The document discusses key aspects of effective leadership including: 1. Leadership is an influential process where an individual motivates a group to achieve common goals. Effective leaders develop people, build teams, and communicate vision. 2. Four factors influence leadership - the leader, followers, communication, and the situation. Leaders must understand themselves and their followers to adapt their style. 3. Principles of effective leadership include setting example, communicating, developing responsibility in others, and using the full capabilities of the team. The leadership style used depends on the environment and situation.

1. Leadership Learnings
Asst. Prof. Anoop Sharma : HR Development Interventions

2. “A Manager Do the ‘Things Right’..
A Leader Do the ‘Right Things’”

3. Definition of leadership
• Leadership is an ‘Influential process’ whereby an
individual influences or motivates a group of
individuals to achieve a common goal.
Meaning of Leadership :
Leadership can be said as the relationship in which one
person influences others to work together willingly
on related tasks to attain that level of results which he
or she desires.
The leader may or may not have any formal authority.

4. Role of Leader….
• ‘People Development’
• Building the ‘Teams’
• ‘Cascading the Vision', making it tangible.

5. Concept of Leadership:
• Leading is about setting direction and ensuring that
that direction is followed. Leading can apply to leading
oneself, other individuals, groups, organizations and
societies.
The concept has gone a sea-change from a born-leader
to situational-leader to ‘effective leader’.
Example: Mahatma MK Gandhi (Bapu), Shree
Jamshedji Ratan ji tata, Shree Dheerubhai Ambani ji
were said to be ‘in-born leaders’, where as Mr. Vikram
Singh of Hindustan Aluminum , Mr. Pardhasaradhi of
HUL belong to ‘made leader’ category.

6. Four constituents or factors of Leadership
• Communication
Leader
Followers
Communication
Situation

7. 1st important factor of leadership :
‘Leader Him or herself’
• You must have an honest understanding of who
you are, what you know, and what you can do.
Also, note that it is the followers, not the leader
or someone else who determines if the leader is
successful.
• If they do not trust or lack confidence in their
leader, then they will be uninspired.
• To be successful you have to convince your
followers, not yourself or your superiors, that you
are worthy of being followed.

8. 2nd factor in leadership : ‘Followers’
• Different people require different styles of leadership.
• For example, a new hire requires more supervision
than an experienced employee.
• A person who lacks motivation requires a different
approach than one with a high degree of motivation.
• You must know your people! The fundamental starting
point is having a good understanding of human nature,
such as needs, emotions, and motivation.
• You must come to know your employees
• ‘be, know, and do’ attributes.

9. 3. ‘Communication’
• You lead through two-way communication. Much
of it is nonverbal.
• For instance, when you “set the example,” that
communicates to your people that you would not
ask them to perform anything that you would not
be willing to do.
• What and how you communicate either builds or
harms the relationship between you and your
employees.

10. 4th & Last Factor in Leadership is:‘Situation’
• All situations are different. What you do in one situation will not always
work in another. You must use your judgment to decide the best course of
action and the leadership style needed for each situation. For example,
you may need to confront an employee for inappropriate behavior, but if
the confrontation is too late or too early, too harsh or too weak, then the
results may prove ineffective.
• Also note that the situation normally has a greater effect on a leader's
action than his or her traits. This is because while traits may have an
impressive stability over a period of time, they have little consistency
across situations (Mischel, 1968). This is why a number of leadership
scholars think the Process Theory of Leadership is a more accurate than
the Trait Theory of Leadership.
• Various forces will affect these four factors. Examples of forces are your
relationship with your seniors, the skill of your followers, the informal
leaders within your organization, and how your organization is organized.

11. Principles of Leadership
• 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, formal classes, reflection, and interacting with
others.
• Be technically proficient - As a leader, you must know your
job and have a solid familiarity with your employees' tasks.
• Know your people and look out for their well-being -
Know human nature and the importance of sincerely caring
for your workers.

12. • Seek responsibility and take responsibility for your
actions - Search for ways to guide your organization to
new heights. And when things go wrong, one is more
likely to commit mistakes 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. 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

13. • 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.

14. Relationship Matrix : ‘Leadership and
Power’

15. Leadership Styles
• ‘Engaging Style’ of Leadership:
• Engaging as part of leadership style has been
mentioned in various literature earlier. Dr. Stephen L.
Cohen, the Senior Vice President for Right
Management’s Leadership Development Center of
Excellence, has in his article Four Key Leadership
Practices for Leading in Tough Times has mentioned
Engagement as the fourth Key practice.
• He writes, "these initiatives do for the organization is
engage both leaders and employees in understanding
the existing conditions and how they can collectively
assist in addressing them

16. • Reaching out to employees during difficult times
to better understand their concerns and
interests by openly and honestly conveying the
impact of the downturn on them and their
organizations can provide a solid foundation for
not only engaging them but retaining them when
things do turn around.
• Engagement as the key to Collaborative
Leadership is also emphasized as Most effective
in Modern tiem-frame.
• Becoming an agile has long been associated with
Engaging leaders - rather than leadership with an
hands off approach.

17. Autocratic or authoritarian style
• Under the autocratic leadership style, all decision-
making powers are centralized in the leader, as
with dictators.
• Leaders do not entertain any suggestions or initiatives
from subordinates.
• The autocratic management has been successful as it
provides strong motivation to the manager,
particularly in emergency Situations.
• It permits quick decision-making, as only one person
decides for the whole group and keeps each decision
to him/herself until he/she feels it needs to be shared
with the rest of the group.

18. ‘Participative or Democratic’
leadership style
• The democratic leadership style consists
of the leader sharing the decision-making
abilities with group members by
promoting the interests of the group
members and by practicing social
equality.

19. Laissez-faire or free rein style
A person may be in a leadership
position without providing
leadership, leaving the group to
fend for itself. Subordinates are
given a free hand in deciding their
own policies and methods.

20. Leadership and Environment
• Environment dictates to a considerable degree how its leaders
respond to problems and opportunities.
Leaders exert influence on the environment via three types of
actions:
Goals, Values, and Concepts :
1. The Goals and performance standards they establish.
• 2. The Values they establish for the organization.
The business and people concepts they establish.
3. The business and people concepts they establish.
• Successful organizations have leaders who set high standards
and goals across the entire spectrum, such as strategies, market
leadership, plans, meetings and presentations, productivity,
quality, and reliability.

21. • Values reflect the concern the organization has
for its employees, customers, investors, vendors,
and surrounding community. These values define
the manner in how business will be conducted.
• Concepts define what products or services the
organization will offer and the methods and
processes for conducting business.
• These goals, values, and concepts make up the
organization's personality or how the
organization is observed by both outsiders and
insiders. This personality defines the roles,
relationships, rewards, and rites that take place.

22. Key to a good Leadership:
• According to a study by the Hay Group, a global management
consultancy, there are 75 key components of employee satisfaction
(Lamb, McKee, 2004). Briefly to Elucidate Their Observations:
• Developing ‘Sense of Trust’ and confidence in top leadership was the
single most reliable predictor of employee satisfaction in an
organization.
• Effective communication by leadership in three critical areas was the
key to winning organizational trust and confidence :
– Helping employees understand the company's overall business strategy.
– Helping employees understand how they contribute to achieving key
business objectives.
– Sharing information with employees on both how the company is doing
and how an employee's own division is doing — relative to strategic
business objectives.
• Challenging the process - First, find a process that you believe needs to
be improved the most.

23. • 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.

24. Thank You!