This document discusses key aspects of leadership. It defines leadership as establishing a goal, setting direction to achieve it, and engaging resources to accomplish the goal. Effective leaders have attitudes like a winning drive, integrity, and adaptability. They envision the future, energize others to work towards it, and enable others' success through building capability. Leadership can be taught and involves adapting one's style to different people and situations.

1. L e a d e r s h ip
Why is leadership important ?
 It is a key skill for building business and org.
capacity
Can leadership be taught ?
 Leadership can be learnt, practiced and
measured

2. Leadership - Definition
 Leadership is in establishing a goal, setting direction to achieve it and
engaging the resources required to accomplish the goal
 Leadership Actions:
 Recognising Opportunities & developing achievable plans
 Challenging yourself & motivating others to deliver breakthru results
 Championing ideas and people (getting support from Mgmnt.)
 Using a variety of resources effectively.

3. ATTITUDES & CHARACTERISTICS OF LEADERS
 Winning Attitude: constant striving to achieve better results;
not happy with average performance
 Professionalism: mastery of business fundamentals
 Committed to Personal Growth: improving own skills;
identifying weaknesses and remedying them
 Integrity: Honesty, Trustworthiness, Commitment, Courage to
do the right thing, Ethical
 Drive: Persistence; Pro-activity; Action Bias
 High Standards of Excellence: for self and others
 Spirit of Inquiry: Inquisitive, seeks to understand and
identify better solutions

4. ATTITUDES & CHARACTERISTICS OF LEADERS
(contd.)
 Holistic Thinking: Sees the big picture along with the parts
 Values Differences: Open to diff. styles and values each
individuals strengths
 Open & Caring: Good listener, sensitive to others; gives and
takes criticism well; genuine; provides honest feedback
 Practices Situational Leadership: Adapts behaviour to
needs of situation and individual without being anything other
than genuine self

5. Situational Leadership
 Which style of leadership is better?
 Can the same style be used with all people?
 THE BEST LEADERS ARE THOSE THAT ARE
ADAPTABLE TO VARIOUS TYPES OF
PEOPLE AND SITUATIONS

6. SITUATIONAL LEADERSHIP
 Managers need to adjust their leadership styles to
account for subordinates different levels of ability
and willingness on different tasks.
 Managers should reduce “task” behavior (more
autonomy and freedom of choice) and increase
“relationship” behavior (facilitator rather than
supervisor) as reportees level of readiness
increases

7. SITUATIONAL LEADERSHIP
 TELLING : Directing the “employee” (what, where,
when, how)
 Used with employees who are not yet able and/or willing to
perform the task. High “task” and low “relationship” behavior.
 SELLING : Selling the employee on the “why” of the
task. Invites him/her to “own” or “buy into” task
 Still directs the task, but decrease in instruction; rewards
employee for increase in ability and willingness to do task
 Used with employees who are more capable/more willing but
not yet fully ready

8. SITUATIONAL LEADERSHIP
 PARTCIPATING: Acting as a “colleague” or an “equal”
in discussing job with subordinates
 More collaboration in the “task” aspect but less “relationship”
behavior in order to indicate that employee is trusted and self
motivating
 Used with employees who have ability and knowledge to
perform the tasks
 DELEGATING: Setting expectations/vision and then
letting them get on with their jobs; stepping in only
when they need support of any kind
 Used with employees who are highly able and willing to direct
their own task behaviour

9. 3 E’s OF LEADERSHIP
NVISION
NERGISE
NABLE

10. ENVISION
creating the future enrolment,alignment,commitment
 FOCUS ON POSSIBILITIES, NOT LIMITATIONS
 PERSONALLY COMMUNICATE PRIORITIES
 DEMONSTRATE COMMITMENT
 FOLLOW UP WORDS WITH ACTIONS

11. ENERGISE
(Inspiring people to deliver the future)
 INSPIRING, MOTIVATING REPORTEES
 SETS GOALS, HIGH STANDARDS, DEFINE R&R
 PROVIDES CONSISTENT FOCUS
 SENSE OF URGENCY
 OPEN COMMUNICATION
 PERSONALLY DEMONSTRATES ENTHUSIASM
 DEMONSTRATES CARING; BUILDS TRUST

12. ENABLE
(Building Capability)
 BUILDING PEOPLES CAPABILITY / MASTERY
 PERSONALLY PARTICIPATES IN IMPORTANT
IMPROVEMENTS TO SYSTEMS, PROCESSES
 IDENTIFIES AND ELIMINATES BARRIERS
 CREATES A POSITIVE WORK ENVIRONMENT
 RECOGNISES AND REWARDS SUCCESS &
CONTRIBUTION OF OTHERS