High performing leaders exhibit several key traits and behaviors: 1. They create a clear vision for the future and set specific, measurable goals to achieve that vision. They develop action plans and monitor progress. 2. They build strong, cohesive teams by establishing clear roles and responsibilities, promoting collaboration, and caring about individual team members. 3. They allocate tasks effectively by delegating routine work and developing employees' skills through more challenging assignments. They provide clear expectations and monitor results. 4. They develop people by creating formal development plans with employees to identify skills to strengthen and opportunities to take on more responsibility over time. High performing leaders focus on developing future leaders within the organization.

1. High Performing
Leadership
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2. Contents
1. Six Trait of Effective Leaders
2. Managerial Grid of Leaders
3. Contingency Model of Leadership
4. Elements of High Performing Leaders
• Leader as Vision Creator
• Leader as Team Builder
• Leader as Task Allocator
• Leader as People Developer
• Leader as Motivation Stimulator
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3. Six Key Traits of
Effective Leaders
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4. What is Leadership ?
A leader articulates and embodies a vision and
goals, and enables others to share and achieve
them
Leadership is a state of mind….leadership is
about vision, spirit, and character; getting
diverse individuals to work together as a team
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5. Six Traits of Leaders
Drive Desire to Integrity
Lead
Self- Intelligence Job-relevant
Confidence Knowledge
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6. Six Traits of Leaders
Leaders exhibit a high effort level. They
Drive have a relatively high desire for
achievement, have a lot of energy, show
initiative, and they’re persistent in their
activities
Leaders have a strong desire to influence
Desire to and lead others, they demonstrate the
Lead willingness to take responsibility
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7. Six Traits of Leaders
Leaders build trusting relationship between
Integrity themselves and followers by being truthful
and by showing consistency between word
and deed
Followers look to leaders for an absence of
Self- self-doubt. Leaders, therefore, need to
Confidence show self-confidence in order to convince
followers of the rightness of goals and
decisions
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8. Six Traits of Leaders
Leaders need to be intelligent enough to
Intelligence gather, synthesize, and interpret large
amounts of information; and to be able
create visions, solve problem, and make
correct decisions
Effective leaders have a high degree of
Job-
knowledge about the company, industry,
Relevant
and technical matters. In-depth knowledge
Knowledge
allows leaders to make well-informed
decisions and to understand the
implications of those decisions.
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9. Managerial Grid of Leaders
9 1.9. Country Club
1.9. Country Club 9.9. Team
9.9. Team
Management
Management Management
Management
Concern 5.5. Middle of the
5.5. Middle of the
for 5 Road Management
Road Management
People
1.1. Impoverished 9.1. Task
9.1. Task
1.1. Impoverished
Management Management
Management
Management
1
1 5 9
Concern for Tasks
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10. Managerial Grid of Leaders
1.9. Country Club The leaders focuses on being supportive
The leaders focuses on being supportive
Management and considerate of employee to the
and considerate of employee to the
exclusion of concern for task efficiency
exclusion of concern for task efficiency
9.1. Task The leaders concentrates on task
The leaders concentrates on task
Management efficiency but shows little concern for the
efficiency but shows little concern for the
development and morale of employee
development and morale of employee
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11. Managerial Grid of Leaders
9.9. Team The leader facilitates task efficiency and
The leader facilitates task efficiency and
Management high morale by coordinating and
high morale by coordinating and
integrating work-related activities
integrating work-related activities
1.1. Impoverished The leaders exerts minimum of effort to
The leaders exerts minimum of effort to
Management accomplish the work
accomplish the work
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12. Contingency Model of Leadership
Environmental Contingency Factor
Environmental Contingency Factor
•• Task Structure
Task Structure
•• Formal Authority System
Formal Authority System
•• Work Group
Work Group
Leader Behavior
• Directive
Outcomes
• Supportive
• Performance
• Participative
• Satisfaction
• Achievement
Oriented
Employee Contingency Factor
Employee Contingency Factor
•• Locus of Control
Locus of Control
•• Experience
Experience
•• Perceived Ability
Perceived Ability
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13. Contingency Model of Leadership
• Lead to greater satisfaction when tasks are
ambiguous and stressful than when they’re
highly structured and well laid out
• Will lead to higher employee satisfaction
Directive when there’s substantive conflict within
Leaders work group
• Will satisfy employees with an external
locus of control
• Are likely to be perceived as redundant
among employees with high perceived
ability or with considerable experience
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14. Contingency Model of Leadership
• Creates high employee performance and
Supportive satisfaction when employees are
Leaders performing structured tasks
• Are needed when the formal authority
relationships are clear and bureaucratic
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15. Contingency Model of Leadership
Participative • Will satisfy employees with internal locus of
Leaders control (those who believe they can control
their own destiny)
Achievement • Will increase employees’ expectancies that
Oriented effort will lead to high performance when
Leaders tasks are ambiguously structured
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16. Elements of High Performing Leadership
High Performing
Leader as Leadership Leader as Team
Vision Creator Builder
Leader as Leader as Leader as
Tasks Allocator People Developer Motivation
Stimulator
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17. Leader as
Vision Creator
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18. Leader as Vision Creator
Monitoring
Creating Setting Developing Action
Vision Goals Action Plan Plan
Execution
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19. Leader as Vision Creator
"What is our vision for the team/organization
Creating
— where should the team be headed, what
Vision
kind of team/organization do we want to
become?"
Analysis of external
opportunities and
threats
Analysis of internal
capabilities and areas
for improvement
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20. Leader as Vision Creator
• The purpose of setting goals is to
Setting convert managerial statements of
Goals team vision into specific performance
targets — results and outcomes the
team wants to achieve.
• Setting objectives and then
measuring whether they are
achieved or not help managers track
an team's progress.
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21. Four Characteristics of Goal Setting
• Increasing your employees' goal difficulty
Goal increases their challenges and enhances the
Difficulty amount of effort expended to achieve them
• The more difficult goals lead to increased
performance if they seem feasible
• When given specific goals, employees tend to
Goal
perform higher
Specifity • Telling them to do their best or giving no
guidance increases ambiguity about what is
expected
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22. Four Characteristics of Goal Setting
• Providing feedback enhances the effects of
Feedback goal setting
• Performance feedback keeps their behavior
directed on the right target and encourages
them to work harder to achieve the goal
• Employees who participate in the process,
Participation
in Goal generally set higher goals than if the goals
Setting were set for them
• It also affects their belief that the goals are
obtainable and increases their motivation to
achieve them
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23. Leader as Vision Creator
• Action plan are the means for accomplishing
objectives
Developing
Action Plan • Action plan must be concrete, measurable
events that must occur
• Plan also establishes a priority for the tasks
• Since many tasks must be accomplished
before another can begin, establishing
priorities helps your team to determine the
order in which the tasks must be
accomplished and by what date.
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24. Leader as Vision Creator
• The final step is to follow up, measure, and
Monitoring check to see if the team is doing what is
Action Plan required.
Execution • This kind of leader involvement validates that
the stated priorities are worthy of action.
• For the leader it demonstrates her
commitment to see the matter through to a
successful conclusion.
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25. Leader as
Team Builder
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26. Leader as Team Builder
Effective Leaders Great Team
develop and
nurture……
• Clear Goals • Team identity and
spirit
• Clear measures of
performance • Sense of fun and
enjoyment
• Clear job roles
• Open and honest
communication
Task
Task People
People
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27. Leader as Team Builder
Cultivate a cohesive team
Cultivate a cohesive team
Promote team problem solving
Promote team problem solving
Leader as Be loyal to your members
Be loyal to your members
Team Builder
Help your members to manage and
Help your members to manage and
learn from their challenges
learn from their challenges
Care about your members
Care about your members
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28. Leader as Team Builder
Cultivate a
Cultivate a • Know when to step in and when to
cohesive team
cohesive team stay out of team conflicts.
• Plan occasional team events that
let people get together without the
pressures of work.
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29. Leader as Team Builder
Promote team
Promote team • Be accessible for consultation with
problem
problem your employees if problems arise,
solving
solving
but don't micromanage.
• Establish a guideline that whenever
employees bring you a problem,
they are expected to also bring you
at least one possible solution.
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30. Leader as Team Builder
Be loyal to your
Be loyal to your • Be the voice of your team at the
team member
team member management table.
• Share the credit with your team for
its achievements and ensure that
those above you know about its
successes.
• Don't publicly point a finger when
something goes wrong.
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31. Leader as Team Builder
Help your
Help your • Find out what gets in the way of
members to
members to their doing their best.
manage and
manage and
learn from their
learn from their • Delegate, but don't abdicate.
challenges
challenges
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32. Leader as Team Builder
Care about your
Care about your • Make small talk with your
members
members employees when the opportunity
presents itself.
• Greet employees by name when
you make first contact each day.
• Be a positive, encouraging force.
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33. Leader as
Tasks Allocator
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34. Leader as Tasks Allocator
Leaders get things done through people……..
Tasks
Result
Leaders
People
Effective leaders, therefore, need to understand the value of
allocating tasks or delegating and know how to do it
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35. Leader as Tasks Allocator
• The assignment of authority to
Delegation
another person to carry out specific
activities.
• It allows a employee to make
decisions – that is, it’s a shift of
decision making authority from one
organizational level to another lower
one.
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36. Leader as Tasks Allocator
• Recurring and routine tasks
What to
• Tasks that would increase or
delegate
develop an employee’s skills or
knowledge
• Occasional duties or tasks
• Tasks I do that are in someone’s
area of expertise or interest
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37. Leader as Tasks Allocator
• A person who is already able and
Who to willing to take on responsibility for
delegate doing a task
to
• A person who wants to learn the
task in order to develop or extend
their skills
• A person who wants to make their
job more interesting and challenging
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38. Steps to Delegate Effectively
Specify the
Clarify the
Employee’s
Assignment
Range of
Discretion
Inform Monitor
Allow the
Others that Results
Employee to
Delegation
Participate
has Occurred
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39. Steps to Delegate Effectively
• It’s your responsibility to provide clear
Clarify the
Assignment
information on what is being
delegated, the results you expect, and
any time or performance expectations
you hold.
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40. Steps to Delegate Effectively
• Every act of delegation comes with
Specify the
employee’s constrains.
Range of
• You need to specify what those
Discretion
parameters are so that employees
know, in no uncertain terms, the range
of their discretion.
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41. Steps to Delegate Effectively
• One of the best way to decide how
Allow the
employee to much authority will be necessary to
Participate accomplish a task is to allow the
employee to participate in that
decision.
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42. Steps to Delegate Effectively
Inform • You need to inform the employee’s
Others that colleagues, other supervisors, or
Delegation
senior managers, that you have
has Occurred
delegated a particular task or duty to
someone else.
• Let them know, too, that you have
complete confidence in the
employee’s ability to succeed in the
task.
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43. Steps to Delegate Effectively
Monitor • Monitoring allows you to make any
Results necessary adjustments to the way the
task is being done.
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44. Leader as
People Developer
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45. Leader as People Developer
Leadership is about developing
leaders, not followers
Leadership is about creating a legacy,
one that will propel the organization to
new levels of success even when the
leader has moved on
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46. Leader as People Developer
Leader
Employee
Development and
Learning Plan
Employee
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47. Leader as People Developer
• An Employee Development and
Employee
Development Learning Plan is a formal contract
and Learning between a leader and an employee
Plan that identifies specific development
activities that link the employee's
interests and skills to organizational
needs.
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48. Leader as People Developer
• The plan is the outcome of one or
Employee more discussion sessions that
Development
address:
and Learning
Plan • the employee's and manager's
perspective on the employee's
effectiveness in her current role
• mutual suggestions for increasing
impact in the current role
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49. Leader as People Developer
• Things to consider in designing
Employee
Development Plan :
Development
and Learning • Identify the core competencies for
Plan
every level of employee in the
organization.
• Understands that each person learns
differently and that employees need to
have tailored learning plans that suit
their learning styles.
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50. Leader as People Developer
Employees benefit because they can :
Employee
Development • reflect on and communicate their own
and Learning interests, skills, and achievements to their
Plan managers
• volunteer for participation in satisfying
assignments, special projects, and learning
activities
• relate personal goals to the bigger picture of
the organization's long-term business plan
• seek feedback about specific development
needs and interests
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51. Leader as People Developer
Managers benefit because they can:
Employee
Development • share the responsibility for developmental
and Learning planning with employees rather than
Plan assuming full responsibility
• get a clearer picture of employees' interests
and goals and relate those interests to new
tasks and assignments
• energize and retain employees by providing
new challenges in their current roles as well
as preparing them for other roles
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52. Leader as
Motivation Stimulator
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53. Leader as Motivation Stimulator
Leaders establish the vision for the future and set
the strategy for getting there; they motivate and
inspire others to go in the right direction
Motivation = the willingness to exert high level
of effort to reach organizational goals
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54. Leader as Motivation Stimulator
Collaboration
Three C’s of
Content
Motivation
Choice
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55. Leader as Motivation Stimulator
People feel more motivated to work hard
Collaboration when they’re inspired to cooperate, when
they have an opportunity to help one another
succeed
People feel more motivated to work hard
Content when they understand how their work add
value to the organization
People feel more motivated to work hard
Choice when they feel empowered to make decisions
about their work
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56. Leader as Motivation Stimulator
Inspire by Example
Leader as
Motivation
Stimulator
Create and
communicate a clear
vision of the goals
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57. Leader as Motivation Stimulator
• Be clear and enthusiastic about your own
Inspire by life purpose and goals.
Example
• The most inspiring leaders are
themselves inspired and excited about
the purpose of their lives or their
missions.
• Sharing your excitement is often a
catalyst for others to join in the pursuit of
that mission or to find their own, equally
inspiring purposes.
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58. Leader as Motivation Stimulator
• Share stories from your own experience.
Inspire by
• People who capture the hearts of others
Example
and leave them feeling uplifted often do
so by sharing stories about their own
struggles, mistakes, and life lessons.
• Be willing to share the human, fallible
side of your life experience rather than
trying to maintain the image of a perfect
leader who never has doubts or
struggles.
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59. Leader as Motivation Stimulator
• Focus on the dreams and goals of
Inspire by others.
Example
• Get to know your employees and other
people with whom you regularly interact.
Find out what they want to achieve.
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60. Leader as Motivation Stimulator
Create and • Ensure that you are clear about the goals
communicate that have been assigned to your team by
a clear vision management above you. Communicate
of the goals these goals to your people and listen
carefully to their feedback.
• Have the team develop plans for achieving
these goals. Ensure that everyone has an
opportunity to participate and contribute to
the plan, which will encourage buy-in by all
members.
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61. Leader as Motivation Stimulator
Create and • Help others to bring out the best in
communicate themselves. Identify the unique talents
a clear vision
and abilities of your employees and
of the goals
ensure that they understand how they
can contribute to the overall plan and
vision.
• Keep the vision front and center. When
things seem to be going off track and
people are losing their focus, remind
the team of what they are working
toward.
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62. Recommended Further Readings:
1. Stephen Robbins and Mary Coultar, Management, Prentice Hall
International
2. Bryn Hughes, The Leader's Tool Kit: Hundreds of Tips and
Techniques for Developing the Skills You Need, Kingsway
Communications
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63. End of Material
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