• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Leadership
 

Leadership

on

  • 2,116 views

 

Statistics

Views

Total Views
2,116
Views on SlideShare
2,097
Embed Views
19

Actions

Likes
0
Downloads
0
Comments
0

1 Embed 19

http://www.linkedin.com 19

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Leadership Leadership Presentation Transcript

    • LEADERSHIP “ GETTING EXTRA-ORDINARY PERFORMANCE OUT OF ORDINARY PEOPLE” - Sir John Harvey Jones “ A BUSINESS SHORT ON CAPITAL CAN BORROW MONEY. BUT A BUSINESS SHORT OF LEADERSHIP HAS LITTLE CHANCE OF SURVIVAL” - Peter Drucker
    • LEADERSHIP LEADERSHIP IS THE ABILITY OF A MANAGER TO BRING PEOPLE TO WORK TOGETHER EFFICIENTLY FOR A COMMON GOAL LEADERSHIP IS THE ABILITY TO GET OTHER PEOPLE TO FOLLOW YOU AND TO WILLINGLY DO WHAT YOU WANT THEM TO DO.
    • LEADERSHIP
      • A FUNCTION OF 3 VARIABLES –
      • THE INDIVIDUAL - the leader himself
      • THE GROUP OF FOLLOWERS
      • THE CONDITIONS / SITUATION
      FOR A GOOD UNDERSTANDING OF LEADERSHIP, IT IS ESSENTIAL TO HAVE A GOOD UNDERSTANDING OF THE INDIVIDUALS, THE ORGANISATIONS AND CONDITION OF THEIR INTER-RELATIONSHIPS.
    • LEADERSHIP LEADER HIMSELF personality, beliefs, preferred style... GROUP responsible, lazy, dependent, confidence in leader... SITUATION orgn. Culture, time pressures THE INFLUENCING FACTORS
    • LEADERSHIP THE INTEGRAL ROLE : integration of TASK NEEDS TEAM NEEDS INDIVIDUAL NEEDS
    • LEADERSHIP EFFECTIVE LEADER – NO ONE WAY ONE HAS TO BE CAPABLE OF BEHAVING DIFFERENTLY IN DIFFERENT CIRCUMSTANCES
      • DIRECTIVE LEADER ( AUTOCRATIC )
      • CONSULTATIVE LEADER ( DEMOCRATIC )
      • DELEGATORY LEADER ( FREE REIN )
    • LEADERSHIP FREE REIN DEMOCRATIC AUTOCRATIC Individual has increasing freedom Leader exerts increasing Control Individual has Complete Control Leader has Complete Control
    • LEADERSHIP
      • LEADERSHIP APPROACHES :
      • Task orientation
      • People Orientation
      PEOPLE TASK low high low high 1,9 9,9 9,1 1,1 5,5 Missionary Compromiser Autocrat Deserter
    • LEADERSHIP SUCCESSFUL LEADERS WERE THOSE
      • WHOSE BOSSES GAVE THEM MORE FREEDOM
      • WHO WERE MORE EMPLOYEE CENTRED
      • WHO ENCOURAGED THEIR SUBORDINATES TO
      • CONTRIBUTE IDEAS ON HOW BEST TO PROCEED
    • LEADERSHIP STYLE IS BASICALLY DERIVED FROM ONE’S PREFERRED ATTITUDE ON PEOPLE & THEIR BEHAVIOUR PATTERN THEORY X THEORY Y
    • LEADERSHIP THEORY X The typical person DISLIKES WORK and will try to avoid it if possible. He engages in various work restrictions because HE IS LAZY . He HAS LITTLE AMBITION and will AVOID RESPONSIBILITY if possible. HE IS SELF CENTRED, INDIFFERENT TO ORGANISATIONAL NEEDS and RESIST CHANGE . The common rewards given by organisations are not enough to overcome his dislike for work. So, the only way that Management can secure high employee performance is TO COERCE, CONTROL and THREATEN him MANAGER APPROACH
      • Activity oriented - sets time bound
      • activities
      • Dictates priorities for others
      • Task & Activities are assigned
      • without explanations
      • Gives ‘Set Guidelines’ & expects
      • them to be followed blindly
      • Focus is on activity rather than
      • Goal.
      • Plans & Schedule things for others
    • LEADERSHIP THEORY Y People are NOT LAZY . Any appearance they have of being that way is the result of experiences with organisations. But, IF MANAGEMENT PROVIDES PROPER ENVIRONMENT to release their potential, WORK WILL BECOME AS NATURAL TO THEM AS REST OR PLAY. Management’s role is to provide the environment in which the potential of people can be released at work MANAGER APPROACH
      • Dealing with adults capable
      • of scribing their own destiny
      • Make work a challenging
      • opportunity
      • Motivation thru’ involvement,
      • job enrichment
      • Each is his own manager/ leader
    • LEADERSHIP
      • PERSONAL QUALITIES :
      • OPEN MIND
      • DOES NOT PUSH BUT ALLOWS PROCESS TO UNFOLD
      • TEACHES BY EXAMPLE
      • FAIRNESS IN APPROACH OR DEALINGS
      • PAYS RESPECTFUL ATTENTION TO ALL BEHAVIUOR
      • DOES NOT PROTECT PEOPLE FROM THEMSELVES
      • PLACES WELL BEING OF ALL ABOVE WELL BEING OF SELF
      • WORKS IN ANY SETTING, WITHOUT COMPLAINT, WITH
      • ANY PERSON OR ISSUE – HE ACTS SO THAT ALL WILL
      • BENEFIT – HE SPEAKS SIMPLY & HONESTLY
      • TAKES THE BLAME FOR POOR PERFORMANCE AND
      • SHARES JOYS OF SUCCESS WITH ALL
    • LEADERSHIP
      • PERSONAL QUALITIES :
      • PAYS ATTENTION TO WHAT IS BEING SAID
      • DOES NOT INTERVENE UNNECESSARILY – HIS PRESENCE
      • IS FELT BUT THR GROUP RUNS ITSELF
      • FACILITATES BUT DOES NOT INTRUDE
      • TRUSTS HIS PEOPLE
      • DOES NOT COMPROMISE TO MAKE PEOPLE FEEL GOOD
      • DOES NOT GET RUFFLED BY FAILURES, TAKES THEM IN
      • STRIDE
      • STABILITY, FLEXIBILITY, ENDURANCE
      • WARRIOR – ACTS WITH POWER & DECISION
      • NOT EGOCENTRIC
      • AWARENESS – WHAT IS HAPPENING AROUND
    • LEADERSHIP
      • PERSONAL QUALITIES :
      • A LEADER MUST HAVE VISION
      • A SENSE OF JUDGEMENT
      • ENERGY
      • DETERMINATION
      • CONSISTENCY
      • FAIRNESS
      • RUTHLESSNESS
      • SELF - KNOWLEDGE
      • SKILLS - communication, listening, decision making, motivation,
      • counselling, training, grievance handling, etc
    • LEADERSHIP
      • PERSONAL QUALITIES : some more
      • FITNESS OF BODY & MIND
      • COURAGE
      • WILL POWER
      • ABILITY TO CONNECT WITH PEOPLE
      • TRUTHFULNESS / HONESTY
      • INTEGRITY
      • AUTHENTIC
      Leaders must inspire and to do so must capture the heart, the mind and the soul.
    • LEADERSHIP
      • HELP YOUR PEOPLE TO REALISE THAT WORK CAN BE
      • SATISFYING
      • PROVIDE CLEAR TARGETS
      • ASSESS PERFORMANCE OBJECTIVELY
      • GIVE PRAISE / RECOGNITION - where appropriate
      • REPRIMAND - where appropriate
      • KEEP PEOPLE CONSTANTLY INFORMED
      • RESPECT YOUR PEOPLE, THEIR FEELINGS
      • BE WATCHFUL OF WORKING CONDITIONS
      • INVITE SUGGESTIONS FOR IMPROVEMENTS
      • TRAIN FOR SKILLS IMPROVEMENTS
      • DEAL WITH GRIEVANCES PROMPTLY
      • RECOGNISE TO ERR IS HUMAN - allow mistakes
    • LEADERSHIP
      • A LEADER MUST ACCEPT :
      • that people think
      • that people have great potential
      • that people expect to be heard
      • that people want to work
      • that people have aspirations, expectations
      • that people have love for others
      • that people possess distinct behaviour patterns, attitudes
      • that people have knowledge
      • that people are expensive
      • that people are no longer meek
      • that people have the power to compare
    • LEADERSHIP
      • ORGANISATIONS DON’T REALLY ACCOMPLISH ANYTHING
      • PLANS DON’T ACCOMPLISH EITHER
      • THEORIES OF MANAGEMENT DOESN’T MUCH MATTER
      • ENDEAVOURS SUCCEED OR FAIL BECAUSE OF THE PEOPLE INVOLVED
      • ONLY BY KEEPING YOUR PEOPLE ON THE GO WILL YOU ACHIEVE
      • SO THEN, IT’S EASY…IT’S ABOUT PEOPLE
      • THE LEADER IS ONLY EFFECTIVE THROUGH THE ACTIONS OF HIS
      • FOLLOWERS