Adaptive leadership


Published on

SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.

We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.

May we request you to visit us at have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.

We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.

Published in: Education
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Supporting
  • Flexibility: give everyone according to their particular needs. “there is nothing so unequal as the equal treatment of unequals” Diagnosis : we need to learn how to diagnose the needs of the people you work for us
  • Flexibility: give everyone according to their particular needs. “there is nothing so unequal as the equal treatment of unequals” Diagnosis : we need to learn how to diagnose the needs of the people you work for us
  • Directing (S1) is for people who lack competency but are enthusiastic and committed (D1) They need direction and frequent feedback to get them started. Coaching (S2) is for people who have some competence but lack commitment (D2) They need direction and feedback because they’re still relatively inexperienced. They also need support and praise to build their self-esteem and involvement in decision-making to restore their commitment. Supporting (S3) is for people who have some competence but lack confidence or motivation (D3) They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation Delegating (S4) for people who have both competence and commitment (D4) Theu are able and silling to work on a project by themselves with little supervision or support
  • Flexibility: give everyone according to their particular needs. “there is nothing so unequal as the equal treatment of unequals” Diagnosis : we need to learn how to diagnose the needs of the people you work for us
  • Flexibility: give everyone according to their particular needs. “there is nothing so unequal as the equal treatment of unequals” Diagnosis : we need to learn how to diagnose the needs of the people you work for us
  • Flexibility: give everyone according to their particular needs. “there is nothing so unequal as the equal treatment of unequals” Diagnosis : we need to learn how to diagnose the needs of the people you work for us
  • Adaptive leadership

    2. 2. Leadership• The ability to influence a group toward the achievement of goals• “When you boil it down, contemporary leadership seems to a matter of aligning people toward common goals and empowering them to take the actions needed to reach them.”
    3. 3. Circle of concern / circle of influence All the things I care about All things that affect me All things that impact work Circle of Concern Circle of Influence All the things I can affect All things I can impact All things I can changeThe 7 Habits of Highly Effective People - Stephen Covey
    4. 4. Where is your focus? Circle of Concern Circle of Concern Circle of Circle of Influence Influence Reactive ProactiveThe 7 Habits of Highly Effective People - Stephen Covey
    5. 5. What are the Leadership Traits of Highly Productive Organizations?
    6. 6. Levels of Leadership (Jim Collins, HBR, Jan. 2001)• Highly capable individual• Contributing team member• Competent manager• Effective leader – catalyzes commitment to and vigorous pursuit of a clear & compelling vision, stimulate high performance• Executive – builds enduring greatness through humility and professional wills
    7. 7. Charismatic LeadershipKey Characteristics of Charismatic leaders1. Self Confidence- They have complete confidence in their judgment and ability.2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
    8. 8. Charismatic LeadershipKey Characteristics of Charismatic leaders5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo.7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.
    9. 9. What skills do leaders need?• Personal Skills •Coping with stressors 2.Managing •Managing time stress •Delegating 1.Developing 3. Solving Self-awareness Problems creatively •Using the rational approach •Determining values •Using the creative approach and priorities •Fostering innovation in others •Identifying cognitive style •Assessing attitude toward change
    10. 10. Interpersonal Skills •Gaining power•Coaching •Exercise influence•Counseling •Empowering others•Listening 5. Gaining power and influences 4. Communication 6. Motivating others supportively 7. Management conflict •Diagnosing poor performance •Identifying causes •Creating a motivating environment •Selecting appropriate strategies •Rewarding accomplishment •Resolving confrontations
    11. 11. Leadership Involves an Interaction Between the Leader, the Followers, and the Situation Leader Personality Position Expertise,Followers Leadership Situation Values Task Norms Stress Cohesiveness, Environment,
    12. 12. LEADERSHIP THE INFLUENCING FACTORS GROUP LEADER HIMSELF responsible, lazy,personality, beliefs, dependent, confidencepreferred style... in leader... SITUATION orgn. Culture, time pressures
    13. 13. Points to Learn• Persuasion skills• Motivational skills• Conflict resolution skills• Leadership tactics
    14. 14. Motivational Skills• How do one ensures high level of enthusiasm and commitment during bad times?????????................• Motivating people is not as easy as it sounds
    15. 15. The twelve major causes of failure in leadershipAlthough it is important to know what to do when leading people , it must beimportant to know what not to do.1. Inability to organize detail2.Unwillingness to do what they would ask another to do3.Expectation of pay for what they know instead of what they do.4 fear of competition from others5.Lack of creative thinking6. The ‘’I’’ syndrome7. Over-indulgence8. Disloyalty9. Emphasis of the authority of leadership10 . Emphasis of title11. lack of understanding of the destructive effects of a negative environment12 .a lack of common sense
    16. 16. New Leader Traps• Not learning quickly • Captured by wrong• Isolation people• Know-it-all • Successor syndrome• Keeping existing team• Taking on too much
    17. 17. How Leaders Interact with Followers, continued• Motivate followers through more personal and intangible factors.• Redefine the parameters of tasks and responsibilities.• Change situations rather than just optimize their group’s adaptation to it.
    18. 18. Situational Leadership
    19. 19. Four Basic Leadership Styles Directing The leader provides Coaching specific direction and closely monitors task accomplishmentThe leader turns over Leader continues to direct andresponsibility for decision- closely monitor task accomplishment, but alsomaking and problem-solving explains decisions, solicits suggestions and supports progress The leader facilitates and supports people’s efforts Delegating toward task accomplishment and shares responsibility for decision making with them Supporting
    20. 20. Situational Leadership SkillsFlexibl e
    21. 21. There is NO ONE BEST leadership style or strategy.We need to use different styles/strategies for different people/situations.In some cases, we need to use different approaches with the SAME person, depending on the given situation.
    22. 22. Situational Leadership SkillsFlexible Dia gnostic
    23. 23. Diagnosis HIGH MODERATE SOME TO LOWCompetence TO HIGH LOWCommitment HIGH VARIABLE LOW HIGH D4 D3 D2 D1 Developed Developing
    24. 24. Leadership Styles(HIGH)Supportive Behavior SUPPORTING COACHING HIGH supportive HIGH directive and and LOW directive HIGH supportive S3 S2 DELEGATING DIRECTING LOW directive and HIGH directive and LOW supportive LOW supportive S4 S1(LOW) (HIGH) Directive Behavior
    25. 25. Leadership Styles: Situational Application Developmental level Suitable style D1 DIRECTING S1 Low Competence High Commitment Structure, organize, teach and supervise D2 Moderate to Low COACHING S2 Competence Low Commitment Direct and support D3 Moderate to High SUPPORTING S3 Competence Praise, listen Variable Commitment and facilitate D4 DELEGATING S4 High Competence Assign day-to-day High Commitment decision making responsibility
    26. 26. HIGH HIGH supportive directive and LEADERSHIP and LOW HIGH STYLE G CO IN directive supportive AC RT HI PO NG P SU S3 S2Supportive S4 S1 DI G TIN R EC GA TIN LOW HIGH LE G directive and directive and DE LOW LOW supportive supportive Directive DEVELOPMENT High Moderate Low LEVEL D4 D3 D2 D1 Developed Developing
    27. 27. Situational Leadership Model is DynamicStep 1: Diagnosis of employee’s performance (specific tasks)Step 2: Determine employee’s developmental level (competence and commitment)Step 3: Determine leadership style to be used
    28. 28. Leadership Techniques• COMPLIMENTS: – Used to improve development levels of individuals. – Managers need to gradually change leadership style from more direction (directing) to less direction and more support (coaching and supporting), and finally to less direction and support (delegating).• REPRIMANDS: – Used to stop poor performance. – Managers may have to move back to more support (supporting) or more direction (coaching and directing) from less direction and support (delegating).
    29. 29. Situational Leadership SkillsFl exi b le Diagnostic ring Pa rtne
    30. 30. Situational Leadershipis NOT something youdo to people, butsomething you do withPeople.
    31. 31. Start Goal setting (Need agreement with the person performing the task) Area of Performance responsibility Standards Measures ASK 1. What area of responsibility or goal do I need to influence? 2. How will I know that the job is being done? 3. What constitutes good performance?
    32. 32. Diagnose Developmental level (Need agreement with the person performing the task)Competence Commitment D4 D3 D2 D1
    33. 33. Match Situational Leadership Style (Need agreement with the person performing the task) D4 D3 D2 D1DELEGATING SUPPORTING COACHING DIRECTING S4 S3 S2 S1
    34. 34. GOOD Deliver POORPERFORMANCE PERFORMANCE Progress Temporary Setback made Go back to Proceed to More Support More Support Delegating (S4) to Supporting (S3) Less Direction or Directing (S1) to Coaching (S2) More Direction or Coaching (S2) to Supporting (S3) Supporting (S3) to Coaching (S2) or or Eventually Eventually Less Support Less Support Supporting (S3) to Delegating (S4) Coaching (S2) to Directing (S1) If Necessary Proceed with success Return to start, Review Set new Goals Clarify and Agree on the Goal (s)