The document discusses various aspects of leadership. It defines leadership as a process of influencing others to accomplish objectives by directing an organization. It also discusses different types of leaders and attributes of effective leaders. Some key points: - Good leaders are made, not born, through education, training, and experience. They balance results, relationships, and processes. - Effective leaders gain respect by being ethical and conveying a strong vision of the future. They are trustworthy and communicate their vision well. - The basis of good leadership is honorable character and selfless service. A leader's actions and behaviors influence followers more than their words alone.

1. Leadership

2. What is leadership?
Leading people
Influencing people
Commanding people
Guiding people

3. What is leadership?
 Leadership is a role not a position
 Leadership is a process by which a
person:
- Influences others
- Accomplish an objective
- Directs the organization

4. Types of Leaders
 Leader by the position achieved
 Leader by personality, charisma
 Leader by moral example
 Leader by power held
 Intellectual leader
 Leader because of ability to
accomplish things

5. “A born leader ?”
 Good leaders are made not born
 Good leaders develop Through:
- Self study
- Education
- Training
- Experience
 Good leaders balance results, process
and relationships

6. A Leader’s Role
 Define what the future should be.
 Set directions.
 Create an environment to make it
happen.

7. New Leader Traps
 Not learning quickly
 Isolation
 Know-it-all
 Keeping existing team
 Taking on too much
 Successor syndrome
 Captured by wrong people
 Not about you

8. Manage Oneself
 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

9. Create Momentum
 Build credibility
 Demanding but can be satisfied
 Accessible but not too familiar
 Focused but flexible
 Active
 Can make tough calls but humane

10. Leadership Attributes
Good leaders show success by
applying leadership attributes
such as:
- Beliefs
- Values
- Ethics
- Character
- Knowledge
- Skills

11. Leadership Attributes
To earn respects as a leader
Followers will not look for attributes
They observe what you do so they:
- know who you really are?
- an honorable and trusted leader?
- self serving person; promote himself?

12. Leadership Attributes
Self-serving leaders are not as
effective because their employees
only obey them, not follow them

13. Leadership Attributes
Three important traits of a leader are
always focused on:
- Trust – Gain respect and have ethics
- Confident – have sense of direction by
conveying a strong vision
- Effective Communication:
* help employees understand strategy
* help employee understand how to contribute
* Share information with employees on status

14. Leadership Attributes
So in a nutshell –
you must be trustworthy and be able to
communicate a vision of where the
organization needs to go.

15. Leadership Attributes
 So What makes a person want
to follow you as a leader?
People want to be guided by those
they respect and who have a clear
sense of direction. To gain respect,
you must be ethical, and have a
sense of direction by conveying a
strong vision of the future.

16. Basis of Good Leadership
 The basis of good leadership is
honorable character and selfless
service to your organization.
 In your employees' eyes, your
leadership is about everything you
are (be), know and do.

17. Principle of Leadership – Be Know Do
 Know yourself and seek self-improvement - In order to
know yourself, you have to understand your be, know, and do,
attributes. Seeking self-improvement means continually
strengthening your attributes. This can be accomplished through
self-study, education, reflection, experience and interacting with
others.
 Be technically proficient - As a leader, you must know your
job and have a solid familiarity with your employees' tasks.
 Seek responsibility and take responsibility for your
actions - Search for ways to guide your organization to new
heights. And when things go wrong, they always do sooner or
later - do not blame others. Analyze the situation, take
corrective action, and move on to the next challenge.
 Make sound and timely decisions - Use good problem
solving, decision making, and planning tools.
 Set the example - Be a good role model for your employees.

18. Principle of Leadership- Be Know Do
 Know your people and look out for their well-being -
Know human nature and the importance of sincerely caring
for your workers.
 Keep your workers informed - Know how to
communicate with not only them, but also seniors and
other key people.
 Develop a sense of responsibility in your workers -
Help to develop good character traits that will help them
carry out their professional responsibilities.
 Ensure that tasks are understood, supervised, and
accomplished - Communication is the key to this
responsibility.
 Train as a team - Although many so called leaders call
their organization, department, section, etc. a team; they
are not really teams...they are just a group of people doing
their jobs.
 Use the full capabilities of your organization - By
developing a team spirit, you will be able to employ your
organization, department, section, etc. to its fullest
capabilities.

19. BE
 TECHNICAL EXCELLENCE: Excellent knowledge of
the job and professional expertise, understands the
requirements of chosen field. Stays current. Produces
quality work.
 SUCCESS ORIENTED: Persistent, willing to give extra
effort and initiative. Understands what drives success,
uncovering what is really important to success in any
situation. Does not confuse activity with results.
 PERSONAL ACCOUNTABILITY: Can be counted on;
accomplishes things in a timely manner and on a
consistent basis. Follows through on commitments.
Able to answer for self and others. Does not pass the
buck or make excuses.
 POSITIVE: Constructively looks for ways to meet
objectives. Approach begins with the desired outcome
as a given. Has “can do” enthusiasm toward
assignments and challenges and confidence in others.

20. BE
 PROACTIVE: Recognizes that by planning ahead they
can be in the best position to influence the outcome.
They do not hesitate to engage to solve problems.
 COLLABORATIVE: Carefully considers who needs to
be involved in situational analysis, effective decision
making, implementation planning, and reassessments
for purposes of getting the best outcome and
development of the people.
 PERSUASIVE: Articulate, confident, clear and
convincing in individual and group discussions and
public presentations.
 OPEN: Flexible, adapts, and seeks input, new ideas,
and learning. Develops creative, imaginative solutions.

21. BE
 EMPATHY: Sensitivity to others views, needs and
situations. An ability to know what other people want.
 LISTENS WELL: Seeks to understand others through
open dialogue, is susceptible to other’s input and
suggestions, and is patient.
 DEVELOPS OTHERS: Builds teams. Has a sincere
interest in other’s career; creates growth opportunities.
Not arrogant. People feel “in” on things. Has loyal
relationships at all levels.
 TRUSTED: Honest, ethical, candid and fair. Acts at all
times with integrity and explicitly avoids deception,
duplicity or degrading behavior.
 SELF-AWARENESS: Knows their own strengths and
weaknesses and how they come across to others. Is
mindful of their personal impact.

22. BE
 COURAGE: Takes responsibility for their decisions and
actions. Has the candor to be frank, honest and sincere
with others while keeping the words free from bias,
prejudice or malice.
 LOYALTY: Understands a leader earns loyalty by having
integrity, and being fair, firm and objective and treating
others appropriately. There is loyalty to the organization
and to the individuals themselves.
 JUDGMENT: Able to assess people and situations, to
accurately form opinions based on information,
experience and inference. Makes effective decisions and
follows through on them.
 VISION: Able to determine the right things to do, sound
strategic orientation, providing break-through ideas that
position the firm for success now & in the future, and
enlisting others by drawing on shared aspirations.

23. KNOW
 KNOW the four factors of leadership - follower,
leader, communication, situation.
 KNOW yourself. Examples: strengths and
weakness of your character, knowledge, and skills.
 KNOW human nature. Examples: Human needs,
emotions, and how people respond to stress.
 KNOW your job. Examples: be proficient and be
able to train others in their tasks.
 KNOW your organization. Examples: where to go
for help, its climate and culture, who the unofficial
leaders are.

24. DO
 DO provide direction. Examples: goal setting,
problem solving, decision making, planning.
 DO implement. Examples: communicating,
coordinating, supervising, evaluating.
 DO motivate. Examples: develop morale and
esprit de corps in the organization, train, coach,
counsel.

25. Managers vs. Leaders
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

26. MANAGING (DOING)
 Close vertical identification
 Focused within function
 Develop strength within their own
work unit
 Looking at the tree
 Handles problems
 Fight fires (handle problems)
 Generate ideas
 Mono leadership
 Maintenance
 Solve problems
 Control
LEADING
 Close organization-wide identity
 Focused across functions
 Develop strength between units &
among peers
 Looking at the forest
 Anticipates problems
 Light fires (inspire to new heights)
 Champion others' ideas
 Situational leadership
 Development
 Coach problem solving
 Impact
Managing vs. Leading
“Tendencies”

27. Managing Vs. Leading
“Tendencies”
Managing
 Pride in technical competence
 Individual achievement
 Administers
 Maintains
 Accepts reality
 Relies on control
 Shorter-range view
 Asks how and when
 Eye on bottom line
 imitates
 Do things right
Leading
 Pride in performance of others
 Team success
 Innovates
 Develops
 Investigates reality
 Inspires trust
 Longer-range view
 Asks what and why
 Eye on horizon
 Originates
 Do the right things

28. Common Activities
 Planning
 Organizing
 Directing
 Controlling

29. Planning
Manager
 Planning
 Budgeting
 Sets targets
 Establishes
detailed steps
 Allocates
resources
Leader
 Devises strategy
 Sets direction
 Creates vision
 Lead

30. Organizing
Manager
 Creates
structure
 Job
descriptions
 Staffing
 Hierarchy
 Delegates
 Training
Leader
 Gets people on board
for strategy
 Communication
 Networks

31. Directing Work
Manager
 Solves
problems
 Negotiates
 Brings to
consensus
Leader
 Empowers
people
 Cheerleader

32. Controlling
Manager
 Implements
control systems
 Performance
measures
 Identifies
variances
 Fixes variances
Leader
 Motivate
 Inspire
 Gives sense of
accomplishment

33. The Process of Great Leadership
The road to great leadership that is common to
successful leaders:
 Challenge the process - First, find a process that you
believe needs to be improved the most.
 Inspire a shared vision - Next, share your vision in
words that can be understood by your followers.
 Enable others to act - Give them the tools and
methods to solve the problem.
 Model the way - When the process gets tough, get your
hands dirty. A boss tells others what to do, a leader
shows that it can be done.
 Encourage the heart - Share the glory with your
followers' hearts, while keeping the pains within your
own. Stay positive.

34. How Far Can You Go?
“They must not only hear what they are expected to do, but
also see. We must become the change we want to see” -
Mahatma Gandhi