LEADERSHIP Prepared by : Chandan Jha 1
May 11, 2015
LEADERSHIP
Prepared by : Chandan Jha
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LEADERSHIP
“Organizin
g a group
of people to of people to
achieve a
common
goal ”.
Prepared by : Chandan Jha
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LEADERSHIP
LEADERSHIP CONT’D
“The success or failure of
a group depends on the
leadership qualities of
the leader who heads the leader who heads
the group’’.
“Leaders need to strike a
balance between action and
patience”.
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LEADERSHIP CONT’D
�If you command wisely,
you will be obeyed
cheerfully.
�The art of getting someone
else to do something you
want done because he want to
do it.
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LEADERSHIP CONT’DCommunicate Communicate
everything to your everything to your
associates to more associates to more
they know ,they know ,
the more they the more they
The essence of
leadership is the
capacity
to build and develop the
self esteem of the the more they the more they
care.care.
self esteem of the
workers.
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TYPES OF LEADERSMost common Leadership Types are:
� Autocratic leadership.
� Bureaucratic leadership.
� Charismatic leadership.
� Democratic leadership or participative leadership.
� Laissez-faire leadership.� Laissez-faire leadership.
� People-oriented leadership or relations-oriented
leadership.
� Servant leadership.
� Task-oriented leadership.
� Transactional leadership.
� Transformational leadership.
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AUTOCRATIC LEADERSHIPAutocratic leadership is an
extreme form of transactional
leadership, where a leader
exerts high levels of power
over his or her employees or over his or her employees or
team members. People within
the team are given few opportunities for
making suggestions, even if these would be in
the team's or organization's interest.
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CONT’D…
Most people tend to resent being treated
like this. Because of this, autocratic
leadership usually leads to high levels of
absenteeism and staff turnover.
Also, the team's output does Also, the team's output does
not benefit from the creativity
and experience of all team
members, so many of
the benefits of team
work are lost.Prepared by : Chandan Jha
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BUREAUCRATIC LEADERSHIP
� Bureaucratic leaders "work by the book",
ensuring that their staff follow procedures
exactly.
� is a very appropriate style for work involving
serious safety risks (such as working with
machinery, working at heights) or where large machinery, working at heights) or where large
sums of money are involved (such as cash-
handling).
� In other situations, the inflexibility and high
levels of control exerted can demoralize staff, and
can diminish the organizations ability to react to
changing external circumstances.
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CHARISMATIC LEADERSHIP� A charismatic leadership style can appear similar to a
transformational leadership style, in that the leader
injects huge doses of enthusiasm into his or her team,
and is very energetic in driving others forward.
� However, a charismatic leader can tend to believe � However, a charismatic leader can tend to believe
more in him or herself than in their team. This can
create a risk that a project, or even an entire
organization, might collapse if the leader were to
leave: In the eyes of their followers, success is tied up
with the presence of the charismatic leader. As such,
charismatic leadership carries great responsibility,
and needs long-term commitment from the leader. 10
Prepared by : Chandan Jha
DEMOCRATIC LEADERSHIP� Although a democratic leader
will make the final decision,
he or she invites other members
of the team to contribute to the
decision-making process. decision-making process.
�This not only increases job
satisfaction by involving
employees or team
Members in what's going on, but it
also helps to develop people's skills.
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CONT’D..Employees and team members feel in control of
their own destiny, and so are motivated to
work hard by more than just a financial
reward. As participation takes time, this style
can lead to things happening more slowly
than an autocratic approach, but often the than an autocratic approach, but often the
end result is better. It can be most suitable
where team working is essential, and quality
is more important than speed to market or
productivity.
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LAISSEZ-FAIRELEADERSHIP
� This French phrase means "let them do" and is
used to describe a leader who leaves his or her
colleagues to get on with their work. It can be
effective if the leader monitors what is being
achieved and communicates this back to his or achieved and communicates this back to his or
her team regularly.
� Often, laissez-faire leadership works for teams in
which the individuals are very experienced and
skilled self-starters. Unfortunately, it can also
refer to situations where managers are not
exerting sufficient control.13
Prepared by : Chandan Jha
PEOPLE-ORIENTED
LEADERSHIPThis style of leadership is the opposite of task-
oriented leadership: the leader is totally
focused on organizing, supporting and
developing the people in the leader's team. A
participative style, it tends to lead to good participative style, it tends to lead to good
teamwork and creative collaboration.
However, taken to extremes, it can lead to
failure to achieve the team's goals. In
practice, most leaders use both task-oriented
and people-oriented styles of leadership.14
Prepared by : Chandan Jha
SERVANT LEADERSHIP
� This term, coined by Robert Greenleaf
in the 1970s, describes a leader who
is often not formally recognized as such.
� When someone, at any level within an organization, � When someone, at any level within an organization,
leads simply by virtue of meeting the needs of his or
her team, he or she is described as a "servant
leader".
� In many ways, servant leadership is a form of
democratic leadership, as the whole team tends to be
involved in decision-making.15
Prepared by : Chandan Jha
CONT’D…
�Supporters of the servant leadership model
suggest it is an important way ahead in a
world where values are increasingly
important, in which servant leaders achieve
power on the basis of their values and ideals. power on the basis of their values and ideals.
�Others believe that in competitive leadership
situations, people practicing servant
leadership will often find themselves left
behind by leaders using other leadership
styles.
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TASK-ORIENTED LEADERSHIP�A highly task-oriented leader focuses only
on getting the job done, and can be quite
autocratic.
�He or she will actively define the work
and the roles required, put structures in and the roles required, put structures in
place, plan, organize and monitor.
�However, as task-oriented leaders spare
little thought for the well-being of their
teams, this approach can suffer many of
the flaws of autocratic leadership, with
difficulties in motivating and retaining
staff. Prepared by : Chandan Jha
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TRANSACTIONAL LEADERSHIP
�This style of leadership starts with the
premise that team members agree to obey
their leader totally when they take a job.
�The transaction is that the organization pays
the team members, in return for their effort
and compliance. As such, the leader has the
right to punish team members if their work
doesn't meet the pre-determined standard.18
Prepared by : Chandan Jha
CONT’D…
�Transactional leadership is really just a
way of managing rather a true leadership
style.
�As the focus is on short-term tasks. It has
serious limitations for knowledge-based or
creative work, but remains a common
style in many organizations.
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Prepared by : Chandan Jha
TRANSFORMATIONALLEADERSHIP
�A person with this leadership style is a true
leader who inspires his or her team with a
shared vision of the future.
�Transformational leaders are highly visible, and
spend a lot of time communicating. They don't
necessarily lead from the front, as they tend to
delegate responsibility amongst their teams.
�While their enthusiasm is often infectious, they
can need to be supported by "detail people".
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Prepared by : Chandan Jha
CONT’D…
�The transformational leadership style is the
dominant leadership style taught in the
"How to Lead: Discover the Leader Within
You" leadership program,
Although we do recommend
that other styles are brought
as the situation demands.
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Prepared by : Chandan Jha
CONT’D…�In many organizations, both
transactional and transformational
leadership are needed.
The transactional leaders (or �The transactional leaders (or
managers) ensure that routine work
is done reliably, while the
transformational leaders look after
initiatives that add value.22
Prepared by : Chandan Jha
COMMON ACTIVITIES
�Planning
�Organizing
�Staffing�Staffing
�Directing
�Controlling
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PLANNING
Manager
�Planning
�Budgeting
Sets targets
Leader
�Devises strategy
�Sets direction
Creates vision�Sets targets
�Establishes
detailed steps
�Allocates
resources
�Creates vision
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ORGANIZINGManager�Creates structure
�Job �Job descriptions
�Staffing
�Hierarchy
�Delegates
�Training
Leader�Gets people on board for strategy
�Communication
�Networks
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STAFFING
Staffing is the process
of acquiring, deploying,
and retaining a
workforce of sufficient workforce of sufficient
quantity and quality to
create positive impacts
on the organization’s
effectiveness.
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STAFFING CONT’DDeployment involves decisions about how
those recruited will be allocated to
specific roles according to business
demands.
It also concerns the subsequent
appointment to more advanced jobs
through internal recruitment, promotion
or reorganisation.
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DIRECTINGWORK
Manager
�Solves problems
�Negotiates
Leader
�Empowers
people�Negotiates
�Brings to
consensus
�Cheerleader
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CONTROLLING
Manager �Implements
control systems
Performance
Leader�Motivate
�Inspire
Gives sense � Performance
measures
�Identifies
variances
�Fixes variances
�Gives sense
of accom-
plishment
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LEADERSHIP TRAITS
��IntelligenceIntelligence� More intelligent
than non-leaders
� Scholarship
��PersonalityPersonality� Verbal facility
� Honesty
� Initiative� Scholarship
� Knowledge
� Being able to get
things done
��PhysicalPhysical� Doesn’t see to be
correlated
� Initiative
� Aggressive
� Self-confident
� Ambitious
� Originality
� Sociability
� Adaptability 30
Prepared by : Chandan Jha
LEADERSHIP STYLES
�Delegating� Low relationship/ low
task
� Responsibility
�Selling � High task/high
relationship
� Explain decisions� Responsibility
� Willing employees
�Participating� High relationship/ low
task
� Facilitate decisions
� Able but unwilling
� Explain decisions
� Willing but unable
�Telling� High Task/Low
relationship
� Provide instruction
� Closely supervise31
Prepared by : Chandan Jha
NEW LEADERS TAKE NOTE
�General
Advice� Take advantage of
�Challenges� Need knowledge
quickly
� Establish new � Take advantage of
the transition
period
� Get advice and
counsel
� Show empathy to
predecessor
� Learn leadership
Establish new
relationships
� Expectations
� Personal
equilibrium
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NEW LEADER TRAPS
�Not learning
quickly
�Isolation
�Know-it-all
�Captured by
wrong people
�Successor �Know-it-all
�Keeping
existing team
�Taking on too
much
�Successor
syndrome
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BASIC PRINCIPLES OF LEADERS
�You need your people more than
they need you.
�Follow the golden rule-treat others
the way you wanted to be treated.
A leader is always on stage, people �A leader is always on stage, people
watch and analyze your action.
�Assume positive intent.
�Recognize that it is only possible to
change behavior, not people.
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BASIC PRINCIPLES,
CON’T�Decide about new organization
architecture
Build personal credibility and �Build personal credibility and
momentum
�Earn right to transform entity
�Leaders are not normal hold your
self to a high slandered.
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CORE TASKS
�Create Momentum
�Master
technologies of technologies of
learning,
visioning, and
coalition building
�Manage oneself
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CREATEMOMENTUM�Learn and know
about company
�Securing early
wins
�Foundation for
change
� Vision of how
the organization wins
� First set short
term goals
� When achieved
make a big deal
� Should fit long
term strategy
the organization
will look
� Build political
base to support
change
� Modify culture
to fit vision 37
Prepared by : Chandan Jha
CREATEMOMENTUM
�Build credibility
� Demanding but can
be satisfied
� Accessible but not � Accessible but not
too familiar
� Focused but
flexible
� Active
� Can make tough
calls but humanePrepared by : Chandan Jha
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MASTER TECHNOLOGIES�Learn from internal and external
sources
�Visioning - develop strategy
� Push vs. pull tools � Push vs. pull tools
� What values does the strategy embrace?
� What behaviors are needed?
�Communicate the vision
� Simple text - Best channels
� Clear meaning - Do it yourself !
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ENABLING TECHNOLOGIES, CON’T
�Coalition building
� Don’t ignore politics
� Technical change not
enoughenough
� Political management
isn’t same as being
political
� Prevent blocking
coalitions
� Build political capitalPrepared by : Chandan Jha
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MANAGE ONESELF�Be self-aware
�Define your leadership style
�Get advice and counsel
�Types of help
� Technical
� Political
� Personal
Advisor traitsGet advice and counsel
� Advice is from expert to leader
� Counsel is insight
�Advisor traits
� Competent
� Trustworthy
� Enhance your status
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A SUCCESSFUL LEADER
SHARES THE FOLLOWING
VIEWS-
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MISSION�Leaders know what their mission is.
They know why the organization
exists. A superior leader has a well
thought out mission describing the
purpose of the organization.. Every purpose of the organization.. Every
employee should be able to identify
with the mission and strive to
achieve it.
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VISION
�Where do you want your
organization to go?
�Many vision needs to be Many vision needs to be
abstract enough to
encourage imagine it but concrete
enough for followers to see it,
understand it and be willing to climb
onboard to fulfil it.
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GOAL�Practically speaking, not all
executives immediately possess all
of the characteristics that spell
success.
�Many leaders learn along the �Many leaders learn along the
way with hard work.
�In actuality, greater
competency can be
achieved as a leader
gains more on-the-job experiences. 45
Prepared by : Chandan Jha
A STRONG TEAM�Realistically, few
executives possess
all of the skills and
abilities necessary
to demonstrate total
mastery of every
To complement the
areas of weakness, a
wise leader
assembles effective
teams of mastery of every
requisite area
within the
organization.
teams of
experienced,
credentialed, and
capable individuals
who can supplement
any voids in the
leader's skill set. Prepared by : Chandan Jha
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COMMUNICATION
SKILLS
��Leader must regularly Leader must regularly
be in touch be in touch
with key with key
individuals. individuals.
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InspirationInspiration�Quite often,
employees need
someone to look
up to for
Employees need
someone to look up
to, admire, and
follow. Even when up to for
direction,
guidance, and
motivation.
follow. Even when
the production or
delivery of services
looks like "it is all
going well”
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HOW FAR CAN YOU GO?
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