's Tool Kit: Hundreds of Tips and Techniques for Developing the Skills You Need , Kingsway Communications
  • 66. End of Material

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