2. • Leadership
What is Leadership
Process of Leadership
Qualities of a good leader
• Management of Change
Change overview
Preparing for change/change management plan
Resistance to change
Case study
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4. 4
What Do You Think?
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“Leadership is the process of directing and
influencing the task related activities of group
members”
6. LEADERSHIP VARIABLES
There are five main variables that can
influence leadership behaviour:
1. The tasks and goals of the organisation
2. The leader’s knowledge, skills & attitudes
3. The followers skills, attitudes & motivation
4. The context or situation
5. The resources available
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7. LEADERS & MANAGERS
Leadership is a function above management
A good manager is well organized and works
efficiently
Leaders tend to promote change while
managers tend to produce order, predictability
and the key results expected
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8. LEADERS & MANAGERS (CONT.)
Leaders agitate for change and new approaches,
managers advocate stability and the status quo
But a good leader together with the above, is
someone who encourages others to do better
Leadership is one of the most important and is
quite scarce in the organisation.
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9. KEY NOTE
“Leaders do the right things whereas
managers do things right”
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11. INTERACTION………
These three interlocking circles
illustrate the general point that each
area need exerts an influence upon the
other two: they do not form a
watertight compartments
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13. FUNCS CONT.
II. Initiating: briefing the group on the aims
and the plan
Explaining why aim or plan is necessary
Allocating tasks to staff
Setting standards – individual/group
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15. LEADERSHIP FUNCTIONS (CONT.)
IV. Supporting
>Expressing acceptance of people and
their contribution
> Encouraging people
>Creating team spirit
>Managing conflict
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19. LEADERSHIP STYLE
Contemporary style:
Leader characteristic: Intelligent, Outgoing
personality, strong verbal skills & aggressiveness
And above all to be charismatic: the ability of the
leader to command respect and inspire pride
and faith
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21. TODAY…..
Contingency Theories:
It is based on a more contextual view and
focus on the importance of the situation
in which leadership is exercised
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22. QUALITIES OF A GOOD LEADER
Trust
Determination – Initiative &
perseverance
Humility – modesty; with focus on
collective rather than personal
recognition/achievement
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24. LEADERSHIP QUALITIES (CONT.)
Works with people at all levels
Communicates effectively
Has high ethical standards
Creative /Visionary
Willing to take risk
Without a good leader, an organisation is bound to fail
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25. LEADERSHIP SKILL DEVELOPMENT
The need to develop leadership skills
for personal and organisational success
Leaders are not only born, but you can
develop those skills to bring the best
out of others
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26. SKILL DEVELOPMENT:
FOCUS ON:
1. Vision & Mission
2. Seeking improvement
3. Empowering staff
4. Teaching example
5. Giving encouragement
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27. PREPARING TO BE A LEADER
Try to be the best all the time
Liberate your natural creativity
Uncover your authenticity
Innovate in your areas of influence
Exert more of your hidden potential
Take responsibility
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28. THE LEADER
AS AN AGENT OF
CHANGE
DOYOU AGREE?
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29. MANAGEMENT OF CHANGE
Today all organisations are facing rapid
change like never before
The need to change at all levels of the
organisations to be able to respond to
the expectations of people
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31. ORGANISATIONAL CHANGE
Planned v/s Unplanned change
Incremental (part) v/s transformational
(fundamental)
There is the need to know which type of
change is going on for all people concerned
in the organisation
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32. CHANGE MANAGEMENT
STEP 1:The need to asses the present
situation of the department/organisation
How things are now
How this present situation prevents/slows
the achievement of objectives in an effective
and efficient way
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33. CHANGE MGT CONT….
STEP 2: There is the need to nurture the
understanding that something must be done to
change the current situation.
The need to have the input from employees
regarding what can be done to change things .
Those who contribute their ideas on how
organisation should change will have a strong
commitment and involvement in making the change
happen
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34. CONT….
STEP 3: Once change is understood and need to be
accomplished, there is the need to communicate, in
terms of transition and process.
The shared vision of the future and the specific
ways everyone will individually benefit in that new
reality
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35. CONT….
STEP 4: The need to have a well
thought out program for change, to
ensure the actual adoption of the
changes in the way expected
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36. CONT.
STEP 5: Once adopted, change can be seen
as institutionalised, within the organisation
and established as the new standard for
performance and measurement of success,
recognition and reward.
The need to look for feedback on the new
ways and still request employees on means
and ways on how to improve their
respective job tasks to achieve even greater
level of efficiency.
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38. TAMING THE CHANGE RESISTANCE BEAST
Any change process is associated with resistance.
Change can only be successful if properly managed.
Hence we need to expect resistance
1. Expect Resistance
2.Accept Resistance
3. Manage Resistance
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39. MANAGING RESISTANCE
1. Engaging and inspiring commitment
The degree of trust that you built with your team
members will pay back
2. Strategy for input and feedback
Initiate involvement in shaping the change, to get the
greatest amount of participation
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40. CONT
3. Providing just in time and just enough training &
coaching
People may need a set of new skills and they may
need to be taught on the phases of the change
process
4. Communicate, Communicate & Communicate
The need to keep people well informed about
everything that is taking place within the
Department/Office. Face to face interaction to be
encouraged.
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41. CONT
5.Tackle the negativity one by one
No need to fight fire by fire in a public and
potentially hazardous situation
This will require patience, open ears and time
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42. CASE STUDY
Group yourself in 6-8 members
Discuss about the case - 10 minutes
Identify one person from each group
for presentation
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