CONTENT: Who is a Leader,Leadership Framework,Crisis Management,Entrepreneur,Stakeholder Management,How do Leaders grow,Transformational and Transactional Leadership,VUCA Leadership,Dart Leadership,6 styles of Leadership,5 levels of Leadership,Leadership Grid.

1. BY: GROUP1 CE S1
JAGALNATH R
JEBIN VIJUMON
JIFFIN THOMAS
MEGHA SUNIL
MELVIN WILSON
MELWIN K BIJU
SARA C SUNIL

2. What is LEADERSHIP?
 Leadership is the ability to lead or guide people towards the
accomplishment of a common goal. Leader ship involves:
1. Having a Vision.
2. Convincing others by sharing the vision.
3. Inspiring others to realize the vision.
4. Providing knowledge and strategy.
5. Coordinating and Guiding.
6. Balancing the interests of one and all.
7. Being resilient at times of crisis.
According to John C. Maxwell, a LEADER is one who know the way, goes
the way and shows the way.

3. Who Is A LEADER?
 A Leader teach you WHY and HOW to do.
 A Boss(Manager) just orders what to do.

4. Leadership Traits

5. STEVE JOBS
https://youtu.be/1i9kcBHX2Nw

6. LEADERSHIP FRAMEWORK

7. Factors from Path- Goal Theory and the
Interactional Framework
LEADER
Leader Behaviour:
• Directive
• Supportive
• Participative
• Achievement-oriented
Task characteristics
Formal authority
system
SITUATION
Traits
Skills and abilities
Expectations and work
Perceptions of own
group abilities
FOLLOWER

8. Acceptance of leader
Follower motivation
Follower satisfaction

9. Leaders are made, they are not born.
They are made by hard effort, which is
the price which all of us must pay to
achieve any goal that is worthwhile.
- Vince

10. Followership
“Without followers, there is no leader”
Kelley(1992) – Types of Followers
Alienated followers – independent thinkers, but not commit
to a leader
Passive followers – do as they are told, but do not think
critically
Conformist followers – participative but do not provide
healthy criticism
Pragmatic followers – Pragmatic, but do not highly engaged
with the group
Exemplary followers – (ideal type) excel at all tasks, engage
strongly with the group and providing intelligent yet
sensitive support and challenge to the leader

12. Crisis management
Crisis management is the process by which an
organization deals with a major unpredictable
event that threatens to harm the organization,
its stakeholders, or the general public.

13. Crisis planning
The plan documents are key to success
Assess risks
Produce plans
Define roles and responsibilities
Appoint crisis management team
Draw up communication plan
Produce contact and organization chart
Promote crisis-ready culture
Publish plans and conduct training
Test, review and practice

14. Crisis management team
The role of the Crisis Management Team(CMT)
with in a business is a straightforward
management process.
It should:
• Establish what has happened
• Assess the impact
• Resolve any conflicts of interest
• Identify and prioritize actions required
• Retain control

15. Responsibilities of crisis management
team
• Prevention and to be normal again
• To minimize losses
• To encash any opportunities
• Survival
• Successful outcomes

17. ENTREPRENEUR
• Individual who organizes or operates a business or businesses.
• He brings in overall change through, innovation for the
maximum social good.
• Human values remain sacred and inspire him to serve society.
• He has firm belief in social betterment and he carries out this
responsibility with conviction.
• He accelerates personal, economic as well as human-
development.

18. Qualities of ENTREPRENEUR
LEADER
Executive
and Flexible
Expert in
human
relation and
technical field
Acts as role
model for
Employees
Assist
employees to
organize
themselves
Always
opened to
possibility of
change.

19. Features of Good Entrepreneurship
 Brain - to plan.
 Hands-to do the plan.
 Mouth-to communicate and convince.
 Eyes - to see to it.
 Ears- to spy.
 Nose - to smell danger.
 Skin - to protect.
 Heart - to love and create
good relationship.
 Feet - to stand.
 Spirit - to live.

20. Ethical Leadership
Leading in the manner that consistently respects the rights
and dignity of all stakeholders
Attributes and behaviour of ethical leadership:
 Consideration and respect for others
 Fairness and non-discriminatory treatment
 Dissemination of ethical guidelines for
 Modelling ethical behaviour to set a visible example for
others
 Criticizing or punishing unethical behaviour

21. Moral standards used to evaluate ethical behaviour are:
 Violating basic laws of society
 Denying others their rights
 Endangers the health and lives of other people
 Attempts to deceive and exploit others for personal benefit.
 Judgments about ethical leadership vary somewhat across
cultures.
 It is necessary to consider a leader's intentions and values
as well as behaviours when evaluating ethical leadership.

23. STAKEHOLDER MANAGEMENT

24. You need to
• Develop relationship and trust among
stakeholders and individuals that influence your
products
• Manage relationships among your stakeholders
• Benefit from powerful stakeholders
• Ensure requirements are identified and aligned as
early as possible
• Mitigate risks and problems that delay your
product

25. • Understand stakeholder tolerance in your risks
• Identify positive existing relationships
• Identify stakeholders and align with their
expectations early enough

26. Stakeholder Management Process
• Name each stakeholder and
determine their interest in the
objective and what information they
will require
Identify
• Understand the level of interest,
influence and commitment of the
stakeholder to appropriately manage
them
Assess

27. • Record the required level of engagement,
any change needed and name of the
gatekeeper in a Stakeholder Management
Plan
• Create a stakeholder map to visualise the
groupings and relationships
Plan
• Engage with stakeholders as planned
• Regularly review and update the
Stakeholder Management PlanAct

28. HOW DO YOU GROW
LEADERS?

48. TRANSACTIONAL LEADERSHIP

49. TRANSFORMATIONAL LEADERSHIP

52. Where did come from?
US Military started using this term in late
90s for the Post-Cold War World.
Reflects a fast-paced increasingly
Unstable and rapidly changing
world

53. To deal with a changing
battlescape
Business leaders face a
similar, challenging
dynamic landscape

55. Unstable.
Hard to predict.
Be prepared to
match investment
to risk
VOLATILITY

56. `
Volatility
• Is the rate, amount, and magnitude of
change.
• It brings Drastic, rapid shifts can bring about
instability for organizations and leaders, but
even the minor shifts that occur daily, such as
new and “immediate” priorities that disrupt
plans, or the increasing need to
“multitask”,are changes that increase
volatility.

57. In cashew plantation point of view : -
Volatility helps to make profit to some cashew planters and
also loss to
some cashew planters.
For example: - when there is a natural disaster in one area
and in another area no such natural disasters occurs.
• In the place where natural disaster occurs the demand
for cashew increases because of less production and
automatically the price also increases then the profit for
the plantation sector are also increases.
• In the place where no natural disaster occurs the demand
for cashew remains constant or can be less because of
more production and price also constant so there is no
profit for the planters located in this area.

58. UNCERTANITY
The inability to know everything, the lack of predictability
and likelihood of “surprise” events

59. Uncertainty
• Lack of clarity about the challenges and their
current and future outcomes.
• Uncertainty can result in an over-reliance on
past experiences and yesterday’s solutions or
to analysis as we shift through more and more
data.a.

60. In Cashew Plantation point of view: -
There are many situations in plantation sector
which causes uncertainty:
• Lack of prediction of rainfall.
• Lack of information about price fluctuation in
future.
• Lack of clarity about particular technology.
• Lack of information about when to harvest
and when to market among the cashew
planters.

61. COMPLEXITY
The amount of dependency
and interactive effect of
multiple factors and drivers.
The state or quality of being
intricate or complicated.
A factor involved in a
complicated process or
situation.

62. Complexity
• The amount of dependency and
interactive effect of multiple factors
and drivers.
• Requires to think in more creative,
innovative and non-linear way; to be
able to deal with shades of gray (as
opposed to black and white)
solutions.

63. In Cashew plantation point of view: -
• Complexities in using improved
package of practices.
• Complexities in using improved
technologies like precision farming
i.e. using of GPS, yield mapping,
variable rate of fertilizer application.
• Complexities in understanding
Government policies in terms of
exports and imports.

64. AMBIGUITY

65. Ambiguity
• The degree to which information, situations,
and events can be interpreted in multiple
ways.
• Ambiguity increases doubt, slows decision-
making, and results in missed opportunities
(and threats). It re-quires that leaders think
through and diagnose things from multiple
perspectives.

66. In Cashew plantation point of view: -
• Failure to understand the particular time
when to harvest and when to market.
• Failure to understand the new technology and
its profitability due to lack of information
among the farmers.

67. • Poor listening skills of workers.
• Lack of interest among the people.
• Use of improper channels.
• Lack of peer to peer confidentiality.
• Lack of controls on improper non verbal
communication.
• Technological advisers may use some
difficult terminologies
• Making it hard for labors.
Communication Barriers

68. How to overcome VUCA situation?
• Volatility can be overcome by clear vision.
• Uncertainty can be overcome by
understanding.
• Complexity can be overcome by clarity.
• Ambiguity can be overcome by agility.

69. How to overcome Communication
Barriers.
• Be ethical.
• Be transparent.
• Be open and honest in all communication.
• Be relevant.
• Share information and perspectives that are
valuable to workers.
• Personalize and be personable.
• Address negative discussion head –on.

70. DART LEADERSHIP
Also known as
COUNTINOUS LEADERSHIP

71. BILL BRADLEY
William Warren Bradley (born July 28, 1943) is an American politician
and former professional basketball player. He served three terms as a
Democratic U.S. Senator from New Jersey .
“Leadership is unlocking people's
potential to become better.”

72. FEATURES OF A
CONTINUOUS LEADER
• A continuous leader works to create an
AGILE and QUICK-RESPONDING
organization that can quickly anticipate
threats and seize opportunities as
change initiatives are designed and
implemented.

73. THEIR SUCCESS MANTRA
Continuous leaders believe that to achieve
success during turbulent times they must
deal with ongoing disruption.

74. MOST GIVEN
• For continuous leaders, what is paramount is
not whether their organization can execute
any current, singular change efforts, but
whether it can sustain an endless avalanche of
dramatic , overlapping alterations in its key
success factors.
:

75. 6 STYLES OF LEADERSHIP

77. Authoritative Style
The authoritative leader knows what he is doing.
He mobilizes the team towards a goal, expects
compliance with orders and does not delegate
authority. These leaders tend to micro-manage
and control. This style will prove useful when the
business is adrift or while dealing with problem
people. But otherwise, people lose ownership and
satisfaction under the authoritative style. Also,
this style will not work when the employees have
more expertise than the leader.

78. AFFLIATIVE STYLE
• Here, the leader is more concerned with the
feelings and needs of the employees rather than
meeting deadlines. People are valued and a sense
of belongingness is nurtured. This style works
best when trust needs to be rebuilt and during
stressful times.
• This style needs to be employed in tandem with
other styles. Used exclusively, this might bring
about mediocre performance and general lack of
direction.

79. COACHING STYLE
• Coaching style focuses on continuous personal
development. Here, leaders assign challenging
tasks to stretch the employees, coach them to
resolve problems and empower them to face
challenges in the future. Delegation will be
frequent and failures will be tolerated more. This
style works best with enthusiastic employees
who look forward to personal development. The
leader tends to believe in the potential of the
followers. If the leader lacks competence or if
employees are reluctant to change or put in the
extra effort, then this style may not work.

80. COERCIVE STYLE
• Coercive style demands immediate compliance. Obeying
orders without question is the norm here. Of all the
leadership styles, coercive style is the least effective. It
makes the organization less flexible and can have a
detrimental effect on the morale of the employees. It
tends to stifle innovation. It can work only in a turn-
around situation or at the time of a real crisis.

81. DEMOCRATIC STYLE
• A democratic leader takes decisions based on consensus
and works in collaboration with team members. He acts
less like a top-down leader and more like a team member.
Ideas are sought from all members of the team. As a
consequence, the employees will have a sense of
ownership. Conflict management is easier and
organizational flexibility is achieved. This style is good when
the priority is maintaining harmony and when the leader
needs fresh ideas from team members. On the other hand,
when stakes are high and deadlines are nearing,
democratic style won't work. Endless meetings and
confused employees will not make up for the lack of strong
leadership in such situations.

82. PACE-SETTING STYLE
• A pace setting leader sets high standards of
performance. He demands excellence and
urges the employees to complete the task
faster and better each time. This Works well
when the employees are already motivated
and skilled. When pushed they will excel. But
otherwise, people will find the ever-increasing
demands and rising standards overwhelming
and tiring. When pushed too hard, the
performance can go down

85. John C. Maxwell is an internationally
renowned leadership expert, coach,
and author who has sold over 21
million books.

87. Level I - Position
At this level people follow you because they
have to… To be an effective leader:
• Know your job.
• Accept responsibility.
• Exercise authority with caution .
• Assess the strengths and weaknesses of your
team .
• Do more than what is expected .

88. Level 2 - Permission
At this level people follow you because
they want to be an effective leader:
• Possess a genuine concern for your
team
• See life through their eyes.
• Deal wisely with difficult people
• Make team successful by setting them
up for success.

89. Level 3 – Production
At this level people follow you because of what you have done for
the project
• Admired for your accomplishments
• Respect your tenacity
To be an effective leader:
• Develop accountability for results
• Make difficult decisions that will result in positive long
term gains.
• Be a change agent and understanding the process
of change.

90. Level 4 – People Development
At this level people follow you because of what you have
done for the them .
People are loyal to you because they see first hand personal
growth opportunities.
Leadership success is underscored by a win – win scenario and
a high commitment to success.
To be effective at this level:
• Place a priority on developing people .
• Focus your attention on the fact that people are your most
valuable asset.
• Your leadership success will depend on your ability to
surround yourself with an inner core of competent people.

91. LEVEL 5

92. Leadership From Mentorship
At this level people follow you because they
respect you.
• As a leader you are bigger than life and your success is
shown through a life of accomplishments.
• People seek you out after the project has ended
because you have left an indelible mark on the
organization and the team.
• Although less than five per cent of all leaders will get to
this level of leadership .
(PINNACLE LEVEL)

93. LEADERSHIP GRID

99. EFFECTIVE LEADERSHIP

101. Effective Leadership
Effective Leaders have the following personality
traits:
• Dominance-willingness to be in-charge;
Extroversion; Self-Assuredness.
• Conscientiousness-Result Oriented; Initiative;
High Energy level.
• Social Tendency- Expressive of affection;
Engaging listeners; Low need to be liked by all.
• Internal locus of control- Optimism, Resilience,
Persistence.