Leadership

Leadership

• 1.
  L e ad e r s h ip Why is leadership important ?  It is a key skill for building business and org. capacity Can leadership be taught ?  Leadership can be learnt, practiced and measured
• 2.
  Leadership - Definition  Leadership is in establishing a goal, setting direction to achieve it and engaging the resources required to accomplish the goal  Leadership Actions:  Recognising Opportunities & developing achievable plans  Challenging yourself & motivating others to deliver breakthru results  Championing ideas and people (getting support from Mgmnt.)  Using a variety of resources effectively.
• 3.
  ATTITUDES & CHARACTERISTICSOF LEADERS  Winning Attitude: constant striving to achieve better results; not happy with average performance  Professionalism: mastery of business fundamentals  Committed to Personal Growth: improving own skills; identifying weaknesses and remedying them  Integrity: Honesty, Trustworthiness, Commitment, Courage to do the right thing, Ethical  Drive: Persistence; Pro-activity; Action Bias  High Standards of Excellence: for self and others  Spirit of Inquiry: Inquisitive, seeks to understand and identify better solutions
• 4.
  ATTITUDES & CHARACTERISTICSOF LEADERS (contd.)  Holistic Thinking: Sees the big picture along with the parts  Values Differences: Open to diff. styles and values each individuals strengths  Open & Caring: Good listener, sensitive to others; gives and takes criticism well; genuine; provides honest feedback  Practices Situational Leadership: Adapts behaviour to needs of situation and individual without being anything other than genuine self
• 5.
  Situational Leadership  Which style of leadership is better?  Can the same style be used with all people?  THE BEST LEADERS ARE THOSE THAT ARE ADAPTABLE TO VARIOUS TYPES OF PEOPLE AND SITUATIONS
• 6.
  SITUATIONAL LEADERSHIP  Managers need to adjust their leadership styles to account for subordinates different levels of ability and willingness on different tasks.  Managers should reduce “task” behavior (more autonomy and freedom of choice) and increase “relationship” behavior (facilitator rather than supervisor) as reportees level of readiness increases
• 7.
  SITUATIONAL LEADERSHIP  TELLING : Directing the “employee” (what, where, when, how)  Used with employees who are not yet able and/or willing to perform the task. High “task” and low “relationship” behavior.  SELLING : Selling the employee on the “why” of the task. Invites him/her to “own” or “buy into” task  Still directs the task, but decrease in instruction; rewards employee for increase in ability and willingness to do task  Used with employees who are more capable/more willing but not yet fully ready
• 8.
  SITUATIONAL LEADERSHIP  PARTCIPATING: Acting as a “colleague” or an “equal” in discussing job with subordinates  More collaboration in the “task” aspect but less “relationship” behavior in order to indicate that employee is trusted and self motivating  Used with employees who have ability and knowledge to perform the tasks  DELEGATING: Setting expectations/vision and then letting them get on with their jobs; stepping in only when they need support of any kind  Used with employees who are highly able and willing to direct their own task behaviour
• 9.
  3 E’s OFLEADERSHIP NVISION NERGISE NABLE
• 10.
  ENVISION creating the futureenrolment,alignment,commitment  FOCUS ON POSSIBILITIES, NOT LIMITATIONS  PERSONALLY COMMUNICATE PRIORITIES  DEMONSTRATE COMMITMENT  FOLLOW UP WORDS WITH ACTIONS
• 11.
  ENERGISE (Inspiring people todeliver the future)  INSPIRING, MOTIVATING REPORTEES  SETS GOALS, HIGH STANDARDS, DEFINE R&R  PROVIDES CONSISTENT FOCUS  SENSE OF URGENCY  OPEN COMMUNICATION  PERSONALLY DEMONSTRATES ENTHUSIASM  DEMONSTRATES CARING; BUILDS TRUST
• 12.
  ENABLE (Building Capability)  BUILDING PEOPLES CAPABILITY / MASTERY  PERSONALLY PARTICIPATES IN IMPORTANT IMPROVEMENTS TO SYSTEMS, PROCESSES  IDENTIFIES AND ELIMINATES BARRIERS  CREATES A POSITIVE WORK ENVIRONMENT  RECOGNISES AND REWARDS SUCCESS & CONTRIBUTION OF OTHERS