1. The document discusses leadership and management concepts from various authors and experts. It provides definitions of different leadership styles and bases of power. 2. It also outlines the differences between managers and leaders, describing how leaders focus on inspiring and motivating people while managers focus more on processes and rules. 3. Advice is given on transitioning to a leadership role including creating momentum, securing early wins to build credibility, developing a vision and communication strategy, and seeking advice from trusted counselors.

1. Jc Lohith Shetty
PGDPM, MSW, MBA, NET
Asst Professor
St Aloysius College (Autonomous)
Trainer – Junior Chamber International
JCI Mangalore

3. Leading people
Influencing people
Commanding people
Guiding people

4.  Leaders are ordinary people who accept
or are placed under extraordinary
circumstances that bring forth their latent
potential, producing a character that
inspires the confidence and trust of
others
Myles Munroe
Becoming A Leader, “Everyone Can Do It”

5.  True leadership is born out of a guiding
vision and a PASSION to accomplish a
noble task, and to inspire others to
develop and release their potential. It
derives its fulfillment from the success of
others – Personal Sacrifice
Myles Munroe
Becoming A Leader, “Everyone Can Do It”

6. Basis of LEADER’S
Power
 Might
 Religious
 Legitimate power
 Expert power
 Autocratic
 Coercive
 Selected
 Elected
 Beurocratic
Types of Leadership
 Autocratic
 Persuasive
 Expertise
 Negotiative
 Situational
 Democratic

7.  REJECTION
 CRITICISM
 LONELINESS
 PRESSURE
 MENTAL AND PHYSICAL FATIGUE
 PRICE PAID BY THOSE CLOSEST TO YOU

8. •ADAPTABLE TO
SITUATIONS
•ALERT TO SOCIAL
ENVIRONMENT
•AMBITIOUS AND
ACHIEVEMENT‐ORIE
NTATED
•ASSERTIVE
•COOPERATIVE
•DECISIVE
•DOMINANT(DESIRE
TO INFLUENCE
OTHERS)
•ENERGETIC (HIGH
ACTIVITY LEVEL)
•PERSISTENT
•SELF‐CONFIDENT
•TOLERANT OF STRESS
•WILLING TO ASSUME
RESPONSIBILITY

9.  Clever(intelligent)
 Conceptually skilled Energetic (high
activity level)
 Creative
 Diplomatic and tactful Self‐confident
 Fluent in speaking
 Knowledgeable about group task
 Organized (administrative ability)
 Persuasive
 Socially skilled

10. 1. Assess your present level of personal
empowerment. (Be honest. Solicit input from
various sources.)
2. Determine whether your performance falls
below, meets, or exceeds expectations.
3. If your performance is below expectations,
assess your level of commitment. (Seriously
reexamine whether you are committed to
meeting the expectations of your position. If not,
make plans for doing something else.)

11. 4. Committed, determine the new skills you
require. (If your responsibility and
accountability expanded with your new/present
position, write details about the new skills you
require—personal and/or professional skills.)
5. Acquire a mentor/coach to hold you
accountable. (Check out the results you
produce.)
6. Work to overcome your self-limitations. (Let’s
talk about self-esteem.)

12. 7. If committed to expanded empowerment, define
a new challenging area of activity. (Describe a
project or an area of activity you would enjoy.
This should involve significantly expanded
responsibility in terms of the acquisition of new
personal and/or professional skills.)
8. Proceed and apply steps five and six where
difficulties occur. (Get started on the new project;
use and learn proven professional methods and
knowledge.)

13. By empowering others, leaders tap unlimited
resources available to them by allowing others to:
 Use initiative
 Be resourceful
 Better accomplish the mission
 Use teamwork
 Take charge
 Use common sense and judgment

14. When assessing capabilities, consider
the following:
Willingness to accept empowerment
 Training
 Judgment
 Experience

15. •Members don’t feel valued
•Creates negative attitudes
•Not developing all employees
•Higher absenteeism
•Low productivity/poor quality
•Miscommunication

16. •Members at all levels feel needed
•Promotes positive attitudes
•Utilize all resources
•Reduce complaints
•Members share ideas
•Less confusion
•Shared goals
•Fosters TEAM building

17. Managers
 Focus on things
 Do things right
 Plan
 Organize
 Direct
 Control
 Follows the rules
Leaders
 Focus on people
 Do the right things
 Inspire
 Influence
 Motivate
 Build
 Shape entities

18.  Planning
 Organizing
 Directing
 Controlling

19. Manager
 Planning
 Budgeting
 Sets targets
 Establishes
detailed steps
 Allocates
resources
Leader
 Devises strategy
 Sets direction
 Creates vision

20. Manager
 Creates structure
 Job descriptions
 Staffing
 Hierarchy
 Delegates
 Training
Leader
 Gets people on
board for strategy
 Communication
 Networks

21. Manager
 Solves problems
 Negotiates
 Brings to
consensus
Leader
 Empowers
people
 Cheerleader

22. Manager
 Implements
control systems
 Performance
measures
 Identifies
variances
 Fixes variances
Leader
 Motivate
 Inspire
 Gives sense of
accomplishment

23.  Intelligence
 More intelligent
than non-leaders
 Scholarship
 Knowledge
 Being able to get
things done
 Physical
 Doesn’t see to be
correlated
 Personality
 Verbal facility
 Honesty
 Initiative
 Aggressive
 Self-confident
 Ambitious
 Originality
 Sociability
 Adaptability

24.  Delegating
 Low relationship/
low task
 Responsibility
 Willing employees
 Participating
 High relationship/
low task
 Facilitate decisions
 Able but unwilling
 Selling
 High task/high
relationship
 Explain decisions
 Willing but unable
 Telling
 High Task/Low
relationship
 Provide instruction
 Closely supervise

25.  General Advice
 Take advantage
of the transition
period
 Get advice and
counsel
 Show empathy to
predecessor
 Learn leadership
 Challenges
 Need knowledge
quickly
 Establish new
relationships
 Expectations
 Personal
equilibrium

26.  Have two to three years to make measurable
financial and cultural progress
 Come in knowing current strategy, goals, and
challenges. Form hypothesis on operating
priorities
 Balance intense focus on priorities with
flexibility on implementation….
 Decide about new organization architecture
 Build personal credibility and momentum
 Earn right to transform entity
 Remember there is no “one” way to manage a
transition

27.  Create Momentum
 Master technologies
of learning,
visioning, and
coalition building
 Manage oneself

28.  Learn and know
about group
 Securing early
wins
 First set short
term goals
 When achieved
make a big deal
 Should fit long
term strategy
 Foundation for
change
 Vision of how the
organization will
look
 Build political
base to support
change
 Modify culture to
fit vision

29.  Build credibility
 Demanding but
can be satisfied
 Accessible but
not too familiar
 Focused but
flexible
 Active
 Can make tough
calls but humane

30.  Learn from internal and external sources
 Visioning - develop strategy
 Push vs. pull tools
 What values does the strategy embrace?
 What behaviors are needed?
 Communicate the vision
 Simple text - Best channels
 Clear meaning - Do it yourself!

31.  Be self-aware
 Define your
leadership style
 Get advice and
counsel
 Advice is from
expert to leader
 Counsel is insight
 Types of help
 Technical
 Political
 Personal
 Advisor traits
 Competent
 Trustworthy
 Enhance your
status

32. Lohith Shetty, Asst Professor, St Aloysius
College (Autonomous) 32