The document discusses various leadership styles and qualities. It defines a leader as someone who leads with a vision, influences others to adopt a shared mission in an inspiring way to achieve goals. Effective leaders have qualities of both managers and souls - they are rational problem solvers who can also be visionary, passionate, and inspire change through personal power rather than just position power. The document then examines different leadership approaches and characteristics that effective leaders possess.

1. By: Dr. Leena Guptha

3. My Definition: ‘ A LEADER is a person who is LEADING by a VISION and is able to INFLUENCE others to ADOPT the MISSION in a manner that INSPIRES them to ACHIEIVE the GOAL’

4. Manager qualities MIND Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power Leader qualities SOUL Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power Maintain the status quo Monitor situation Allocate resources Communicate targets Measure the results Feedback on the trends Strategic Thinkers Look Forward and Create Visions Challenge Motivate Inspire

5. FORWARD LOOKING CREATIVE/IMAGINATIVE INSPIRING RISK TAKING BALANCED DECISIVENESS COMPETENCE PASSION CONCICTION DEDICATION TEAM BUILDER HUMILTY INTEGRITY EMOTIONAL INTELLIGENCE SELF KNOWLEDGE TRANSPARENCY

6. Physical Characteristics: Energy Physical stamina Intelligence & Ability: Intelligence, cognitive ability Knowledge Judgment, decisiveness Personality: Self-confidence Honesty & integrity Enthusiasm Desire to lead Independence Social Characteristics: Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacy Work Related Characteristics: Achievement drive, desire to excel Conscientiousness in pursuit of goals Persistence against obstacles, tenacity Social Background: Education Mobility

7. Envisioning change : I strive develop with a team an envisioned future to share with peers, colleagues and stakeholders, to be a motivator and an inspiration in a progressive profession , securing our presence within an industry. Facilitating advancement: The development of a vision and shared mission to make thoughtful, strategic decisions that serve the long term. The time frame is now. Facing and solving problems: All participants must see ‘problems’ as opportunities. This goes hand in hand with persistence. identify these focus areas, build the confidence and allocate resources accordingly. Broad minded and Non Judgmental : Defining our place and role in the world requires encouragement, innovative thinking broad-minded & non-Judgmental receiving of ideas - enabling us to dispassionately choose what is best for the organization. Communication and Clear Direction: Communication is key to build/rebuild relationships, develop support of the stakeholders, resolve conflicts, socialize and build relationships.

8. Autocratic Bureaucratic Democratic Laissez-faire The classical approach Manager retains as much power and decision making authority as possible Does not consult staff, nor allowed to give any input Staff expected to obey orders without receiving any explanations Structured set of rewards and punishments Manages “by the book¨ If not covered by the book, referred to the next level above Everything done according to procedure or policy A police officer not a leader Enforces the rules Develops plans to help staff evaluate their own performance Allows staff to establish goals Encourages staff to grow on the job and be promoted Recognizes and encourages achievement Also known as the “hands-off¨ style The manager provides little or no direction and gives staff as much freedom as possible All authority or power given to the staff and they determine goals, make decisions, and resolve problems on their own

9. Transformational Transactional Creative Corrective Change Intelligence Multicultural Pedagogical Servant Bridging Purposeful

10. Make change happen in: Self Others Groups and Organizations Charisma: a special leadership style commonly associated with transformational leadership; extremely powerful, extremely hard to teach

11. Emphasizes getting things done within the umbrella of the status quo In opposition to transformational leadership “ By the book" approach - the person works within the rules Commonly seen in large, bureaucratic organizations

12. Ability to uniquely inspire people To generate shared innovative responses and solutions To complex and readily changing situations

13. Empowers staff to facilitate collaborative and synergism Working with and through other people instead of bowing to authoritarianism

14. To navigate the future by embracing ambiguity and reframing problems as opportunities A proactive stance in taking their organizations into uncharted territory

15. Fosters team and individual effectiveness Drives for innovation by leveraging multicultural differences Teams work harder in an atmosphere of understanding and mutual respect

16. Paradigm shift from leader/teacher centered "orientation" to an interactive, connective organizational system using a democratic learning and communicative style An alternative to instructional leadership by enabling the learning and intellectual growth of those led

17. A practical philosophy focusing on people who choose to serve first and then lead as a way of expanding service Servant leaders are "servants first" with the object of making sure that other people's highest priority needs are being served Leaders put the needs of their followers first; these leaders rare in business

18. Fostering synergy and reinforcing behavior and motivation through the use of communication to create climate of trust and confidence Projection of confidence on the face of a difficult challenge

19. Leader and the community share a common purpose to develop or provide the drive, authority and commitment to undertake projects

20. Endorses alteration Beyond thinking about individuals and individual organization, single problems and single solutions Rethinking systems to introduce change on parts of the whole and their relationship to one another

21. High High Low Low Concern for Production Concern for People Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners. 1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a com- fortable, friendly organization atmosphere and work tempo. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. 5,5 Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1 5,5 0

22. Legitimate Power Power that stems from a formal management position in an organization and the authority granted to it. Reward Power Power that results from the authority to bestow rewards on other people. Coercive Power Power that stems from the authority to punish or recommend punishment. Expert Power Power that stems from special knowledge of or skill in the tasks performed by subordinates. Referent Power Power that results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to emulate the leader.

23. Source: 1000ventures.com Empowering employees works because total power in the organization seems to increase. Everyone has a say and hence contributes more to organizational goals.

24. Hersey P & Blanchard KH 1984, the management of organizational behavior. 4the Ed

25. Source: LEADERSHIP PPT (slide share)by Hitesh Baid 2009

26. Political/Organization Strategy (Yukl 2006 p.303) Application and Relevance Determine who can oppose or facilitate change Build a broad coalition to support the change Fill key positions with competent change agents Use Taskforces to guide implementation Make dramatic, symbolic changes that affect work Monitor the progress of Change

27. People Orientated Strategy Application and Relevance Create a sense of urgency about the need for change Prepare people to adjust to change, help people deal with the pain of change Provide opportunities for early successes Demonstrate continued commitment Staff Empowerment

28. Self-esteem Time 1. Immobilisation – as rumours of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing. 1 2. Minimisation: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them. 2 3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation. 3 4 4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage. 5 5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change. 6 6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise. 7 7. Internalisation: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem. Source: LEADERSHIP PPT (slide share)by Hitesh Baid 2009

29. The IDEAL CEO utilizes Charismatic and Transformational leadership. She is able to speak extemporaneously on the collective vision for a profession, and integrates strong strategic messages related to the envisioned future, carefully crafted in conjunction with the organizational leaders. Consistent messaging demonstrates strength, cultural ownership demonstrates strength, organization and metrics are defined to create realistic and stretch goals securing strength in these ways. The CEO is a transformational leader operational bringing the vision /dream to operational reality, answerable the stakeholders and Organizational leaders/Directors.

30. Attending conferences on transformational leadership Learn about Change management Collective vision development Team building Strategic plan & result metrics

31. CEO training: To Clarify issues, Build relationships, Jump-start important initiatives Purpose: To Gain insights into organization dynamics understand other’s CEO values, desires, and interests Led by faculty from Tecker International, LLC, The CEO Symposium provides fresh ideas and concrete concepts, to be a critical success vehicle for every leadership team. The CEO Symposium is the perfect opportunity to begin to build strong partnerships and establish a culture of trust, creating mutual success and unparalleled value.

32. Completing this executive MBA Executive Coach for CEO training Peer group interaction & team approach Researching and learning from role models Balancing facts with instincts in decision making

33. Adams, S., (2009) The four stages of effective team building. Training and Management Development Methods. 23.1 p.317-320 Blake R., Adams A., (1991) The Leadership Grid Figure Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Scientific Methods, Inc. Reproduced by permission of the owners. Hagel J., Brown J.J., Davison, l., (2010) The power of pull. New York: Basic Books Heath C., Heath D., (2009) Stop solving your problems. Fast Company. Retrieved from: http//www.fastcompany.com/magazine/made-to-stick-stop-solving-yourproblems.html Hersey P & Blanchard KH 1984, the management of organizational behavior. 4the Ed Huseyin, I (2008) Headteachers Leadership Behavior and Problem Solving Skills: A Comparative Study. Social Behavior and Personality. 36 (4) pp 535-547 Kerfoot K., (2010) Solving Leadership Problems by Going to the Zoo: The Pull of Diverse Experiences. Nursing Economics 28, 3 pp211-213 Lucia T., (2009) Tribune Business News (Washington), 22 Apr 2001: 1 Levine K (Dec 2010), Measuring Transformational and Charismatic Leadership: Why isn’t Charisma Measured? Vol 77, Issue 4, p.576-591. Nayor G., (2005) Death by meeting: A leadership Fable…..About solving the most painful problem in Business Journal of College Student Development 46 (6) pp 702-704 Meier, S., Building and Managing an effective project team, Team Management, Defense AT&L September-October 2008 Management Today (Feb 2011), Charismatic Leadership. What’s the Bid idea? P.14 Mannareli T (Dec 2006), Accounting for Leadership: Charismatic, Transformational Leadership through Reflection and Self Awareness, Accountancy, Vol 38, Issue 6 p.46-48 PR Newswire (2006) Building Effective Teams in Today’s Competitive Workplace, New York, 5 Dec 2006 Source: LEADERSHIP PPT (slide share)by Hitesh Baid 2009 Yukl, G (2006), Leadership in Organizations, Chapter 4, 6 th Edition, NJ: Prentice Hall.

34. CEO Leadership Presentation Prepared by: Dr. Leena Guptha