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Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
Leadership
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Leadership

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all about leadership

all about leadership

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  • 1. Leadership
  • 2. Leadership Concept and Philosophy
    • THE TASK OF A LEADER IS TO GET HIS
    • PEOPLE FROM WHERE THEY ARE TO
    • WHERETHEY HAVE NOT BEEN.
    • HENERY KESSINGER.
  • 3. What Is Leadership?
  • 4. DIFFERENCE BETWEEN A MANAGER & A LEADER.
    • A MANAGER CARRIES OUT PLANNING & BUDGETING.
    • MANAGER MAINTAINS CONTROL & ORDER .I.E. HE MUST SET POLICIES THAT BUY LOYALTY.
    • MANAGER FOCUSES ON SYSTEMS, TASKS, STRUCTURE & RESULTS.
    • MANAGER RELIES ON CONTROLS.
    • A LEADER INNOVATES & CHARTS A COURSE PROVIDING DIRECTION.
    • LEADER DEVELOPS & INSPIRES PEOPLE.
    • LEADER FOCUSES ON PEOPLE & PROCESSES.
    • LEADER BUILDS RELATIONSHIPS, INSPIRES TRUST & GENERATES COMMITMENT.
  • 5. MANAGER’S DEALINGS
    • NEGATIVE GAINS ARE LIKE BRIBES WE GIVE OURSELVES WHEN USING DEFENCES.
    • E.G.
    •  HE DESERVED IT !
    •  I HAD NO CHOICE.
    •  I THOUGHT THAT IS WHAT HE
    • WANTED.
  • 6. What is leadership, and how does it differ from management?
    • Leadership is a special case of interpersonal influence that gets an individual or group to do what the leader or manager wants done.
    • Forms of leadership:
      • Formal leadership.
      • Informal leadership.
  • 7. WHY STUDY LEADERDHIP? CAN ALL BECOME LEADERS?
  • 8. WHY STUDY LEADERSHIP?
    •  IN A HIGH PERFORMING ORGANIZATION EVERY BODY CHOOSES RESPONSIBILITY.
    •  THE OGANIZATION HAS FLAT STRUCTURE.
    •  WHEN A SUBORDINATE MAKES THE SUPERVISOR AWARE OF POTENTIALLY DAMAGING ISSUES, HE TAKES THE INITIATIVE TO LEAD HIS LEADER.
  • 9. THEORIES OF LEADERSHIP. TRAIT APPROACH OR THE GREAT MAN THEORY. TRAITS ARE DIVIDED INTO THREE:  PHYSICAL ATTRIBUTES. (HIGHT, SKIN +COLOUR)  ABILITY ATTRIBUTES. (FLUENCY OF SPEECH SCHOLORSHIP)  PERSONALITY TRAITS. (DOMINANCE, SENSITIVITY.)
  • 10. Trait Theories
    • Leadership Traits :
    • Ambition and energy
    • The desire to lead
    • Honesty and integrity
    • Self-confidence
    • Intelligence
    • Job-relevant knowledge
  • 11. Trait Theories
    • Limitations :
    • No universal traits that predict leadership in all situations.
    • Traits predict behavior better in “weak” than “strong” situations.
    • Unclear evidence of the cause and effect of relationship of leadership and traits.
    • Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.
  • 12. Behavioral Theories
    • Trait theory: Leaders are born, not made.
    • Behavioral theory: Leadership traits can be taught.
  • 13. University of Michigan Studies
  • 14. The Managerial Grid
  • 15. Path-Goal Theory
  • 16. Transformational Leadership
    • Charisma
    • Inspiration
    • Intellectual Stimulation
    • Individual Consideration
  • 17. TRANSFORMATIONAL LEADERSHIP . :  PEOPLE CAN CHOOSE TO BECOME LEADERS. THEY CAN LEARN LEADERSHIP SKILLS.  TRANSFORMATIONAL LEADER MOTIVATES OTHERS TO ACT NOT OUT OF SELF INTEREST BUT OUT OF COMMITMENT TO HIIGHER GOAL.
  • 18. Characteristics of Transformational Leaders
  • 19. Charismatic Leadership
    • Key Characteristics:
    • Vision and articulation
    • Personal risk
    • Environmental sensitivity
    • Sensitivity to follower needs
    • Unconventional behavior
  • 20. Key Characteristics of Charismatic Leaders
  • 21. Key Characteristics of Charismatic Leaders Vision and Articulation. Konosuke Matsushita’s set of Business Principles. Service to public—higher quality of goods and services at a reasonable price. Fairness and Honesty—always making balanced judgments free of preconceptions. Teamwork for common cause—to accomplish shared objectives, in mutual trust and full recognition of individual autonomy.
  • 22. Key Characteristics of Charismatic Leaders Untiring effort for improvement—even in the worst adversity, so as to fulfill the firm’s mission to realize lasting peace and prosperity. Courtesy and Humility—respect for needs of others, thereby helping environment and maintain social order. Accord with Natural Laws—abide by laws of nature and adjust thought and behavior to ever changing condition. Gratitude for blessings—to forever be grateful for all the blessings and kindness received.
  • 23. Key Characteristics of Charismatic Leaders KM “if you set high goals for yourselves and every day continue to reflect on them, step by step you will be more focused and make yourself a better human being, becoming a happier person.” The specific content of the mission and principles, just their existence, helped produce the inspired response. The employees had been asked to pledge each morning to work for 15% yearly earnings per share growth and they did. Difficult feat to achieve, the key was leadership by example.
  • 24. Key Characteristics of Charismatic Leaders Virtually all leaders have a vision. They intuit what customers want customers want next, they anticipate a competitor’s next maneuver, they know which managers to promote and which to let go.
  • 25. Matsushita leadership
    • Unconventional behavior.
    • The setting was a restaurant in Osaka. Six men met shortly after past noon. After greetings and small talk, every one ordered steak. Matsushita had 2 glasses of beer while telling stories about business and history of the company.
    • When all 6 finished the main course, Matsushita leaned over to his GM and asked him to find who cooked his steak. He was very clear he wanted the chef. Matsushita had only eaten half.
    • Preparing for what could be an extremely awkward situation, the GM brought the chef. The cook was distressed as he knew the customer was extremely important person. “Is any thing wrong?” asked the nervous chef.
    • Matsushita said it was delicious. But he could eat only half because he was 80 years and wanted to talk to the chef “because I was afraid you might feel bad if you saw the half steak back in the kitchen.”
  • 26. THE THREE BASIC STYLES OF LEADERSHIP.
    • AUTOCRATIC STYLE.
    • CHARACTERISTICS. A. tells others what to do.
    • B. limits discussions on new ideas.
    • C. lack of team work.
    • WHEN EFFECTIVE. A. time limited.
    • B. group lacking knowledge.
    • C. group does not know each other.
    • WHEN INEFFECTIVE. A.developing a strong sense of team is the goal.
    • B. there is some degree of skill knowledge in members.
    • C.group wants some degree of freedom in work.
  • 27. THE THREE BASIC STYLES OF LEADERSHIP. 2. DEMOCRATIC STYLE. CHARACTERISTICS. A. involves group in planning out activities. B. asks before tells. C. promotes sense of team work. WHEN EFFECTIVE. A. time available. B. group motivated, sense of team exists. C. some degree of knowledge and skill available. WHEN INEFFECTIVE. A. group unmotivated. B. no skill/ knowledge in members. C. high degree of conflict.
  • 28. THE THREE BASIC STYLES OF LEADERSHIP. 3. LASSIEZ FAIRE STYLE. CHARACTERISTICS. A. gives little or no direction. B. opinion offered only when requested. C. a person does not seem to be in charge. WHEN EFFECTIVE. A. routine is familiar to participants. B. sense of team exists. C. high degree of knowledge and skill available. WHEN INEFFECTIVE. A. group expects to be told what to do. B. low degree of skill/ knowledge in members. C. high degree of conflict.
  • 29. THE SEVEN “C’S”OF LEADERSHIP. LEADERSHIP 1 communication 2. care 3. control 4. competence 7. collective management 6. creativity 5. coaching
  • 30. THE FIRST “C” OF LEADERSHIP, COMMUNICATION.  No leadership skill is more important than the ability to be persuasive, to speak with confidence.  Everybody is familiar with the phrase “it is not what you say, its how you say it.”  Fortunately everyone can learn to be more dynamic and persuasive.
  • 31. THE FIRST “C” OF LEADERSHIP-COMMUNICATION. Effective communication by leadership in 3 critical areas was key to Winning organizational trust and confidence.  Helping employees to understand overall business strategy.  Helping employees understand how they contribute to achieving key business objective.  Sharing with employees on both how the company is doing and how each division is doing relative to strategic business objective. HAY STUDY.
  • 32. THE SECOND “C” OF LEADERSHIP. CARE. Leadership is about working effectively with people and getting the best out of them.  It involves empathy, knowing one’s people, their Requirement and their goals.  It involves creating an emotional bond.  Good leaders have many “people skills” such as sensitivity to feelings of others, ability to understand their impact on others.  It is now believed that leaders have a kind of socio-emotional intelligence that we might call “leadership intelligence.”
  • 33. THE THIRD “C” OF LEADERSHIP. CONTROL. Leader influences and control views and actions of people and mobilizes them in the desired direction.  Control is the basic function of leadership.  A person who cannot control will be a failure.  Excessive control has to be avoided.  Control emanates from position.
  • 34. THE FOURTH “C” OF LEADERSHIP. COMPETENCE. Aids a leader understand the role demands and respond to them. This has to be continually upgraded Competence is divided into :  Technical competence: Business literacy in one’s own field.  Conceptual skills: A faculty for abstract or strategic thinking.  Track record: A history of achieving results.  Judgment: Making difficult decision in a short time frame with imperfect data
  • 35. THE FIFTH “C” OF LEADERSHIP. COACHING. Training and development compliments care.  If you care for your people you must see them grow.  The most fundamental principle on which coaching is based is that “nothing is ever so good that it cannot be improved.”  Unless you develop people who can take your position, you also cannot grow.
  • 36. THE SIXTH “C” OF LEADERSHIP. CREATIVITY. In order to get extra ordinary results from ordinary people. It is the leader who draws out the unused abilities and capabilities of their people. MEN DIFFER LESS IN THE SUM TOTAL OF THEIR ABILITIES, THAN THE DEGREE TO WHICH THEY USE THEM. CHARLES DARWIN.
  • 37. THE SEVENTH “C” OF LEADERSHIP. COLLECTIVE MANAGEMENT.  This is complementary to creativity  It is the leader who draws out the unused abilities and capabilities.  Resolves conflict to draw synergy of the team
  • 38. Finding and Creating Effective Leaders
    • Selection
      • Review specific requirements for the job.
      • Use tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligence.
      • Conduct personal interviews to determine candidate’s fit with the job.
    • Training
      • Recognize the all people are not equally trainable.
      • Teach skills that are necessary for employees to become effective leaders.
      • Provide behavioral training to increase the development potential of nascent charismatic employees.
  • 39. SUMMARY. 1. BE A PROFESSIONAL. 2. KNOW THE FOUR FACTORS OF LEADERSHIP. 3. KNOW YOURSELF. 4. KNOW HUMAN NATURE. 5. KNOW YOUR JOB. 6. KNOW YOUR ORGANIZATION. 7. PROVIDE DIRECTION. 8. DO IMPLEMENT. 9. DO MOTIVATE. 8
  • 40. GOOD LEADERS DEVELOP THROUGH A NEVER ENDING PROCESS OF SELF-STUDY, EDUCATION, TRAINING AND EXPERIENCE. THE BEST LEADERS ARE CONTINUALLY WORKING AND STUDYING TO IMPROVE THEIR LEADERSHIP SKILLS.

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