BUSINESS JOURNALS REVIEW ON LEADERSHIP II Learning from Research 06/10/09 05:54 PM L E A D E R S H I P
Leadership Course at PAF-KIET One of the project assigned to students of this course was to give an oral presentation on a research publication on leadership from HBR. This presentation includes some of these presentations. Good effort of students is appreciated. 06/10/09 05:54 PM L E A D E R S H I P
Most people seem to regard intelligence, honesty, sociability, understanding, aggressiveness, verbal skills, determination, and industriousness as important aspects of leadership, regardless of the team task or situation.
Eight problems for leadership that affect team performance
Task side :
successful leaders communicate a clear mission or sense of porpose, identify available resources and talent, develop the talent, plan and organize, coordinate work activities, and acquire needed resources.
Maintenance side :
they minimize and resolve conflicts among group members and they ensure that team members understand the team’s goals, constraints, resources and problems.
06/10/09 05:54 PM L E A D E R S H I P
Leader’s personality has predictable affects on team performance
Leaders with higher surgency scores communicate more with their teams
Conscientiousness is related to being perceived as trustworthy, playful, and organized
Agreeableness is related to communications, trust and morale.
Emotional stability is associated with seeming steady under pressure, able to resolve conflicts, and to handle negative feedback
Business Graduates will have acquired a set of common leadership competencies but educators should assess and shape the character of those seeking leadership roles. Common competencies are inefficient in preparation of global leaders.
HR professionals should create healthy, high performing organizations so that character can be identified, elicited and assessed in the real world.
Distinctive Competencies are best assessed through experience in the field.
Leaders breathe life into the hopes and dreams of others and enable them to see the exciting possibilities that the future holds. Leaders forge a unity of purpose by showing constituents how the dream is for the common good.
Leaders communicate their passion through vivid language and an expressive style.
06/10/09 05:54 PM L E A D E R S H I P
3-Challenge the Process Leaders challenge the process. Leaders are pioneers—people who are willing to step out into the unknown. They search for opportunities to innovate, grow, and improve. The leader’s primary contribution is in the recognition of good ideas, the support of those ideas, and the willingness to challenge the system to get new products, processes, services, and systems adopted These all involve experimentation, risk, and failure. They proceed anyway. 06/10/09 05:54 PM L E A D E R S H I P
Challenge the Process…. “ leaders learn by leading, and they learn best by leading in the face of obstacles. As weather shapes mountains, problems shape leaders. Difficult bosses, lack of vision and virtue in the executive suite, circumstances beyond their control, and their own mistakes have been the leaders’ basic curriculum.” In other words, leaders are learners. They learn from their failures as well as their successes. 06/10/09 05:54 PM L E A D E R S H I P
4-Enable Others To Act Grand dreams don’t become significant realities through the actions of a single person. Leadership is a team effort. Leaders make it possible for others to do good work. They know that those who are expected to produce the results must feel a sense of personal power and ownership. Leaders understand that the command-and-control techniques of the Industrial Revolution no longer apply. Leaders enable others to act not by hoarding the power they have but by giving it away. Leader makes people feel strong and capable—as if they can do more than they ever thought possible—they’ll give it their all and exceed their own expectations. 06/10/09 05:54 PM L E A D E R S H I P
Encouragement is curiously serious business. It’s how leaders visibly and behaviorally link rewards with performance.
When striving to raise quality, recover from disaster, start up a new service, or make dramatic change of any kind, leaders make sure people see the benefit of behavior that’s aligned with cherished values. And leaders also know that celebrations and rituals, when done with authenticity and from the heart, build a strong sense of collective identity and community spirit that can carry a group through extraordinarily tough times.