In this session, I will discuss the concept of Leadership. True Leader VS Follower , Leader VS Manager, Different style of Leadership, Theory of Leadership and understanding David Rock's SCARF model. It will help to grow confidence and self motivation to a learner. To be a good leader first have to be good follower. Now a days the trends of Manager is changed by leader. People are no longer want to do instructive work, people wants guide and cooperation from their superior. That's increase the value of Leadership.

1. Leadership
Skill Development
Session-01
Parvez Ahmed
Sr.Officer (R&D)
M.Sc in Fashion Design & Technology
PGD in Textile Management
B.Sc in Textile Engineering

2. Leadership
Influence
Organizati
onal
Objective
s
Leaders-
Followers
People
Change
Concept of Leadership:
Leadership is the influencing process of leaders to achieve organizational
objectives
through change.
5 Key elements of the
Definition

3. True (Leaders-Followers):
Leadership is the influencing process is
between
leaders and followers, not just a
leader influencing followers; it‘s a
two-way street. Knowing how to lead
and developing leadership skills will
make you a true leader and follower.

5. 2. Influence:
Influencing is the process of a leader communicating
ideas, gaining acceptance of them, and motivating
followers to support and implement the ideas through
change.
 It’s a relationship between leaders and followers.
 Managers may coerce subordinates to influence their
behavior, but leaders do not.
 Leaders gain the commitment and enthusiasm of
followers who are willing to be influenced.
 Effective leaders know when to lead and when to
follow.
 Leaders and followers often change roles throughout
the influencing process.

6. Organizational Objectives:
Effective leaders influence followers to think not only of their own
interests but also of the interest of the organization through a shared
vision.
 Leadership occurs when followers are
influenced to do what is ethical and
beneficial for the organization and
themselves.
 Taking advantage of followers for
personal gain is not part of leadership.
Objective
s

7. Change: Influencing & setting objectives
is about change.
 Organizations need to continually change, in
adapting to the rapidly changing global
environment.
 Statements like these are not in a successful
leader‘s vocabulary:
 We‘ve always done it this way; we‘ve never done it
that way before; It can‘t be done; No one else has
done it; and It‘s not in the budget.
 Leadership involves influencing followers to bring
about change toward a desired future for the
organization.

8. People: Leadership is about leading
people.
Effective leaders and followers
enjoy working with people and
helping them succeed.

9. Understanding the differences: Leader Vs
Manager

10. Great Man Theory :
The Great Man theory assumes that the traits
of leadership are intrinsic. That simply means
that great leaders are born. ( 19th Century)
Trait Theory (1930's - 1940's): It believes that
people are either born or are made with certain
qualities that will make them excel in leadership
roles.
 Certain qualities such as intelligence,
 Sense of responsibility,
 Creativity and other values puts anyone in the
shoes of a good leader.

11. Leader Member Exchange Theory:

12. Leadership Style:
Leadership Equation L = f (l,
f, s) The leadership process is a
function of the leader, the
follower, and other situational
variables.

13. Situational Leadership Theory:
 Telling (S1): The leader tells people what to do and
how to do it.
 Selling (S2): This style involves more back-and-forth
between leaders and followers. Leaders
"sell" their ideas and message to get group members to
buy into the process.
 Participating (S3): The leader offers less
direction and allows members of the
group to take a more active role in coming up with
ideas and making decisions.
 Delegating (S4): This style is characterized by a less
involved, hands-off approach to leadership.
Group members tend to make most of the decisions
and take most of the responsibility for what happens.

14. Understanding David Rock’s SCARF Model
The SCARF Model was developed in 2008 by David Rock, in his
paper “ SCARF: A Brain-Based Model for collaborating with
and influencing others.”
Status – our relative importance to others.
Certainty – our ability to predict the future.
Autonomy – our sense of control over events.
Relatedness – how safe we feel with others.
Fairness – how fair we perceive the exchanges between
people to be.
SCARF stands for the five key "domains" that influence
our behavior in social situations. These are:

15. The model is based on neuroscience research that implies that these
five social domains activate the same threat and reward responses in
our brain that we rely on for physical survival.
Threat leads to:
o Reduced working
memory
o Narrower field of view
o Generalizing of threat
o Greater pessimism
Reward leads to:
o Greater cognitive resources
o More insights
o Increased ideas for action
o Fewer perceptual errors
o Wider field of view

16. SCARF Model Threat Reward
Status Giving advice or instructions, Offering
feedback, performance reviews
Beating one’s own best
time at a task or sporting
activity, receiving positive
feedback.
Certainty Not knowing your boss expectation
Someone acting incongruently
Stating clear objectives at
the start of a discussion,
breaking projects down
into small steps
Autonomy Being micromanaged Allowing people to organize
their workflow, working
hours etc.
Relatedness Meeting someone unknown, meeting from
a different culture
Setting up mentoring or
coaching systems at work,
having a friend at work
Fairness Lack of ground rules, expectations or
objections
Transparency, doing
volunteer work.

17. Zero Point Leadership Model: EMBED model for creating new habits The Neuro-
Leader, also sometimes referred to as a ―Change Leader‖ or ―Brain-Based Leader‖, uses
the EMBED Model™ for creating new habits to help others change behavior.

18. A Good & Effective Leader
can Change the History…