Leadership slide share by chandan jha


Published on

Published in: Education, Business
1 Comment
  • good presentation ,will help me a lot.
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Leadership slide share by chandan jha

  1. 1. LEADERSHIP 1 Prepared by : Chandan Jha
  2. 2. LEADERSHIP “Organizin g a group of people to achieve a common goal ”. LEADERSHIP 2 Prepared by : Chandan Jha
  3. 3. LEADERSHIP CONT’D “The success or failure of a group depends on the leadership qualities of the leader who heads the group’’. “Leaders need to strike a balance between action and patience”. 3 Prepared by : Chandan Jha
  4. 4. LEADERSHIP CONT’D If you command wisely, you will be obeyed cheerfully. The art of getting someone else to do something you want done because he want to do it. 4 Prepared by : Chandan Jha
  5. 5. LEADERSHIP CONT’D Communicate everything to your associates to more they know , the more they care. The essence of leadership is the capacity to build and develop the self esteem of the workers. 5 Prepared by : Chandan Jha
  6. 6. TYPES OF LEADERS Most common Leadership Types are: Autocratic leadership. Bureaucratic leadership. Charismatic leadership. Democratic leadership or participative leadership. Laissez-faire leadership. People-oriented leadership or relations-oriented leadership. Servant leadership. Task-oriented leadership. Transactional leadership. Transformational leadership. 6 Prepared by : Chandan Jha
  7. 7. AUTOCRATIC LEADERSHIP Autocratic leadership is an extreme form of transactional leadership, where a leader exerts high levels of power over his or her employees or team members. People within the team are given few opportunities for making suggestions, even if these would be in the team's or organization's interest. 7 Prepared by : Chandan Jha
  8. 8. CONT’D… Most people tend to resent being treated like this. Because of this, autocratic leadership usually leads to high levels of absenteeism and staff turnover. Also, the team's output does not benefit from the creativity and experience of all team members, so many of the benefits of team work are lost. 8 Prepared by : Chandan Jha
  9. 9. BUREAUCRATIC LEADERSHIP Bureaucratic leaders "work by the book", ensuring that their staff follow procedures exactly. is a very appropriate style for work involving serious safety risks (such as working with machinery, working at heights) or where large sums of money are involved (such as cashhandling). In other situations, the inflexibility and high levels of control exerted can demoralize staff, and can diminish the organizations ability to react to changing external circumstances. 9 Prepared by : Chandan Jha
  10. 10. CHARISMATIC LEADERSHIP A charismatic leadership style can appear similar to a transformational leadership style, in that the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving others forward. However, a charismatic leader can tend to believe more in him or herself than in their team. This can create a risk that a project, or even an entire organization, might collapse if the leader were to leave: In the eyes of their followers, success is tied up with the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and needs long-term commitment from the leader. 10 Prepared by : Chandan Jha
  11. 11. DEMOCRATIC LEADERSHIP Although a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. This not only increases job satisfaction by involving employees or team Members in what's going on, but it also helps to develop people's skills. 11 Prepared by : Chandan Jha
  12. 12. CONT’D.. Employees and team members feel in control of their own destiny, and so are motivated to work hard by more than just a financial reward. As participation takes time, this style can lead to things happening more slowly than an autocratic approach, but often the end result is better. It can be most suitable where team working is essential, and quality is more important than speed to market or productivity. 12 Prepared by : Chandan Jha
  13. 13. LAISSEZ-FAIRE LEADERSHIP This French phrase means "let them do" and is used to describe a leader who leaves his or her colleagues to get on with their work. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Often, laissez-faire leadership works for teams in which the individuals are very experienced and skilled self-starters. Unfortunately, it can also refer to situations where managers are not exerting sufficient control. 13 Prepared by : Chandan Jha
  14. 14. PEOPLE-ORIENTED LEADERSHIP This style of leadership is the opposite of taskoriented leadership: the leader is totally focused on organizing, supporting and developing the people in the leader's team. A participative style, it tends to lead to good teamwork and creative collaboration. However, taken to extremes, it can lead to failure to achieve the team's goals. In practice, most leaders use both task-oriented and people-oriented styles of leadership. 14 Prepared by : Chandan Jha
  15. 15. SERVANT LEADERSHIP This term, coined by Robert Greenleaf in the 1970s, describes a leader who is often not formally recognized as such. When someone, at any level within an organization, leads simply by virtue of meeting the needs of his or her team, he or she is described as a "servant leader". In many ways, servant leadership is a form of democratic leadership, as the whole team tends to be involved in decision-making. 15 Prepared by : Chandan Jha
  16. 16. CONT’D… Supporters of the servant leadership model suggest it is an important way ahead in a world where values are increasingly important, in which servant leaders achieve power on the basis of their values and ideals. Others believe that in competitive leadership situations, people practicing servant leadership will often find themselves left behind by leaders using other leadership styles. 16 Prepared by : Chandan Jha
  17. 17. TASK-ORIENTED LEADERSHIP A highly task-oriented leader focuses only on getting the job done, and can be quite autocratic. He or she will actively define the work and the roles required, put structures in place, plan, organize and monitor. However, as task-oriented leaders spare little thought for the well-being of their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and retaining 17 staff. Prepared by : Chandan Jha
  18. 18. TRANSACTIONAL LEADERSHIP This style of leadership starts with the premise that team members agree to obey their leader totally when they take a job. The transaction is that the organization pays the team members, in return for their effort and compliance. As such, the leader has the right to punish team members if their work doesn't meet the pre-determined standard. 18 Prepared by : Chandan Jha
  19. 19. CONT’D… Transactional leadership is really just a way of managing rather a true leadership style. As the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work, but remains a common style in many organizations. 19 Prepared by : Chandan Jha
  20. 20. TRANSFORMATIONAL LEADERSHIP A person with this leadership style is a true leader who inspires his or her team with a shared vision of the future. Transformational leaders are highly visible, and spend a lot of time communicating. They don't necessarily lead from the front, as they tend to delegate responsibility amongst their teams. While their enthusiasm is often infectious, they can need to be supported by "detail people". 20 Prepared by : Chandan Jha
  21. 21. CONT’D… The transformational leadership style is the dominant leadership style taught in the "How to Lead: Discover the Leader Within You" leadership program, Although we do recommend that other styles are brought as the situation demands. 21 Prepared by : Chandan Jha
  22. 22. CONT’D… In many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably, while the transformational leaders look after initiatives that add value. 22 Prepared by : Chandan Jha
  23. 23. COMMON ACTIVITIES Planning Organizing Staffing Directing Controlling 23 Prepared by : Chandan Jha
  24. 24. PLANNING Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision 24 Prepared by : Chandan Jha
  25. 25. ORGANIZING Manager Creates structure Job descriptions Staffing Hierarchy Delegates Training Leader Gets people on board for strategy Communication Networks 25 Prepared by : Chandan Jha
  26. 26. STAFFING Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness. 26 Prepared by : Chandan Jha
  27. 27. STAFFING CONT’D Deployment involves decisions about how those recruited will be allocated to specific roles according to business demands. It also concerns the subsequent appointment to more advanced jobs through internal recruitment, promotion or reorganisation. 27 Prepared by : Chandan Jha
  28. 28. DIRECTING WORK Manager Solves problems Negotiates Brings to consensus Leader Empowers people Cheerleader 28 Prepared by : Chandan Jha
  29. 29. CONTROLLING Manager Implements control systems Performance measures Identifies variances Fixes variances Leader Motivate Inspire Gives sense of accomplishment 29 Prepared by : Chandan Jha
  30. 30. LEADERSHIP TRAITS Intelligence Personality More intelligent than non-leaders Scholarship Knowledge Being able to get things done Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability Physical Doesn’t see to be correlated 30 Prepared by : Chandan Jha
  31. 31. LEADERSHIP STYLES Delegating Low relationship/ low task Responsibility Willing employees Participating High relationship/ low task Facilitate decisions Able but unwilling Selling High task/high relationship Explain decisions Willing but unable Telling High Task/Low relationship Provide instruction 31 Closely supervise Prepared by : Chandan Jha
  32. 32. NEW LEADERS TAKE NOTE General Advice Take advantage of the transition period Get advice and counsel Show empathy to predecessor Learn leadership Challenges Need knowledge quickly Establish new relationships Expectations Personal equilibrium 32 Prepared by : Chandan Jha
  33. 33. NEW LEADER TRAPS Not learning quickly Isolation Know-it-all Keeping existing team Taking on too much Captured by wrong people Successor syndrome 33 Prepared by : Chandan Jha
  34. 34. BASIC PRINCIPLES OF LEADERS You need your people more than they need you. Follow the golden rule-treat others the way you wanted to be treated. A leader is always on stage, people watch and analyze your action. Assume positive intent. Recognize that it is only possible to change behavior, not people. 34 Prepared by : Chandan Jha
  35. 35. BASIC PRINCIPLES, CON’T Decide about new organization architecture Build personal credibility and momentum Earn right to transform entity Leaders are not normal hold your self to a high slandered. 35 Prepared by : Chandan Jha
  36. 36. CORE TASKS Create Momentum Master technologies of learning, visioning, and coalition building Manage oneself 36 Prepared by : Chandan Jha
  37. 37. CREATE MOMENTUM Learn and know about company Securing early wins First set short term goals When achieved make a big deal Should fit long term strategy Foundation for change Vision of how the organization will look Build political base to support change Modify culture 37 to fit vision Prepared by : Chandan Jha
  38. 38. CREATE MOMENTUM Build credibility Demanding but can be satisfied Accessible but not too familiar Focused but flexible Active Can make tough calls but humane 38 Prepared by : Chandan Jha
  39. 39. MASTER TECHNOLOGIES Learn from internal and external sources Visioning - develop strategy Push vs. pull tools What values does the strategy embrace? What behaviors are needed? Communicate the vision Simple text - Best channels Clear meaning - Do it yourself ! 39 Prepared by : Chandan Jha
  40. 40. ENABLING TECHNOLOGIES, CON’T Coalition building Prepared by : Chandan Jha Don’t ignore politics Technical change not enough Political management isn’t same as being political Prevent blocking coalitions Build political capital 40
  41. 41. MANAGE ONESELF Be self-aware Define your leadership style Get advice and counsel Advice is from expert to leader Counsel is insight Types of help Technical Political Personal Advisor traits Competent Trustworthy Enhance your status 41 Prepared by : Chandan Jha
  42. 42. A SUCCESSFUL LEADER SHARES THE FOLLOWING VIEWS- 42 Prepared by : Chandan Jha
  43. 43. MISSION Leaders know what their mission is. They know why the organization exists. A superior leader has a well thought out mission describing the purpose of the organization.. Every employee should be able to identify with the mission and strive to achieve it. 43 Prepared by : Chandan Jha
  44. 44. VISION Where do you want your organization to go? Many vision needs to be abstract enough to encourage imagine it but concrete enough for followers to see it, understand it and be willing to climb onboard to fulfil it. 44 Prepared by : Chandan Jha
  45. 45. GOAL Practically speaking, not all executives immediately possess all of the characteristics that spell success. Many leaders learn along the way with hard work. In actuality, greater competency can be achieved as a leader gains more on-the-job experiences. 45 Prepared by : Chandan Jha
  46. 46. A STRONG TEAM Realistically, few executives possess all of the skills and abilities necessary to demonstrate total mastery of every requisite area within the organization. Prepared by : Chandan Jha To complement the areas of weakness, a wise leader assembles effective teams of experienced, credentialed, and capable individuals who can supplement any voids in the 46 leader's skill set.
  47. 47. COMMUNICATION SKILLS Leader must regularly be in touch with key individuals. 47 Prepared by : Chandan Jha
  48. 48. Inspiration Quite often, employees need someone to look up to for direction, guidance, and motivation. Employees need someone to look up to, admire, and follow. Even when the production or delivery of services looks like "it is all going well” 48 Prepared by : Chandan Jha
  49. 49. HOW FAR CAN YOU GO? 49 Prepared by : Chandan Jha
  50. 50. Presented by; CHANDAN JHA chandanjha16@yahoo.co.in 50