the action of leading a group of people or an organization.

1. Leadership

2. • Leadership
-is the art of getting someone else to do
something you want done because he wants to
do it. (Dwight D. Eisenhower)
-is about mapping out where you need to go to
"win" as a team or an organization; and it is
dynamic, exciting, and inspiring.
-means different things to different people
around the world, and different things in different
situations.

3. Leadership could relate to:
community leadership
religious leadership
political leadership
leadership of campaigning groups

4. Leaders
-are people who do the right thing;
managers are people who do things right.
(Professor Warren G. Bennis)
-Leaders help themselves and others to
do the right things. They set direction,
build an inspiring vision, and create
something new.
-while leaders set the direction, they must
also use management skills to guide their
people to the right destination, in a smooth
and efficient way.

5. Traformational Leadership
an effective leader is a person who does the
following:
1.Creates an inspiring vision of the future.
2.Motivates and inspires people to engage
with that vision.
3.Manages delivery of the vision.
4.Coaches and builds a team, so that it is
more effective at achieving the vision.

6. Vision - is a realistic, convincing and
attractive depiction of where you want to
be in the future.
-provides direction, sets priorities, and
provides a marker, so that you can tell that
you've achieved what you wanted to
achieve.

7. To create a vision, leaders focus on an
organization's strengths by using tools such as
Porter's Five Forces Tool
-is a simple but powerful tool for understanding where
power lies in a business situation. This is useful,
because it helps to understand both the strength of
current competitive position, and the strength of a
position you're considering moving into.
PEST Analysis
USP Analysis
Core Competence Analysis
SWOT Analysis

8. Porter's Five Forces Tool
Competitive Rivalry
Number of competitors
Quality Differences
Other Differences
Switching Costs
Customer Loyalty
Threat of New Entry
Time and cost of entry
Specialist Knowledge
Economies of Scale
Cost Advantages
Technology Protection
Barriers to Entry

9. Supplier Power
Number of suppliers
Size of Supplier
Uniqueness of Service
Your Ability to
Substitute
Cost Of Changing
Porter's Five Forces Tool
Threat of Substitution
Substitute Performance
Cost of Change

10. Porter's Five Forces Tool
Buyer Power
Number of Customers
Size of each order
Differences between competitors
Price Sensitivity
Ability to substitute
Cost of Changing

11. To analyze their current situation:
They think about how their industry is likely to
evolve, and how their competitors are likely to
behave.
They look at how they can innovate successfully
Shape their businesses and their strategies to
succeed in future marketplaces.
They test their visions with appropriate market
research, and by assessing key risks using
techniques such as Scenario Analysis

12. PEST Analysis
PEST Analysis is useful for four main reasons:
It helps you to spot business or personal opportunities, and it gives you
advanced warning of significant threats.
It reveals the direction of change within your business environment.
This helps you shape what you're doing, so that you work with
change, rather than against it.
It helps you avoid starting projects that are likely to fail, for reasons
beyond your control.
It can help you break free of unconscious assumptions when you enter
a new country, region, or market; because it helps you develop an
objective view of this new environment.

13. USP Analysis(Unique Selling Proposition Analysis)
How to use the tool:
1. Understand the Characteristics That
Customers Value
2. Rank Yourself and Your Competitors by
These Criteria
3. Identify Where You Rank Well
4. Preserve Your USP (and use it!)

14. Core Competence Analysis
Three Test of Hamel and Prahalad:
Relevance – The competence must give your customer
something that strongly influences him or her to choose your
product or service. If it does not, then it has no effect on your
competitive position and is not a core competence.
Difficulty of imitation – The core competence should be
difficult to imitate. This allows you to provide products that are
better than those of your competition. And because you're
continually working to improve these skills, means that you
can sustain its competitive position.
Breadth of application – It should be something that opens up
a good number of potential markets. If it only opens up a few
small, niche markets, then success in these markets will not
be enough to sustain significant growth.

15. SWOT Analysis
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon
that others can't?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's Unique Selling Proposition Add
to My Personal Learning Plan?

16. SWOT Analysis
Weaknesses
What could you improve?
What should you avoid?
What are people in your market likely to see
as weaknesses?
What factors lose you sales?

17. Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as:
Changes in technology and markets on both a broad and narrow scale.
Changes in government policy related to your field.
Changes in social patterns, population profiles, lifestyle changes, and
so on.
Local events.
Tip:

18. Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your job,
products or services changing?
Is changing technology threatening your position?
Do you have bad debt or cash-flow problems?
Could any of your weaknesses seriously threaten
your business?