Leaders have to develop many leaders so that the organization would grow faster and supply needed human capital. This presentation provides the process of developing young faculty members to sustain the growth.

1. SUPER
LEADERSHIP
- Dr. V. THANIKACHALAM
(vthani2025@gmail.com)

2. LAO TZU SAID:
A leader is best when faculty
barely know s/he exists
… when his/her work is
done, his/ her aim fulfilled.
They will say we did it
ourselves.

3. Who is a transformational leader?

4. TRANSFORMATIONAL
LEADER:
• One who has the vision and
dynamic personal attraction
to generate total
organizational change.

5. THE LEADER IS THE ONE:
• Who has either power,
authority or charisma enough
to command others.

6. THE MOST APPROPRIATE IMAGE
OF THE ORGANIZATIONAL
LEADER OF TODAY:
• Is the one who can lead others
to lead themselves.

7. TRUE LEADERSHIP:
• True leadership comes mainly from
within a person, not from outside.
• At the best, external leadership can
provide a spark and support the
flame of the powerful
self-leadership that dwells within
each person.

8. • At the worst, it disrupts this
internal process, damaging the
faculty and the constituencies
s/he services.
TRUE LEADERSHIP…

9. • The ability to maximize the
contributions of faculty by
helping them to effectively
guide their own destinies,
rather than the ability to blend
the will of others to the leaders.
A NEW MEASURE OF
LEADERSHIP STRENGTH:

10. Who is a super leader?

11. • Super leaders marshal the strength
of many, for their strength does not
lie solely in their own abilities, but in
the vast, multiple talents of those
that surround them.
• Concern bringing out the best, but
mainly in others, not just in the
leader.
SUPER LEADERS

12. • Do not carry the weight of the world
alone but share this burden with
others.
• Others become stronger and
stronger through the process of
really contributing.
SUPER LEADERS…

13. • Attributes much of its success to an
emphasis on employee initiative and
autonomy rather than close
supervision.
• His management philosophy is to
simply get the right people in the right
places and to encourage them to use
their own initiatives to accomplish the
task at hand.
SAM WALTON, CHAIRMAN
OF WAL-MART STORES INC.:

14. • Can be used successfully by
executives in the pursuit of
excellence.
SUPER LEADERSHIP
STRATEGIES:

15. • Vast, often hidden, capability
within executives and their
subordinates.
OPTIMISTIC PHILOSOPHY:

16. • Excessive external controls can
deprive potential super leaders
of the benefits of capability of
their subordinates.
EXCESSIVE EXTERNAL
CONTROLS:

17. What does super leader ?
?

18. • The potential each faculty
possesses for making the
institute a better place if
given a chance.
SUPER LEADERSHIP TAPS:

19. • Success resulted more from
determination and practice than
from natural, in born talent.
• They had been encouraged early on
to value hard work and to be
inquisitive learners.
SUCCESS OF TOP ARTISTS,
SCHOLARS AND ATHLETES:

20. • Over the time they blossomed into
great performers.
• Individuals need to be provided
with the chance to develop and
exercise the capabilities that they
truly possess.
SUCCESS OF TOP ARTISTS,
SCHOLARS AND ATHLETES…

21. • They are robbed of their most
valuable treasures.
• Their human dignity.
• The right to live a life that is
meaningful, that counts for
something.
IF DENIED AN OPPORTUNITY ?

22. • When a person loses these
treasures, the world loses, too.
• And, of course, institutions lose a
great deal when faculty talent is
wasted.
WHAT IF ?

23. • Creativity
• Innovation, and
• Capacity to respond to
environmental shifts.
IN TODAY’S FAST CHANGING
WORLD, THE EMPHASIS IS ON:

24. • A critical factor in promoting these
important attributes of total
organizational success.
LIKELY IMPACT OF DEVELOPING
THE SELF-LEADERSHIP
CAPABILITIES OF EACH FACULTY:

25. • Consist of both behavioural and
cognitive strategies designed to
enhance personal achievement and
effectiveness.
• Strategies such as establishing self-
goals and administering self-
rewards help facilitate effective
behaviour.
SELF-LEADERSHIPS:

26. • Monitoring and managing beliefs
and assumptions.
• Using mental imagery and internal
dialogues.
• Help to establish constructive
thinking patterns (habits) .
COGNITIVE STRATEGIES:

27. • A philosophy and a systematic
set of behavioural and cognitive
strategies for leading ourselves
to higher performance and
effectiveness.
SELF- LEADERSHIP:

28. • Many institutions fail to understand
precisely how to go about bringing
out the wealth of talent that each of
their faculty possess.
INSTITUTIONAL FAILURES:

29. • Encourages conformity and
adherence, obedience to command
and instruction.
• Does not facilitate the full potential
of subordinates, that is, how they
can lead others to lead themselves.
QUASI-MILITARY MODEL:

30. • Is the success of others.
MEASURE OF A LEADER’S
OWN SUCCESS:

31. • The strength of a leader is
measured by the ability to
facilitate the self-leadership of
others.
• Not the ability to bend the will of
others to the leaders.
THE STRENGTH OF A LEADER:

32. THANK YOU
Super leaders! Your
questions, please