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Leadership
 

Leadership

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    Leadership Leadership Presentation Transcript

    • Leadership
    • What makes a Leader Different?
      • Do Leaders need certain unique skills?
      • Can anyone become a leader given the right circumstances?
      • Are Leaders born or made?
      • Can there be only handful of leaders?
    • We need to realize that :
      • Leaders are made not born.
      • You need others to be a leader.
      • There is no need to be perfect.
      • To lead, you need not be perfect.
      • Leadership has to take place every day.
      • It can not be the responsibility of the few.
      • It can not be a rare event, or a once-in-a-life time opportunity.
      Leadership
      • Coping with complexity and coping
      • with change shape the Characteristic of
      • LEADERSHIP
    • LEADERSHIP – NEW ROLE
      • Change is the biggest challenge for the leader in the new millennium.
      • Keeping pace with the complexity and the rate of change, have become the most critical factors for the organizations today.
        • Leadership Calls For:-
      • Seizing the opportunities for tomorrow.
      • Raising the aspirations of followers.
      • Dreaming the impossible and helping
      • followers to achieve.
      • Making people believe in themselves.
      • Making people achieve miracles.
      • The role of business leadership is like
      • that of an orchestra director.
      • The director, having future vision,
      • define the purpose for the organization.
      • Great leaders have to see things in the
      • future.
      • Bill Gates is one such visionary business
      • Leader with following attributes:-
      • He knows himself very well, and has clear
      • understanding of what he is good at and
      • what he doesn’t do very well.
      • He is always looking 10/100 years
      • into the future and sees what his current
      • customers and marketplaces have no
      • concept of.
        • LEADERSHIP
      Leadership is a force. A Multiplier Factor. It is the X-factor- that results in the sum of strategy and execution being greater than the parts.
      • Leadership is more a function of the heart than mind.
    • Management is a bottom line focus. Leadership deals with the top line.
      • “ Management is doing things right; Leadership is doing the right things –
      • Management is efficiency in climbing the ladder of success. Leadership determines whether the ladder is leaning against the right wall.”
    • Efficient management without effective leadership is insignificant
      • No management success can compensate for failure in leadership.
      • But leadership is hard because we are often caught in a management paradigm
      • Leadership is action.
      • Not position
      • Example is Leadership
      • Leadership is about making people believe in themselves.
      • It is about making them confident
      • It is about making them achieve miracles
      • It is about dreaming the impossible and helping followers achieve the same.
    • Leadership is transforming the group into a valuable team.
    • Leadership is showing the way by one’s own example.
    • Nothing great has ever been achieved without enthusiasm
    • The difference between ordinary and extra ordinary is a little EXTRA
    • Passion
      • Our most important fuel to mental energy, comes from passion.
      • Passion comes from conviction, ambition, commitment and from the belief that one can change the world.
      • The very essence of leadership is that you have to have Vision .
      • Leader has to have the emotional capacity to tolerate uncertainty, frustration and pain.
      Leader – Must Do
      • “ Well done is better than well said.”
      • “ Leaders must be seen to be up front, up to date, up to their job and up early in the morning.”
    • Idealizing leaders arises of compressing great one into a single powerful quality.
      • Gandhi`s
      • Luther King`s
      • Florence Nightingale`s
      • Churchill`s
      • Mandela`s
      • Mother Teresa`s
      • Persistence
      • Vision
      • Commitment
      • Oratory
      • Forgiveness
      • Compassion
    • To lead people, walk behind them.
      • When the best leaders` work is done, the people say :
      • We did it ourselves.
      • The two most famous information technology
      • Tycoons, Azim Premji and
      • N R Narayana Murthy are benchmarks in:
      • Humility
      • Simplicity
      • Proper use of one wealth, status and
      • achievements.
      • If your actions inspire others to dream more, learn more and do more, you are a leader.
      • -- John Quincy Adams
      • If you lead the people with correctness, who will dare not to be correct.
      • Confucius
    • The leaders always spread hope
    • Speed of the leader is the speed of the team
    • The best leaders develop followers who will surpass them
      • When the sea was calm all ships alike showed mastership in floating
      • - William Shakespeare
      • The only safe ship in a storm is the one led by a true leader.
      • It is the nature of man to rise to greatness if greatness is expected of him.
      • A prime function of a leader is to keep hope alive.
      • The task of the leader is to get his people from where they are to where they have not been.
      • Henry Kissinger
      • He that would be a leader must be a bridge
      • -- Welsh Proverb
      • Influences them by the
      • dynamism of his faith.
      • Demonstrates confidence that the challenge can be met.
      • The leader seeks to communicate his vision to his followers.
      • Captures their attention with his optimistic intuition.
    • Mahatma Gandhi The Leader of Masses
      • Gandhi can be considered the most modern political thinker India has ever had.
      • He imbibed the best from the East and the West and evolved a political philosophy that worked miracles.
      • Today, in a polity steeped in corruption, perhaps there is a need to rediscover Gandhi .
    • Mr. Dhirubhai Ambani THINK BIG, THINK FAST AND THINK AHEAD
    • Dhirubhai Ambani, Indian businessman,
    • Dhirubhai Ambani - Entrepreneur who built up the only Indian business to feature in the Forbes 500 One of India’s most dynamic and flamboyant entrepreneurs. The company was set up with an investment of 15,000 rupees (about $375). Forty-four years later Reliance has grown into a conglomerate. To Indian middle-class salary-earners, Ambani held out the promise of instant enrichment through the stock market.
    • Dr . Verghese Kurien ( Father of white revolution in India) Dr. Verghese Kurien is called the “ father of white revolution ” in India. He is credited with architecting Operation Flood – the largest dairy development program of the world.
      • Dr. Kurien’s Strengths
      • A real leader faces the music, even when he doesn't like the tune.
      • His greatest strength lied in deep understanding of his external environment. This only led to the success of AMUL .
      • His consideration for people was what won him many hearts. People respected not only for his work but also because the kind of trust and concern that he showed for his employees.  
      • His Charismatic leadership
      • He was a charismatic leader because:-
      •   Knew his strengths and capitalized on that.
      • Had a compelling vision and sense of purpose.
      • Could communicate that vision effectively.
      • Demonstrated consistency and focus.
      • He was a risk taker; he took the risk of venturing into the business that was mostly untouched.
    • AZIM PREMJI”
      • Azim Premji is a graduate in Electrical Engineering from Stanford University, USA.
      • Premji took on the mantle of leadership of Wipro at the age of 21.
    • A leader’s “ Power to effect change ” "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential“ " The actions of a great man are an inspiration for others. Whatever he does, becomes a standard for others to follow” "Courage - not complacency - is our need today.. Leadership not salesmanship.“ Premji started off in Wipro with a simple Vision – “to build an organization on a foundation of Values”
      • Premji says….
      • "You should dare to dream, define what you stand for, never lose your zest and curiosity, always strive for excellence, build self confidence, learn to work in teams, take care of yourself, preserve, have a broader social vision and finally never let success go to your head…"
    • Premji’s Mantra…
      • Hard work, smart work, hard work and
      • more hard work.
      • Apply thought, run after opportunities instead
      • of waiting for them, never stop learning and
      • follow the “Four” values:
      • human values, integrity, innovative solutions
      • and value for money.
    • INDIRA GANDHI (EX. PRIME MINISTER OF INDIA)
      • According to one Gallup poll, Indira became the world's most admired person in public office.
    • Leadership qualities that inspired
      • Firm and determined
      • Ready to face the odds
      • Courageous
      • Authoritarian
      • Brilliant political thinker and strategist
      • Created a dream and had an urge to accomplish it.
    • Avur Pakir Jainulabdeen Abdul Kalam
      • India's best known scientist
      • Headed the mammoth Department of Defense Research and Development
      • He played a key role in the nuclear tests at Pokharan in the Rajasthan desert on May 11 and 13.
    • Six B’s of his Leadership
      • Believe in yourself
      • Believe in your team
      • Believe in your cause
      • Believe in a set of values to guide your decisions
      • Be able to envision success
      • Be willing to take responsibility for the outcome
      • Netaji Subhash Chandra Bose (1897-1945)
      "Patriot of Patriots"
    • Leader of Masses and the Military Bose in INA Uniform
      • Netaji ,along with Pandit Nehru, was elected as the General Secretary of All India Congress Committee.
      • When Shaheed Bhagat Singh was hanged. This was probably the point when Netaji parted ways with Gandhiji.
      • He formed the Azad Hind Government to fight for the independence of the country.
    • General Colin Powell Chairman (Ret), Joint Chiefs of Staff A Leadership Primer
    • "Being responsible sometimes means keeping people off."
      • Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions.
      • It's inevitable, if you're honorable.
      • Trying to get everyone to like you is a sign of mediocrity.
    • "The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership." If this were a litmus test, the majority of CEOs would fail. They build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous.
    • "Don't be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world." Small companies and start-ups don't have the time for analytically detached experts. But as companies get bigger, they often forget who "brought them to the dance": things like all-hands involvement, egalitarianism, informality, market intimacy, daring, risk, speed, agility.
    • "Don't be afraid to challenge the pros, even in their own backyard." Learn from the pros, observe them, seek them out as mentors and partners. Leadership does not emerge from blind obedience to anyone. Xerox's Barry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant. Good leadership encourages everyone's evolution.
    • "Never neglect details. When everyone's mind is dulled or distracted the leader must be doubly vigilant." Strategy equals execution. All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently.
    • "You don't know what you can get away with until you try." Good leaders don't wait for official blessing to try things out. They're prudent, not reckless. The moral is, don't ask. Less effective middle managers endorsed the sentiment, "If I haven't explicitly been told 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitly been told 'no,' I can."
    • "Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds." In a brain-based economy, your best assets are people. We've heard this expression so often . But how many leaders really "walk the talk" with this stuff?
    • "Never let your ego get so close to your position that when your position goes, your ego goes with it."
    • "Powell's Rules for Picking People:” Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done. You can train a bright, willing novice in the fundamentals of your business fairly readily, but it's a lot harder to train someone to have integrity, judgment, energy, balance, and the drive to get things done.
    • "Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand." Effective leaders understand the KISS principle, Keep It Simple, Stupid. They articulate - goals and values, which they use to drive daily behaviors and choices among competing alternatives.
    • Part I: "Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.” Part II: "Once the information is in the 40 to 70 range, go with your gut." Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be 100 percent sure, because by then it is almost always too late.