ppt on leadership(rise of women)

1. Prepared by :-
Roshni soni - 1410
Khushboo - 1446
Garima - 450
Neetu - 1573
Jyoti - 1575

2. No country can ever flourish if it strifles the potential of its women and
deprives itself of the contributions of half of its citizens

3. Chester barnard defines leadership as “The ability of superior to influence the
behaviour of subordinates or group and persuade them to follow a particular
course of action”.
So, leadership is dependent upon the qualities inherent in a person not in
gender.
The world has seen great women leaders like Kiran Bedi, Michelle Obama,
Hillary Clinton etc.
WOMENIN LEADERSHIP

4.  Empathetic- women are naturally more
understanding and value relationships that helps
them to have a deep understanding of the driving
factors that motivate employees.
 Focus on teamwork- women generally are more
bold and wiser decision makers who use less
authority and rely on cooperation and team work.
 Multitasking- females are naturally multi-taskers
who can take quick decisions and respond to critical
situations quickly
 Flexible-women leaders do not follow rigid
practices and are agile in their working conditions
 Good communicator- female leader is a good
communicator
CHARACTERISTICSOF LEADERSHIPFOUNDIN WOMEN

5.  Women leaders are essential for promotion of gender equality.
 Women leaders helps to close the gender pay gap.
 Women leaders are better mentors.
 Women can negotiate in high stake situations.
 With different perspectives women leaders can help drive effective
solutions.
NEEDFOR WOMENLEADERS

7. Being treated equally :-
From being held to a higher standard than
their male counterparts, to facing persistent
gender stereotypes, women are systemically
placed on an uneven playing field.
Advocating on their own
behalf :-
Ambition in men is considered a sign
of strength, but women cannot rely
on their ambition being perceived as a
positive attribute.
5 CHALLENGES THAT FEMALE LEADERS
FACE IN THE WORKPLACE

8. Trusting their own voices :-
Women often must push through internal and
external barriers to find the confidence to
express their ideas. For women in business, it
may be a challenge to trust in the unique
aspects of female executive presence and
acknowledge them as personal and
organizational assets.
Building alliances :-
Men learn to “play the game”
through longstanding business
conventions that help them build
alliances and influence others.
Women may need to find alternate
routes to building mutually
beneficial alliances and strategic
relationships.

9. 
Impostor syndrome :-.
When faced with systemic gender bias and inequality, women
often have difficulty forming an accurate self-assessment, a
situation also called “impostor syndrome,” which can interfere
with their ability to stand confidently in their accomplishments

10. Coaching leadership is one characterized by collaboration, support, and
guidance. Coaching leaders are focused on bringing out the best in their teams
by guiding them through goals and obstacles. This leadership style is very
much opposite to autocratic leadership, which is focused on top-down
decision making.
COACHING

11. Advantages of
coaching
1) This leadership
style produces a
positive workplace
environment.
2) Employees know what
is expected of them
3) It increases the
skill set available to
the individual
worker
4) The coaching
leadership style can
create competitive
advantages
5) It makes it easier for
a company to endure a
time of change
6) Coaching turns
weaknesses into
strengths

15. 1. IT TAKES TIME FOR THE COACHING LEADERSHIP
STYLE TO BE EFFECTIVE.
the coaching leadership style is one of the least-used management styles in the modern
workplace. leaders aren’t using this option for one basic reason: they don’t feel like they have the
time to stop and help others with their own responsibilities. it requires a lot of time and plenty of
patience for this leadership style to start producing results. some companies may not be in a
position where they can make such an upfront investment.
2. IT REQUIRES SPECIFIC COACHES FOR EACH
SITUATION.
you must be able to find the right leader when wanting to implement a coaching leadership
style at the professional level. great coaches don’t always translate into great leaders for a
specific organization. there needs to be chemistry between the manager and the direct reports
for this style to be effective. if there’s no trust right at the beginning, then you must move on
to the next candidate. great coaching leaders draw upon their own life experiences and have
specific training in this management style. you must be leery of anyone who says they use this
style, but does not believe in training or experience for implementation.

16. 3. COACHING LEADERS MUST BE SKILLED IN
LEADERSHIP.
The effectiveness of a mentoring or coaching relationship is dependent upon
the skills of the leader involved. when the characteristics of coaching leadership
are implemented poorly, or they are integrated ineffectively, then it can create
problems on multiple levels. without proper skills, there is a greater risk that
individuals will receive advice that doesn’t address specific skill development
areas, even though the intent is to do so.
4. MENTORING IS NOT ALWAYS THE RIGHT
APPROACH.
Some situations can be improved by the coaching leadership style. When a coaching
leader is forced to work harder than the person being mentored to create results, then
you’ve created an equation that will lead to frustration and disappointment. Coaching
requires a collaborative relationship. It will not solve universal problems or create
quick fixes. If someone is not invested, then a coach isn’t going to change their mind.

17. GROW COACHING MODEL
There are many coaching models in use but for us the GROW model is clear and flexible
but most of all it is a highly effective way of working with you and your colleagues to
achieve your goals and improve your professional and personal effectiveness.

20. FUEL stands for:-
A. Frame the Conversation.
B. Understand the Current
State.
C. Explore the Desired State.
D. Lay out a Success Plan.

22. MENTORING

23. “MENTORING“ is a reciprocal and collaborative at will relationship that most often occurs
between senior and junior employee for the purpose of the mentee’s growth ,learning
and career development .often the mentor and mentee are internal to an organisation ,
and there is an emphasis on organizational goals , culture ,career ,goals , advice on
professional development ,and work life balance .effective mentors often act as role
model and sounding boards for their mentee and provide guidance to help them reach
their goals.
MENTORING can be formal or informal . In an informal environment , mentee set
goals , but they are usually not measurable and the relationship are unstructed .for a
formal mentoring relationship , there are actionable and measurable goals defined and
set with determined requirement.
For example :- A learner may agreed to work with a mentor for a year ,or until they
achieve a particular desired promotion after they have reached the time limit or achieve
the goal ,terms can be renegociated . The mentor or learner may decide to continue
work together ,specially if the relationship has been productive and helpful to both.

24. Job satisfaction: Mentoring help both the mentor and the mentee derive
satisfaction from the work they perform . It helps in building confidence as
mentors guide the employees and thus can self train and enhance their
supervisory skills ,thereby deriving satisfaction out of the same.
Positive working environment: Mentoring strengthens the mentor mentee
relationship that reduces the chances of mistake and helps build
confidence that promotes a positive working environment in the
organisation . The positive working environment in turn helps boost the
loyalty of the workers towards the company and the employer.
Self development: problems solving skills and strong communication are
integral for completing any task efficiently. The skills can be developed
through proper mentoring that would help enhance productivity and
increase employees skills.
ADVANTAGES OF MENTORING :-

25. • Mismatch in the mentor mentee: selection of mentor is very important and crucial
task as there has to be match between the mentor and the mentee to have a
healthy and supportive mentoring.
• Frustration: another drawback is that there might be frustration on the part of
the mentor if he feels that the mentee is unwilling to learn and adept to new skills
as direct by him. The mentee may also feel frustrated if he feels that the mentor is
not providing enough guidance .
• Role conflict between the superior and the mentor : a significant limitations arising out of
the mentoring relationship is the hindrance to the principal of unity of command.
• Overdependence on the mentoring relationship: often mentoring leadership styles suffers
from the drawback that mentees rely excessively on the mentors for every small
task.
• Lack of skills needed for mentoring: mentoring may lost it very essence if the mentor
himself is not confident about his capabilities and lack the necessary skills
required for effective mentorship programme.
DISADVANTAGES OF MENTORING:-

27. social media is a powerful employee engagement tool. social media dialogue is also used to
motivate teams channel strategic workforce efforts and share information .it can create
company advocates , recognize employees ,build morale , inspire productivity and generate
positive employee relation. the managers who can harness that power will become better
leaders in a networked world .
the ability of social medi channels to help identify key issues and interests both with an
organisations targetbase as well as with their employees ha often been cited as a reason for
why leaders at every level should invest time in social media outlests..
C

28. than platform you choose to use on a regular basis , that will be the deciding
factor in whether your efforts will be effective
in helping your employees to succeed in achieving their goals . social platforms
help the people to connect with organization , increase awareness about your
brand , and boost your leads and sales . with more than three billion people
around the world using social media every month , the users and engagement or
major platforms just keep increasing . social media represents both opportunity
and risk. on one hand , social media provides brands with an intimate platform to
connect with customers and shape their perceptions , whether through timely
and targeted promotions responsive customer service or the creation of
communities of interest . on the other hand social media has unquestionable
shifted power to the individual , who can tarnish long established brands with a
single angry blog post or quickly coalesce vast numbers of people behind a cause.
Y

29. SKILL
STRAT
EGIC
ADVISO
R
ARCHIT
ECT
ANALYS
T
PERSO
NAL
LEVEL
PRODU
CER
DISTRIB
UTOR
RECEIPI
ET

30. insights is, a persons
realization of “the true
nature of a thing” and/or its
relationship to some
contextual factor.
the discovery and
application of insights is
central to strategy . the
process of thinking
strategically is purposeful in
that the strategist intends to
create advantage in the
STRATEGIC
INSIGHTS
C

31. Strategy execution is the implementation of a strategy plan in an effort to
reach organizational goals. It comprise the daily structures , systems , and
operational goals that set your team up for success.
Even the best strategic plans can fall flat without the right execution .In fact
90% of organization fail to reach their strategic goals , which researchers
believe is due to a gap between strategic planning and execution . The report
also highlighted how social media platforms like facebook , twitter etc. can
help in understanding and analysis of different business issues .
STRATEGY EXECUTION
SA-NC
C

32. SOCIAL MEDIA HELPS BRIDGE THE PHYSICAL GAP BETWEEN
THE EMPLOYEES AND THE MANAGEMENT , THEREBY
PROVIDING THE LEADER THE OPPORTUNITY TO BRING NEW
IDEAS AND DEVELOP NEW STRATEGIES TO ENHANCE OVERALL
ORGANIZATIONAL EFFECTIVENESS.

33. Most
Essential
Goal
Effort Score
& Result
score
Score Board
Weekly
Review
Meeting
STEP FOR STRATEGIC EXECUTION

34. CONCLUSION

35. LEADERSHIP IS NOT GENDER –DEPENDENT AND EFFICIENT LEADERS CAN
BE MALE OR FEMALE. WOMAN LEADERS ARE INFACT FOUND TO BE
MORE TRANSFORMATIONAL THAN MALE LEADERS, WHO ARE MORE
EMPATHETIC AND CARE MORE ABOUT THEIR TEAM DEVELOPMENT .
LEADERSHIP IN TODAYS WORLDS ALSO FACES A HUGE CHALLENGE TO
COMMUNICATE WITH A DIVERS WORKFORCE AND CATER TO DIFFERENT
STAKEHOLDERS’ REQUIREMENT . SOCIAL MEDIA COMES TO ITS RESCUE
WHEREIN IT CAN HELP COMMUNICATE WITH THE STAKEHOLDERS ON A
REAL –TIME BASIS APART FROM BUILDING A BRAND IMAGE AT A BROADER
LEVEL…..