Crowdsourcing strategy for NGOs and large complex organisations
Being a Leader PPT Own presentation ABD
1. Being a Leader & the effective
exercise of Leadership:
An Ontological –
Phenomenological model
Presented by:
Shakti Ghosal
2. Acknowledgements
Werner Erhard Michael C. Jensen
Independent Professor Emeritus
Harvard Business School
Jeri Echeverria
Executive Vice Chancellor,
Professor and Provost, Emerita
California State University
Kari Granger Steve Zaffron
Centre for Character & CEO, VANTO Group
Leadership Development & Sr. Program Leader
Leadership Coach LANDMARK Worldwide
4. There is a difference between
talking about and studying
Leadership / Performance
&
Actually creating Leaders and
heightened performance
5. …And this with over 120.000 books on Leadership
available ( and growing!) just on Amazon.com
6. The Current State of the
Science of Leadership
The s holars do ot k o hat the are stud i g a d the
pra titio ers do ot k o hat it is the are doi g.
- Joseph C. Rost, Leadership for the st e tur 99
I ost ature dis ipli es, the asi u its of a al sis a d ter s
of reference are clearly and generally understood within that
dis ipli e … Yet i the stud of leadership, o su h agreed
upo o eptual u derpi i gs et e ist.
- Ronald Heifetz and Riley Sinder. A Theoreti al Fra e ork for the
Pra ti e of Pu li Leadership
It is al ost a li hé of the leadership literature that a si gle
defi itio of leadership is la ki g.
- Warren Bennis, The Challe ges of Leadership i the Moder World
(2007)
7. On- the- Court or In- the- stands?
Leader & Leadership can be accessed,
researched & taught either by:
• As being & action are
actually experienced O
the Court .
• As these are actually lived
real time.
• First person experience of /
impacted by.
• Ontological /
Phenomenological.
• As being and action as
observed and commented
on from I the sta ds .
• Described interpreted,
explained.
• Third perso theor of ho
does it look like .
• Epistemological /
theoretical.
8. Most of us attempt to
produ e a O -the - ourt
result fro a I -the-
sta d approa h.
Do you think this would work?
9. What is it that makes extraordinary
leaders extraordinary?
10. Answering this Question from I -the-
“ta ds …..
• Most of us assume that extraordinary leaders
have something inside of them that makes
them extraordinary.
• We look at great leaders & attribute to them
key leadership ingredients viz. Charisma,
Courage, Visionary, Motivational, Compassion,
Patience etc.
• Then we teach others about these great
leaders and their characteristics and styles.
11. Answering the Question from O -the-
Court …
• ….. egi s ith the realisatio that these
extraordinary leaders & high performers are
ordinary people like you and me.
• …… so hat akes these ordi ar people so
effective?
12. What makes extraordinary leaders &
perfor ers so effe ti e….
……. Is that the See,
Comprehend &
therefore Interact with
life (and situation)
differently than most of
us do.
Extraordinary leaders
SEE….a d o e to li e
in a different world.
14. The fa t is…… We are NEVE‘ respo di g to the
situatio at ha d………
………. hat e respo d a d rea t to is the a the
situation OCCURS for us.
15. M “tor …….
• Diesel Locomotive Workshop, Itarsi, India.
• Fresh with Engineering, Management and
Leadership concepts & ideas.
• Knowing that I should be Courageous, Speak my
mind, be authentic, be impartial did NOT
automatically make me these.
What I did not realise then is that what I drew on
was not my learnt concepts but something in the
real of trai i g i ei g -an Ontological
concept.
16. My Diesel Locomotive shed
O urri g he I started…….
• Dirty bays- Whe ou ork, ou
a t keep the lea .
• Mediocre tools- What a ou
expect when you buy through
lo est pri e te der?
• Blame game-between Running
Schedule & Heavy Repairs
departments.
• This su ks attitude- militant trade
unions with anti-management
stance.
• Ca t do a thi g a out it .
• I ill e here for to ears
before I will be transferred. I will
put up with it till then. No need to
ro k the oat .
17. My way of Being & my actions were consistent
with the way the situation occurred for me
Facts Presented
• Depressing place of
work- dirty bays.
• Mediocre tools.
• Anti Management Trade
Unions- could not be
depended on.
• Words people said.
Occurred for me
• It s hopeless .
• No use .
• I ha e ro g people,
wrong boss. I am in the
ro g pla e .
• Doi g the est as I a ,
gi e the situatio .
18. My footplate inspections on running
lo o oti es……
• My first hand occurring of the needs of the
traveller. Of medical emergencies. Reach
workplace on time. Catch another train at
ju tio . Weddi g troupe… a d so o .
Whe e do t operate ti el
s hedules, people s li es get
effe ted.
20. Whe e do t operate,
people s li es get effe ted.
# 1 Diesel maintenance
workshop on Central
Railway
21. ½ a through te ure….
• Component failures sent to
central laboratories for
metallurgical analysis +
design change: 54%
in On-line failures.
• Installed modern washing
facility-clean bays.
• USD ½ million indents in
new tools & equipments.
• morale & engagement.
Lower trade union activism.
22. So what creates a leader &
performance
It s ot hat ou k o ……..
…….. It s ho ou see.
23. It s Not What You K o ……
……..It s Ho You “ee
A perso s way of being and their
actions are correlated with (in a dance
with) the way in which what they are
dealing with occurs (shows up) for them.
Next Question:
What shapes the way in which something
occurs for a person, and is there a specific
o urri g for ei g a leader a d e er isi g
leadership effectively?
25. Leader & Leadership is……….
being committed to realizing a future that
as t goi g to happe
that fulfils the concerns of all relevant parties
including those who lead you and those you
lead
Which future gives you being and action in the
present
that results in the realisation of the future.
26. THANK YOU FOR YOUR PARTNERSHIP TODAY
Should you need to discuss
any aspect further, do
contact:
• Shakti Ghosal
• +968 99374044
• Shakti.ghosal@empathinko.com
• http://www.empathinko.com
