The document discusses various components and models of leadership. It describes a leader's role in developing and communicating a vision, using strategic management to achieve goals in competitive markets, and motivating human resources. It discusses models of leadership including Adair's model which focuses on balancing tasks, teams, and individuals. Emotional intelligence is important for self-awareness, self-regulation, empathy, and social skills to manage relationships. Authoritative leadership that mobilizes people towards a vision is generally found to be most effective based on a survey. Organizational culture and climate are shaped by leadership and impact norms and behaviors.

1. Leadership
Training

2. Leadership
Components
.

3. Vision
• A leader is a change agent who leads a group
of followers to an aspired destination.
• The destination is the vision of the leader.
• For a business organization the destination
may be larger share of same market or a
different market with higher yields.

4. Strategy
• A market is a competitive situation with many
players, each competing against one another.
• Strategic management is a leader’s tool to
winning the market.
• Strategy normally entails changes in the
operational or behavioural procedures within
the organization.

5. Strategy
• Winning the market requires judicious use of
organizational resources, tangible and intangible.
• Intangibles weigh heavier than the tangibles as
organizational resource. This is why Apple is a
more valuable company than General Motors.
• Prime intangibles are the human resources,
occupying one of the three circles in Adair’s
Leadership model. The leader’s job is to make the
best use of this important resource.

6. Leadership
• Unlike a machine a human strongly reacts to
external stimuli, imposed through changes.
• As a change is implemented there will be willing
and unwilling partners within the human
resources group.
• Leader needs to motivate the unwilling into a
willing partnership. The willing needs support
from the leader to strengthen their willingness.

7. Change Resistance
• The natural reaction to change is resistance.
• The power of “comfort” with how things are
today is the stumbling block.
• Resistance to change is the norm then an
exception.

8. Motivation
overcome resistance
• Listen, speak, socialize
• Identify removable barriers
• Provide choices - help remove barriers
• Communicate benefit
• Make personal appeal
• Spend more time with the strong dissenters
• Create examples (sacrificial lamb, rewards & incentives)

9. Change Management
• The employees may be categorized in 3 broad groups
in terms of changes i.e. Willing, Uncertain and
Resistant with a 80, 10, 10 distribution.
• While a support of the willing is crucial in moving
ahead with the changes, the uncertain will need
much attention to bring them within the fold.
• The resistant will need greater attention to bring
them within the fold and let them go.

10. Change Profile

11. LEADERSHIP COMMANDMENTS
• Admission : “I admit I made a mistake”
• Appreciation : “You did a good job”
• Solicitation : “What is your opinion”
• Courtesy : “If you please”
• Humility : “Thank you”
• Teamwork : “We”
• Arrogance : “I”

12. Strategic Leadership
level 5 attributes (Collins)
• A blend of personal humility and intense professional will.
• Ordinarily down to earth but having strong determination and
uncompromising attitude to work done to perfection.
• Courage to take responsibility for poor results, never blaming
other people or external factors or bad luck.
• Able to create a team with the right people and a culture of
discipline. They have no hesitation is removing the non-performers.
• Insist on setting up successors for even more greatness in the
next generation.

13. Strategic Leadership
Emotional Intelligence (Goleman)
• IQ & technical skills are entry level requirement for leadership.
• To soar higher you need emotional intelligence to put the team
together and get them to work as one.
Self-Awareness :
Knowing one’s emotions, strengths, weaknesses, drives, values
and goal – and their impacts on others.
Example : A manager knows that tight deadlines bring out the
worst in him. So he plans his time to get work done well in
advance.

14. Emotional Intelligence
• Self-Regulation :
Controlling or redirecting disruptive emotions and impulses.
Example: Your team makes a bad presentation at a board of
directors meeting. What would be your reaction?
People who can control their feelings and impulses can easily create an
environment of trust and fairness. Displays of negative emotion have
never been a driver of good leadership.
• Motivation
Being driven to achieve for the sake of achievement.
Motivation requires a passion for the work, zeal to learn and pride in getting a job done
well. Motivation brings in a commitment to the organization which in turn leads to strong
leadership.

15. Emotional Intelligence
• Empathy : Considering others feeling, especially when making decisions.
Teams are cauldrons of bubbling emotions. A team needs consensus to
perform a task. It is not unusual for members of the team divided into
groups regarding the pros and cons of a decision – alliances form and
clashing agendas set in. A team leader must be able to sense and
understand the viewpoints of everyone around the table.
• Social skill : Managing relationships to move people in desired directions.
It is a knack for building rapport. It is a culmination of other dimensions of
emotional intelligence. People can be very effective in managing
relationships when they can understand and can control their own
emotions and can empathize with the feelings of the others. A leader’s
task is to get jobs done through others and social skills make this happen.

16. LEADERSHIP MODELS
• Several training modules have been developed on
the assumption that Leadership can be taught.
• Leadership models help us to understand what
makes leaders act the way they do.
• The ideal is not to lock yourself into a type of
behavior discussed in the model, but to realize
that every situation calls for a different approach
or behavior to be taken.

17. #1. Adair Model
Leadership Training

18. Adair Model
• Task
- Common purpose
- how it is communicated and
- broken down into aims and objectives

19. Adair Model
• Team
- What are the parts (groups, subgroups etc)
- how they contribute to the purpose
- how they relate together

20. Adair Model
Group vs Individual
• One reason why a group comes together is that there
is a task which one person cannot do alone.
• The individual and group needs have to be
harmonized in the service of a common task that
keeps the group together.
• Some individual needs may have to be sacrificed in
favour of the group need (game of cricket)?

21. Leadership
Levels

22. Leadership Development
steps
• Training
• Selection
• Mentoring
• Chance to Lead
• Educating
• Strategic Leadership
• Chief Executive

23. Aspects of Leadership
survey
• The basic assumption under different styles of leadership is that
people will work better under one style of leadership than another
• The authoritarian style is based on assumption that the power will
rest with the leader of decision making, arbitration, control,
rewards and punishment.
• Under the democratic style these powers and responsibilities are
shared with the groups in some way or other.
• Which style is more effective? Here is a survey result from an HBR
article on the effect of style of leadership on organizations.

24. Leadership Survey
• Coercive leaders : Demands immediate
compliance
• Authoritative leaders : Mobilizes people towards a
vision
• Affiliative leaders : Creates an emotional bond
and harmony

25. Leadership Survey
• Democratic leaders : Builds consensus through
participation
• Pacesetting leaders : Insists on excellence and
self-direction
• Coaching leaders : Develops people for the
future

26. Evaluation Attributes
• Flexibility - how free employees feel to innovate
• Sense of Responsibility to the organization
• Level of Standards people set on their work
• Aptness of Rewards - how people perceive it
• Clarity - people have about mission and values
• Level of Commitment - people have to a common purpose.

27. Survey Results
• Most Effective :The Authoritative
- Mobilizes people towards a vision
• Runner Up :The Affiliative style
- Creates an emotional bond and harmony
• Follow Up :Democratic and Coaching style
- Builds consensus through participation
- Develops people for the future

28. Culture
• Each organization has its own distinctive culture. It is a
combination of the past legacy (leadership), current
leadership, crises, events and size.
• This results in rites : the routines
rituals : the way we do things.
• These rites impact individual behavior on what it takes
to be in good standing (the norm) and directs
appropriate behavior for each circumstance.

29. Culture
the paradigm

30. Culture
• Stories :
Good & bad - how things used to be, the fault >>
giving praise
• Symbols :
privileges – special lift >> MBWA
• Rituals and Routines :
If things go wrong blame others >>
question ways of doing things

31. Culture
• Control Systems :
Reaction to complaint, emergencies >>
more feedback from customers
• Organizational Structure :
Departments as silos, bureaucracy >>
flat structure
• Power structure :
Power preserved through hierarchy >>
delegation

32. Climate
• Organizational climate is directly related to the
leadership and management style of the leader, based
on aspects of personality.
• Compare this to “ethical climate” – the feel of the
organization about the activities that have ethical
content.
• The ethical climate is the feel about whether we do
things right; or the feel of whether we behave the way
we ought to behave. The personality of the leader
impacts the climate.

33. Environment
totality
Standards - quality
Values - concern
Concepts - product/service
PERSONALITY - aggregate of the above
Roles - expectation of behaviour
Relationship - interaction
Culture - rituals, rites
Climate - feel of the organization

34. Leadership
Ethics
• Imagine that you are a newspaper reporter in
East Pakistan covering the 1971 war to establish
Bangladesh. You are tired after travelling many
miles on dirt tracks through the hills of Assam, in
order to report on the rebel forces in that area.
Then you find yourself in a crisis, one that calls
for an instant, effective reaction.
• In the words of Donald Seaman of the Daily
Express :

35. x
• They put a boy of 18 up against a palm tree and read out the
offence for which he was on trial for his life: MISUSE OF PETROL.
• Then they sentenced him to die by a one-man firing squad. I
watched as the boy pleaded for his life. I heard the click of the
rifle bolt as the bearded executioner pushed a round into the
breech of his Lee Enfield. The boy was weeping now. He put his
hands protectively in front of his face and awaited the bullet.
• Petrol is precious to the rebel army in whose ranks the boy
prisoner was fighting for East Pakistan's independence. So
precious that they count it out by the drop. As a driver the boy
had 'misused' the ration allotted to his truck by driving a party of
women, infants, and old men to safety. To use petrol even in
wartime for such a mission might seem humane to you and me.
But to this scarecrow army struggling to set up an independent
nation it ranks as a capital crime.

36. x
• The members of the rough and ready court martial
showed not the slightest disposition to mercy. But
the soldier who had brought me into the war zone
suddenly asked: 'What would you do?‘
• Every face turned towards me. I was now like a judge
deciding on life or death in a final court of appeal. I
looked at the weeping boy. He was younger than my
eldest son . . .

37. Your judgment!
I said to the rebel soldier who had asked for my opinion:
"Anyone can seize command in a war. But to know when to show mercy is
the test of leadership."
The members of the court martial let the boy grovel while they talked
it over among themselves. For 20 minutes he knelt in front of them,
sobs shaking his body.
Then they said to me: "Well, it might look bad if we shot him in front of you.“
So they spared him, though for how long I do not know because it was time
for me to move on out of that sector.
15 April 1971

38. Decision!
• You are reluctant to pass a judgment as it is
not a corporate situation?
• Here is another one from your organization
that has grown big with the support of your
wonderful suppliers. Now is the time for your
backward linkage cutting the supplier who has
almost become a part of your family. What do
you do?

39. Leadership
Level 5
• There are 5 levels of leadership according to
John Maxwell.
• Level #1 is the Position level that makes
someone a leader through right to a position.
• Level 5 is the Respect level that makes
someone a leader through trust and
confidence.

40. Effective Leader
• Trust and Confidence in leadership is the
most reliable predictor of employee
satisfaction in an organization.
• To be effective
- you must be trustworthy and
- be able to communicate a vision of
where the organization needs to go.