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HIGH PERFORMANCE
LEADERSHIP
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WHO IS LEADER?
A leader can be defined as" a person who influences a groupof people towards the
achievement of a goal
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3 Ps OF A LEADER
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QUALITIES OF A LEADER
Self starterVisionaryMotivator
CommunicatorMentorChange agentRisk taker
Strategic thinkerCommittedResponsible
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A LEADER C.A.R.E.SCreative tension
A ctive choice
R esilience under pressure
E mpathic relationships
Self awareness
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CREDIBILITY IN LEADERSHIPA leaders credibility begins with personal success. It ends with helping others achieve
personal success
To gain credibility a leader has to consistently demonstrate 3 things
Initiative : you have to get up to go up Sacrifice: you have to give up to go up Maturity: you have to grow up to go up
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LEADERS BORN OR MADE?Leaders are mostly made
We may be born with certain innate abilities but it
is up to us to develop them to their complete potential
Traits of leadership can be acquired
Link these with desire and nothing can keep youfrom becoming a leader
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CRITICAL INDICATORS OFLEADER CREDIBILITY
Strong goal orientation
Integrity
Close engagement with others
Contextual perception
Resilient resourcefulness
Resonant communication
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MANAGERS VS
LEADERS
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Managers are people who do
things right, while leaders are
people who do the right thing.
- Warren Bennis
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LEADERS VS MANAGERSLEADERS:
Innovate
Focus on people
Inspire trust
Have a long-range view
Ask what and why Have eyes on horizon
Originate
Do the right thing
MANAGERS:
Administrate
Focus on systems and structures
Rely on control
Have a short-range view
Ask how and when
Have eyes on bottom line
Initiate
Do things right
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WHAT IS LEADERSHIP?
Leadership is a process whereby
an individual influences agroup of individuals to achievea common goal.
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HALLMARKS OF LEADERSHIPDirection
Inspiration
Building teams
Leading by example
Acceptance
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CLASSICLEADERSHIP
STYLES
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LEADERSHIP STYLES The expression Leadership Styles is vague.
It is the total pattern of a leaders explicit andimplicit actions as seen by followers.
Leadership style represents a combination of skills, traits and attitudes that are manifestedin a leaders behavior.
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POSITIVE AND NEGATIVELEADERS
If approach emphasizes rewards, we have positiveleadership. If it emphasizes penalties, we get negativeleadership.
Rewards may be economic or non-economic.
Negative leadership extracts high human costs.Negative leaders are bosses rather than leaders.
Negative leadership may not result in poor group performance.
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AUTOCRATIC LEADER Leader makes decisions without reference toanyone else
High degree of dependency on the leader
Can create de-motivation and alienationof staff
May be valuable in some types of business wheredecisions need to be made quickly and decisively
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DEMOCRATIC LEADER Encourages decision making from different
perspectives leadership may be emphasisedthroughout the organisation
Consultative: process of consultation beforedecisions are taken
Persuasive: Leader takes decision and seeks to persuade others that the decisionis correct
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DEMOCRATIC LEADER May help motivation and involvement
Employees feel ownership of the firm and itsideas
Improves the sharing of ideas and experiences
within the business
However it can delay decision making
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LAISSEZ-FAIRE LEADER
The leadership responsibilities are shared by all
Useful in businesses where creative ideas areimportant
Can be highly motivational, as people havecontrol over their working life
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LAISSEZ-FAIRE LEADER Can make coordination and decision makingtime-consuming
The team may be lacking in overall direction
Relies on good team work
Relies on good interpersonal relations
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COMPARATIVE STUDY Autocratic Democratic Laissez-faire
1. All determination of policy bythe leader.
2. Techniques and activity stepsdictated by the authority, oneat a time, so that future stepswere always uncertain to alarge degree.
3. The leader usually dictatedthe particular work task andwork companion of eachmember.
4. The dominator tended to be personal in his praise andcriticism of the work of eachmember; remained aloof fromactive group participationexcept when demonstrating.
All policies a matter of groupdiscussion and decision, encouragedand assisted by the leader.
Activity perspective gained duringdiscussion period. General steps togroup goal sketched; and whentechnical advice was needed, theleader suggested two or morealternative procedures from whichchoice could be made.
The members were free to work withwhomever they chose, and thedivision of tasks was left to the group.
The leader was objective or fact-minded in his praise and criticism,and tried to be a regular groupmember in spirit without doing too
much of the work.
Complete freedom forgroup or individualdecision, with a minimumof leader participation.
Various materials suppliedby the leaders, who madeit clear that he wouldsupply information whenasked. He took no otherpart in work discussion.
Complete non -participation of theleader.
Infrequent spontaneouscomments on memberactivities unlessquestioned, and noattempt to appraise orregulate the course of events.
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LEADERSHIP STYLESMuczyk and Riemann, point out that these styles seemto involve two separate dimensions, namely
(1) The autocratic-democratic dimension (2) The permissive-directive dimension
The first dimension is based on the extent to whichleaders permit subordinates to take part in decisions.
The second one involves the extent to which leadersdirect the activities of subordinates.
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LEADERSHIP STYLESBy combining above two dimensions we get fourpatterns of leadership behaviour.
MEMBERS BEHAVIOUR IN
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MEMBER S BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND
LAISSEZ-FAIRE CLIMATE 1. Efficiency
Arguments in favour of autocratic climate often claim thatdemocracy is not efficient enough to accomplish group goals.
Of course, in autocracy the quantity of work done is somewhatgreater.
However one of the Lippits experiment showed. On the whole,groups are able to attain their goals in democracy.
Further, in democracy, the level of originality, or creativethinking, is much higher.
MEMBERS BEHAVIOUR IN
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MEMBER S BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND
LAISSEZ-FAIRE CLIMATE
Ascendance
Dominating ascendance is characteristic of theautocratic group
While objective and friendly ascendance arecharacteristic of the democratic group.
Most of the aggression by group members is directedagainst each other. Therefore, it may be calleddisplaced aggression.
MEMBERS BEHAVIOUR IN
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MEMBER S BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND
LAISSEZ-FAIRE CLIMATE
3. Total need satisfaction
It is well established fact that autocracy is oftensatisfying to some of the needs of the leader and groupmembers.
Some members find satisfaction in passivity,satisfaction in not having to think and in identifying
with a strong, dominating leader image. Autocracy is always frustrating, because it imposesbarriers to the satisfaction of individual needs.
MEMBERS BEHAVIOUR IN
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MEMBER S BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND
LAISSEZ-FAIRE CLIMATE
4. Dependence and individuality
In autocratic climate, behaviour of members may be
classified as submissive or dependent.
Dependent remarks by members is more often inautocratic climate than in democratic and laissez-faire
climates.
Conversations in autocracy are less varied
MEMBERS BEHAVIOUR IN
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MEMBER S BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND
LAISSEZ-FAIRE CLIMATE
5. More group-mindedness and more friendlinessin democracy
In autocratic climate proportion of centered remarks are more
frequent as compared to those in democracy.In democracy spontaneous subgroups are larger.
Group-minded remarks, friendly remarks and mutual praise were
more frequent in democracy.
In democratic climate, members showed greater readiness toshare group property.
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THEORIES OFLEADERSHIP
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TRAIT THEORY
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ASSUMPTIONS OF THE THEORY
Theories that consider personality, social, physical, orintellectual traits to differentiate leaders from non -leaders
People who make good leaders have the right (orsufficient) combination of traits.
Thus the theory assumes, critical leadership traits could beisolated and that people with such traits could then berecruited, selected, and installed into leadership positions.
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LEADERSHIP TRAITS ANDSKILLS
TRAITS Adaptable to situations Alert to social environment Ambitious and achievement-orientated
AssertiveCooperativeDecisiveDependableDominant (desire to influenceothers)Energetic (high activity level)PersistentSelf-confident
Tolerant of stress Willing to assume responsibility
SKILLS
Clever (intelligent)Conceptually skilledCreative
Diplomatic and tactfulFluent in speaking Knowledgeable about grouptask Organised (administrativeability)PersuasiveSocially skilled
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LIMITATIONS
No universal traits found that predict leadership inall situations
Unclear evidence of the cause and effect of relationship of leadership and traits
Better predictor of the appearance of leadershipthan distinguishing effective and ineffectiveleaders
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BEHAVIOURAL THEORIES OF
LEADERSHIP
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MCGREGORS THEORY X & THEORY Y MANAGERS
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THEORY X MANAGERS Theory X managers assume that the averageemployee:
Dislikes work and attempts to avoid it.Has no ambition, wants no responsibility, and
would rather follow than lead.
Is self-centred and therefore does not care aboutorganizational goals.Resists change.
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THEORY Y MANAGERS Theory Y managers assume that:
Work can be as natural as play and rest.
People will be self-directed to meet their work objectives if they are committed to them.People will be committed to their objectives if rewardssatisfy needs
Under these conditions, people will seek responsibility.Most people can handle responsibility because creativityand ingenuity are common in the population.
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Thus McGregor states that leadership strategiesare influenced by a leader's assumptions abouthuman nature
Accordingly, Theory X assumptions would preferan autocratic style
Whereas one holding Theory Y assumptions would prefer a more participative style.
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MANAGERIAL GRID
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MANAGERIAL GRID The Managerial Grid is based on two behavioral dimensions:
Concern for People - This is the degree to which a leaderconsiders the needs of team members, their interests, andareas of personal development when deciding how best toaccomplish a task
Concern for Production - This is the degree to which aleader emphasizes concrete objectives, organizationalefficiency and high productivity when deciding how best toaccomplish a task.
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MANAGERIAL GRID MODEL
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IMPOVERISHED MANAGEMENT (1, 1)
This leader is mostly ineffective
He has low concern for employee satisfaction and work deadlines
As a result disharmony, dissatisfaction anddisorganization prevail within the organization.
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TASK MANAGEMENT (9, 1) Also called dictatorial or perish style
The leader believes that efficiency can result only
through proper organization of work systems which results in high output
The employees needs are not taken care of andthey are simply a means to an end which leads todissatisfaction amongst them
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MIDDLE-OF-THE-ROAD (5, 5 ) This is basically a compromising style whereinthe leader tries to maintain a balance
The leader does not push the boundaries of achievement resulting in average performance fororganization
Here neither employee nor production needs arefully met.
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COUNTRY CLUB (1, 9 )
Such a leader is highly people oriented
The leader gives thoughtful attention to the needsof people thus providing them with a friendly andcomfortable environment
Thus employees are highly motivated however itmay hamper production
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TEAM MANAGEMENT (9, 9)
This is the most effective style of leadership
The leader feels that empowerment,commitment, trust, and respect are the keyelements in creating a team atmosphere
This automatically results in high employeesatisfaction and production.
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CONTINGENCY THEORIES
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FIEDLER'SCONTINGENCY MODEL
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FIEDLER'S CONTINGENCY THEORY OFLEADERSHIP
Leader Effectiveness = f (leader style, situationfavorability)
Group performance is a result of interaction of twofactors.
Leadership styleSituational favorableness
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LEAST PREFERRED COWORKER (LPC)
The least-preferred coworker (LPC) scale classifiesleadership styles.
Describes the one person with whom he or she worked the least well with.From a scale of 1 through 8, describe this personon a series of bipolar scales:
Unfriendly 1 2 3 4 5 6 7 8 FriendlyUncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 SupportiveGuarded 1 2 3 4 5 6 7 8 Open
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LEADERSHIP STYLESRelationship oriented: A high LPC score suggests that the leader has ahuman relations orientation
Task oriented: A low LPC score indicates a task orientation.
Fiedler's logic:Individuals who rate their least preferred coworker in afavorable light derive satisfaction out of interpersonalrelationship; those who rate the coworker unfavorablyget satisfaction out of successful task performance
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SITUATION FAVORABILITY
The degree a situation enables a leader to exertinfluence over a group
The focus is on three key situational factorsLeader-member relations
Task structurePosition power
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SITUATION FAVORABILITY Leader-member relations:
The degree to which the employees accept theleader
Task structure: The degree to which the subordinates jobs aredescribed in detailPosition power:
The amount of formal authority the leader possesses by virtue of his or her position in theorganization.
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WHEN TO USE WHICH STYLE?
Leadership Low High Low
stlye LPC LPC LPC
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FIELDERS CONTINGENCY MODEL
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THE HERSEY-BLANCHARD
MODEL OF LEADERSHIP
THE HERSEY BLANCHARD
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THE HERSEY-BLANCHARDMODEL OF LEADERSHIP
Model takes a situational perspective of leadership
The theory states that the developmental levels of a leader'ssubordinates play the greatest role in determining whichleadership style is most appropriate.
Therefore, the more ready the followers (the more willingand able) the less the need for leader support andsupervision.
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MATURITY LEVEL OF FOLLOWERSM1 People at this level lack the knowledge, skills, orconfidence to work on their own, and they often need to bepushed to take the task on.
M2 at this level, followers might be willing to work on thetask, but they still don't have the skills to do it successfully.
M3 Here, followers are ready and willing to help with the task.
but they are still not confident in their abilities.
M4 These followers are able to work on their own. They havehigh confidence and strong skills, and they're committed to the
task.
THE HERSEY BLANCHARD
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THE HERSEY-BLANCHARDMODEL
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LEADERSHIP STYLESS1: Telling / Directing
Here the follower has low level of competence andcommitment
The leader shows High task focus and low relationshipfocus
The leader has to play a very directive role providing a fixed work structure for the job
The leader thus maintains a clear 'do this' position toensure all required actions are clear
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LEADERSHIP STYLESS2: Selling / Coaching
Here the follower has some competence and variablecommitment
The leader shows high task focus and high relationshipfocus
The leader thus spends time listening and advising
Where appropriate, helping the follower to gain necessaryskills through coaching methods.
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LEADERSHIP STYLESS3: Participating / Supporting
Here the follower has high competence but variablecommitment
Hence the leader shows low task focus but highrelationship focus
The key here is very much around motivation
The leader thus spends time listening, praising andotherwise making the follower feel good when they show the necessary commitment.
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LEADERSHIP STYLESS4: Delegating / Observing
Here the followers have High competence as wellas high commitment
Hence the leader shows low task focus as well aslow relationship focus
The leader can largely trust his followers to get thejob done
The followers do not need frequent praise orsupport
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PATH GOAL THEORY
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PATH GOAL THEORY Leadership style is effective on the basis of how successfully leaders support their subordinates
perceptions of:
Goals that need to be achieved
Rewards for successful performance
Behaviors that lead to successful performance
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PATH GOAL THEORY The leader can affect the performance, satisfactionand motivation of a group by
Offering rewards for achievement of goals
Clarifying path for achievement of these goals
Removing obstacles that hinder performance
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LEADERSHIP BEHAVIOR Directive: the leader gives specific guidance for
performanceSupportive: the leader is friendly and shows
concern for subordinatesParticipative: the leader consults with thesubordinates and considers their suggestions
Achievement oriented: the leader sets high goalsand expects his subordinates to achieve high levelof performance.
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PATH GOAL THEORY
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LEADER MEMBER EXCHANGE THEORY
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LMX THEORY The importance of potential differences in the leadersrelationships to his followers was brought out by thismodel developed by Graen and his subordinates.
This model suggests that leaders form different kindsof relationships with different subordinates.
One group is referred as in-group , is favored by theleaders.
Other group is out-group, is disfavored
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LMX THEORY Leaders select certain followers to be in (favorites)based on competence and/or compatibility andsimilarity to leader
Exchanges with these in followers will be higherquality than with those who are out
This theory predicts that subordinates who form thein-group will have higher performance, greater jobsatisfaction, and higher organizational commitment.
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LMX THEORY
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TRANSACTIONALLEADERSHIP
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TRANSACTIONAL THEORY This approach emphasizes the importance of therelationship between leader and followers,
Transactional leaders believe that people are
motivated by reward or punishment These leaders give clear instructions to followersabout what their expectations are.
When those expectations are fulfilled there arerewards in store for them
While failure is severely punished
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TRANSFORMATIONALLEADERSHIP
TRANSFORMATIONAL
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LEADERSHIP
Transforming leadership occurs when one
or more persons engage with others insuch away that leaders and followersraise one another to higher levels of
motivation and morality -- James MacGregor Burns
TRANSFORMATIONAL
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LEADERSHIP
A leadership style focused on effectingrevolutionary change in organizationsthrough a commitment to the organization's
vision
TRANSFORMATIONAL
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LEADERSHIP
Transformational leaders have the ability to clearlyarticulate a vision of the future
They are the myth-makers, the storytellers
They capture our imagination with the vividdescriptions of the wonderful future we will buildtogether
TRANSFORMATIONAL
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LEADERSHIP Transformational leaders inspire followers to transcendtheir self interests for the good of organization.
Transformational leadership is a process in which theleaders take actions to try to increase their associates'awareness of what is right and important
Such leaders provide their associates with a sense of purpose that goes beyond a simple exchange of rewards foreffort provided
TRANSFORMATIONAL
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LEADERSHIP
These leaders attempt to optimize development,not just performance.
Development encompasses the maturation of ability, motivation, attitudes, and values. Such
Such leaders want to elevate the maturity level of the needs of their associates (from security needsto needs for achievement and self-development).
TRANSFORMATIONAL
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LEADERSHIP They convince their followers to strive for a higherlevel of achievement as well as higher levels of moral and ethical standards.
Through the development of their associates, theyoptimize the development of their organization as
well.
High performing teams build high performingorganizations.
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CHARACTERISTICSLeaders & followers raise one another to higherlevels of motivation and morality
Empowering others to achieve a shared vision transforms both
Appeal to individuals to better themselves
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CHARACTERISTICS
Fosters followers inborn desires for higher values,morals, humanitarian ideals
Moves individuals beyond transactions &interpersonal exchanges to perform beyond basicexpectations
Uses power to instill a belief followers can doexceptional things
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CHARACTERISTICS
Commit people to action
Convert followers into leaders
Convert leaders into change agents, innovators
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CHARACTERISTICSBelieve in people
Are value driven
Are lifelong learners
Can deal with complexity
KEY COMPETENCES OF A
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TRANSFORMATIONAL LEADER Expand a followers portfolio of needs
Increase the confidence of followers
Elevate followers expectations
Heighten the value of the leaders intended outcomes for
the follower
Encourage behavioural change
KEY COMPETENCES OF A
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CO C S O TRANSFORMATIONAL LEADER
Motivate others to higher levels of personalachievement (Maslows self -actualization).
Setting direction
Setting an example
Communication
Alignment
Providing decision in a crisis and on the ambiguous
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LEADER BEHAVIOR Transformational Style Leader Behaviour 1) Idealized Behaviors:living one's ideals
Talk about their most important values and beliefs Specify the importance of having a strong sense of
purpose Consider the moral and ethical consequences of decisions Champion exciting new possibilities Talk about the importance of trusting each other
2) Inspirational
Motivation:inspiring others
Talk enthusiastically about what needs to beaccomplished Articulate a compelling vision of the future Express confidence that goals will be achieved Provide an exciting image of what is essential toconsider Take a stand on controversial issues
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LEADER BEHAVIOR Transformational Style Leader Behaviour
3) IntellectualStimulation:
stimulating others
Re-examine critical assumptions toquestion whether they are appropriate Seek differing perspectives when solving
problems Get others to look at problems from manydifferent angles Suggest new ways of looking at how tocomplete assignments Encourage non-traditional thinking to deal
with traditional problems Encourage rethinking those ideas whichhave never been questioned before
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LEADER BEHAVIOR Transformational Style Leader Behaviour 4) IndividualizedConsideration:coaching anddevelopment
Spend time teaching and coaching Consider individuals as having different needs,abilities, and aspirations from others Help others to develop their strengths Listen attentively to others' concerns Promote self development
5) Idealized Attributes:
Respect, trust, and faith
Instill pride in others for being associated withthem Go beyond their self-interests for the good of thegroup Act in ways that build others' respect Display a sense of power and competence Make personal sacrifices for others' benefit Reassure others that obstacles will be overcome
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Leaders are truly transformational when they increase
awareness of what is right, good, important and beautiful,when they help to elevate followers' needs for achievement
and self-actualisation, when they foster in followers high moral maturity, and when they move followers to go
beyond their self-interests for the good of their group,organisation or society."
---- Prof. Bernard Bass
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TRANSACTIONAL VS
TRANSFORMATIONALLEADERSHIP
TRANSACTIONAL TRANSFORMATIONAL
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TRANSACTIONAL LEADERSHIP
Builds on mans need toget a job done and make alivingIs preoccupied with powerand position, politics and
perksIs mired in daily affairsIs short-term and harddata orientatedFocuses on tactical issues
TRANSFORMATIONAL LEADERSHIP
Builds on a mans need formeaningIs preoccupied with
purposes and values,morals, and ethics
Transcends daily affairsIs orientated toward long-term goals withoutcompromising human
values and principlesFocuses more on missionsand strategies
TRANSACTIONAL TRANSFORMATIONAL
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TRANSACTIONAL LEADERSHIP
Relies on human relationsto lubricate humaninteractions
Follows and fulfils roleexpectations by striving to
work effectively withincurrent systemsSupports structures andsystems that reinforce thebottom line, maximizeefficiency, and guaranteeshort-term profits
TRANSFORMATIONAL LEADERSHIP
Releases human potential identifying anddeveloping new talent
Designs and redesignsjobs to make themmeaningful andchallenging
Aligns internal structuresand systems to reinforceoverarching values andgoals
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Both kinds of leadership are necessary.
Transactional leadership has remained theorganizational model for many organizations
However, transformational leadership is needed tomeet the challenges of our changing times.
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EXAMPLES OF
TRANSFORMATIONALLEADERS
STEVE
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JOBS
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LEADERSHIP TRAITSFocus
Passion
Innovation
Involvement
Effective communication
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JOBS LEADERSHIP Innovation distinguishes a leader and a follower
Steve Jobs
He is the man attributed with the brilliant turnaround of Apple computers
At Apple, jobs is seen as a leader whose brilliance
and idealistic vision of providing computers tochange the world drew other talented people tohim
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JOBS LEADERSHIP
He is a charismatic leader who can arouse hisemployees to give their best
He enhances the motivation, morale and performance of his follower group
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BARACK OBAMA
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LEADERSHIP LESSONS Adopt A Yes, You Can Mindset.
Articulate a clear, consistent leadership vision -
and make it big
Smarts can trump experience
Passionately embrace technology and new ideas
S SSO S
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LEADERSHIP LESSONSEngage all constituents and lead inclusively
Inspire confidence in others
Be open and creative in approach
Collaborate and win over competitors
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DALAI LAMA
LEADERSHIP TRAITS
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LEADERSHIP TRAITS The Dalai Lama is a very charismatic leader
He has no overt base of power; he holds no political
position, yet he strikes a chord
For years has headed an unrecognized government-in-exile, a 'virtual' nation of 6 million Tibetans
LEADERSHIP TRAITS
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LEADERSHIP TRAITS The Dalai Lama has disseminated the messageof peace, non-violence and tolerance
His emotional intelligence of the Dalai Lama isinspiring.
He provides support through his teachings of Buddhism and has inspired a million followers
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SELFLEADERSHIP
SELF LEADERSHIP
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SELF LEADERSHIP This idea was advocated by Charles Manz and HenrySims.
This process involves two fold strategy of
1. leading oneself to perform naturally motivating tasks2. managing oneself to do work that is required but isnot naturally rewarding
Self leadership requires an employee to apply thebehavioral skills of self-observation, self-set goals, self-reward, and self-criticism.
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RULES FOR SELF - LEADERSHIP
Set goals
Practice discretion constantly
Take initiative.
Learn to love ideas and experiments.
Champion change.
Be a life long learner
SELF LEADERSHIP
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SELF LEADERSHIP
Self leaders challenge assumed
constraints, celebrate their pointsof power and collaborate for
success
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SUPER LEADERSHIP
SUPER LEADERSHIP
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SUPER LEADERSHIP A super leader is someone who leads others to leadthemselves.
Productive thinking is the corner stone of superleadership.
It requires practicing self-leadership oneself andmodeling it for others.
Super leadership has the potential to free up managerstime, because employees are encouraged to managethemselves.
BENEFITS OF SUPER LEADERSHIP
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LEADERSHIP
High team performance and flexibility
High follower development and self-confidence
High team creativity and innovation
High long-term performance
High ability of the team to work independently inabsence of leader
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HIGH PERFORMANCE TEAMS
WHAT IS A TEAM?
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WHAT IS A TEAM? A group of people who work together towards a shared and meaningful outcome
TEAM = Together Everyone Achieves More
STAGES IN TEAM BUILDING
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STAGES IN TEAM BUILDING
WHAT ARE HIGH PERFORMANCE
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TEAMS?
High-performance teams
Consistently deliver products that delight theircustomers
On predictable schedules
With agreed-to functionality
And with high quality.
WHAT ARE HIGH PERFORMANCETEAMS?
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TEAMS?
High-performance teams are
Proud of what they produce
Are continuously improving the way they work
Are introspective yet open and transparent.
FEATURES OF HIGHPERFORMING TEAMS
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PERFORMING TEAMSStrong focus on long term achievement
Clearly aligned team roles
Shared leadership
Clear open lines of communication
Regular evaluation of the team's output and effectiveness
Shared recognition of team's success
KEY TO BUIDING HIGHPERFORMING TEAMS
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PERFORMING TEAMS
Alignment of Tactical Deliverables with StrategicObjectives
Team-based Goals
Communication and Collaboration
Establish Accountability
Measure, Review and Adapt
TEAM BEHAVIOURS ANDVALUES
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VALUESStrengths are appreciated and valued
Highly developed team morale
Honest and open communication
Effective management of conflict
Team members trust and are supportive of each other
Team decisions are respected
THE VALUE OF HIGHPERFORMANCE TEAMS
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PERFORMANCE TEAMS
Increased productivity
Improved customer service
Ability to do more with less
Increased innovation
Ability to quickly adapt to change
Ability to solve difficult, critical problems
BUILDING ROBUST TEAMS
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BUILDING ROBUST TEAMS
5 Key success factors in creating robust teams
Commitment from the top
Solid launch A stringent structureSupport and feedback mechanisms
A clear endgame
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Coming together is a beginning,staying together is progress, and
working together is success. --- Henry Ford
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HIGH PERFORMANCELEADERSHIP
ELEMENTS OF HIGHPERFORMING LEADERSHIP
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PERFORMING LEADERSHIP
Leader as
Vision Creator
Leader asTasks Allocator
Leader as Team
Builder
Leader asMotivationStimulator
Leader asPeople Developer
High PerformingLeadership
LEADER AS A VISIONCREATOR
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CREATOR
Vision refers to a picture of the future
It indicates what people must try to create for the
future
Explaining the vision enables employees to get aclear picture and also serves to motivate andinspire them to achieve the set targets
LEADER AS A VISIONCREATOR
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CREATOR
LEADERSHIP
CREATES
MANAGEMENT CREATES
VISION
STRATEGIES
PLANS
BUDGETS
LEADER AS A VISIONCREATOR
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CREATOR
Creating
Vision
Setting
Goals
DevelopingAction Plan
MonitoringAction Plan
Execution
LEADER AS A VISIONCREATOR
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CREATOR
Creating a vision : Where should the team be headed? This is done on the basis of analysis of internalcapabilities and areas of improvement
Setting goals : The purpose of setting goals is toconvert managerial statements of team vision intospecific performance targets which are measurable.
LEADER AS A VISIONCREATOR
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CREATOR
Developing action plans: Action plan are the means foraccomplishing objectives. They must be concrete andmeasurable. It must also establish a priority for the tasks
Monitoring Action Plan Execution: The final step is to follow up, measure, and check to see if the team is doing what isrequired. For the leader it demonstrates his commitment to see
the matter through to a successful conclusion.
LEADER AS TEAMBUILDER
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Great Team
BUILDER
Clear Goals
Clear measures of performance
Clear job roles
Team identity andspirit
Sense of fun andenjoyment
Open and honestcommunication
Task People
Effective Leadersdevelop andnurture
LEADER AS TEAM BUILDER
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LEADER AS TEAM BUILDER
Build a cohesive team
Promote team problem solving
Be loyal to their members
Help the members to manage and learn from their
challenges
Delegate, but don't abdicate.
LEADER AS TASKS ALLOCATOR
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Leaders get things done through people..
Leaders
Tasks
People
Result
Effective leaders, therefore, need to understand the value of allocating tasks or delegating and know how to do it
LEADER AS TASKS ALLOCATOR
DELEGATION
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DELEGATION The assignment of authority to another person tocarry out specific activities.
It allows a employee to make decisions that is, itis a shift of decision making authority from oneorganizational level to another lower one.
Tasks that would increase or develop anemployees skills or knowledge must ideally bedelegated.
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STEPS TO DELEGATEEFFECTIVELY
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Clarify theAssignment
SpecifyThe
EmployeesRange of Discretion
Allowthe
EmployeeTo
Participate
InformOthers
thatDelegation
hasOccurred
MonitorResults
EFFECTIVELY
SYMPTOMS OF POOR DELEGATION
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DELEGATION
Deadlines are frequently missed
Employees are unsure of their authority
Slow decision making process
Talented employees cannot realize their full potential
LEADER AS A PEOPLEDEVELOPER
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DEVELOPER
Leadership is about developing leaders, notfollowers
Leadership is about creating a legacy, one that will propel the organization to new levels of
success even when the leader has moved on.
LEADER AS A PEOPLEDEVELOPER
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Leader
Employee
Employee
Development andLearning Plan
DEVELOPER
LEADER AS A MOTIVATOR
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LEADER AS A MOTIVATOR
Leaders motivate and inspire others to go in theright direction
Motivation can be defined as the willingness toexert high level of effort to reach organizational
goals
LEADER AS A MOTIVATOR
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Leader as
MotivationStimulator
Inspire by Example
Create andcommunicate a clear
vision of the goals
LEADER AS A MOTIVATOR
ROLE OF A HIGHPERFORMING LEADER
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PERFORMING LEADER
LEADER ASMENTOR
LEADER ASCOACH
LEADER ASINITIATOR
LEADER ASMODEL
LEADER ASNEGOTIATOR
HIGHPERFORMANCE
LEADERSHIP
TEAM LEADER AS A INITIATOR
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TEAM LEADER AS A INITIATOR
The team leader initiates action
He draws attention to the steps that must be taken
in order to meet the teams goals
Using evidence and rational argument, the teamleader encourages his followers to meet the largerexpectations
LEADER AS A MODEL
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LEADER AS A MODEL Team leaders use their own behavior to shape thebehavior and performance of others
It is a powerful tool
It sets the standards to which others must rise
Thus the team leader must model a behaviour thathas direct impact on team performance.
LEADER AS A NEGOTIATOR
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LEADER AS A NEGOTIATOR
To be a successful negotiator, the team leadermust present himself as trustworthy and reliable
He should be able to emphasize the higher goal of the organisation and how successful team action will contribute to them
The teams goals must be important and aligned with the organization's goals
POSITIVE INFLUENCING SKILLS
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POSITIVE INFLUENCING SKILLS
Influencing is essentially about
behaviour the link betweenintentions and results that is all tooften neglected
POSITIVE INFLUENCING SKILLS
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POSITIVE INFLUENCING SKILLS
Positive influencing skills are:Non manipulative, persuading behaviours
People feel good about interacting with you so youachieve more through them
Essential within the core management role
Giving feedback
Resolving differences of opinion
POSITIVE INFLUENCING SKILLS
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POSITIVE INFLUENCING SKILLS
Fundamental principles while influencing others
Pull, dont Push
Involve the other person
Persuade, dont manipulate
Think behaviour rather than personality
Seek to understand, then be understood
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LEADER AS A COACH
WHAT IS COACHING?
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Coaching is an activity through which managers work with subordinates to foster skill development,
impart knowledge and inculcate values that willhelp them achieve organizational goals and also
prepare themselves for more challenging
assignments.
ELEMENTS OF SUCCESSFULCOACHING
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Emotional
Bond
Individual
Challenge
Technical Help
Personal
Support
BENEFITS OF COACHING
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Overcoming performance problems
Developing employee skills
Increasing productivity
Creating promotable subordinates
Improving retention
Fostering a positive work culture
PROCESS OF COACHING
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Coaching is a four step process:
Step 1: Preparation
Step 2: Discussion
Step 3: Active coaching
Step 4: Follow up
PREPARING TO COACH
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Preparation helps to make coaching more effective
Preparation begins with direct observation of thesituation, the employee and the employees currentskills and behavior.
Look for performance gaps and deficiencies. These are best coaching opportunities.
DISCUSSION
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Initiate a dialogue with the subordinate and discuss thebehavior observed
The leader must ask probing questions
At the same time, the leader must be an active listener
And listen for emotions behind the words.
Create a partnering spirit
ACTIVE COACHING
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Before coaching begins, it is necessary to obtain aclear agreement on the goals to be achieved
Once the goals have been agreed upon, the nextstep is to develop an action plan
While coaching, a leader must communicate hisideas effectively so that the subordinate can graspand appreciate their value
FEEDBACK
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Giving as well as receiving feedback is an essential part of coaching
Without feedback, it is difficult to know if theleaders advice is clear and complete or if thecoaching was helpful in any way
While giving feedback, do not give an opinion but provide specific information
FEEDBACK
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Tips for giving effective feedback
Focus on improving performance
Provide timely feedback
Focus on behavior, not character, attitudes or personalities
Avoid generalizations
Be sincere and realistic
FOLLOW UP
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Effective coaching includes follow- up that thatchecks progress and understanding
Follow up gives an opportunity to preventbacksliding, reinforce learning and continueindividual improvement
Follow up sessions provide opportunities to praise progress and to give and gain feedback
BECOMING A BETTER COACH
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Delegate when possible
Create a climate of mutual trust
Ensure accountability for results
Rekindle motivation to learn and improve
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MANAGING
VSCOACHING
Managing focuses on: Coaching focuses on
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Telling
Directing
Authority
Immediate needs
Typically seeking a specificoutcome
Individual subordinates
Exploring
Facilitating
Partnerships
Long term improvements
Being open to many possible outcomes
Finding and exploitingcomplementarities with
others
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LEADER AS A MENTOR
WHAT IS MENTORING?
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Mentoring, like coaching is a means of developingindividuals
Mentoring is about guiding others in their personal quests for growth through learning
The mentor acts as a trusted guide, offering advice whenever asked
WHAT IS MENTORING?
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A mentor opens doors to learning opportunities when possible and appropriate
Mentoring is a highly personal experience andhence requires a good match between the mentorand protg
The protg must take responsibility for his owngrowth an development
WHO SHOULD HAVE A MENTOR
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A person can have a mentor when he or she:
Is more career oriented than job oriented
Has an appropriate level of Self- awareness with respect to what should be learned
Is eager to learn
Is ambitious
CHARACTERISTICS OF EFFECTIVEMENTORS
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They set high standards
They are willing to invest their time and effortrequired for good mentoring
They orchestrate developmental experiences forthose they counsel.
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HOW TO MENTOR WELL
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Mentor by example
Get off to a good start
Give actionable advice and feedback
Resist the temptation to solve the protgs problems
HOW TO MENTOR WELL
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Criticize the behavior, not the person
Challenge the protg to develop a plan for success
Create a foundation support
Dont allow the protg to become dependent
Know when to say good - bye
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COACHING
VSMENTORING
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COACHING MENTORING Key
goals
To correctinappropriate behavior Improve performance Impart skills thatemployee needs toaccept new responsibilities
To guide and support personal growth of the protg
Initiative For mentoring
The coach directs thelearning and instruction The mentored person isin charge of his or herlearning
COACHING MENTORING Volunteerism Though the
subordinatesBoth mentor and protg
participate as volunteers
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agreement to
accept coaching isessential, it is notnecessarily
voluntary
Focus Immediate problems andlearningopportunities
Long term personal careerdevelopment
Roles Heavy on telling with appropriatefeedback
Heavy on listening, providing a role model andmaking suggestions andconnections
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COACHING MENTORING Duration Usually concentrates
on short term needs. Administeredintermittently on as -needed basis
Long term
Relationship The coach is thecoachees boss
The mentor is seldomthe protgs boss. Most
experts insist that it isideal that the mentorshould not be in the
protgs chin of
d
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LEADER AS A
COUNSELLOR
WHAT IS COUNSELING?
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Counseling is guidance: something that provides directionor advice so as to a decision or a course of action.
It is allowing a person to be in touch with his feelings and
offering unconditional support to vent out.
The recognition of poor coping ability due to lack of skilldevelopment which is due to poor developmental
conditions.
The development of old and new skill to improve bothspecific and general coping abilities.
BENEFITS OF COUNSELLING
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One is accepted for who one is
It can offer supportive and non judgmental andconfidential setting in which one can cope anyissue
It can help the member to see issues moreobjectively
It can help to build self- esteem and confidence
BENEFITS OF COUNSELLING
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It helps the member to express his feelings andcome to terms with past experiences
It also helps him to take control of his life and bemore assertive
It can help the member to become more realistic insetting goals
QUALTIES TO BE A GOODCOUNSELLER
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Empathy
Sincerity
Integrity
Respect
Competence
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COLLABORATIVELEADERSHIP
COLLABORATIVELEADERSHIP
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In collaborative leadership, the process of leadership is distributed amongst themembers of a team or amongst different
teams.
Thus team members/members of teams
are made ready to step into Leadershiproles.
PRINCIPLES OFCOLLABORATIVE LEADERSHIP
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Give power to people who do their work
Make individuals responsible for quality andoutput
Give everyone clear roles
Share and rotate leadership
PRINCIPLES OF COLLABORATIVELEADERSHIP
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Make teamwork horizontal
Learn to listen and learn to talk
Seek consensus
Display passionate commitment to the mission
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ETHICALLEADERSHIP
ETHICAL LEADERSHIP
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Ethical leadership deals with values values of workers, values of theorganization and communities in which theywork.
The leader provides a holding environmentin which there is trust, nurturance andempathy
e.g. : Mahatma Gandhi
QUALITIES OF ETHICALLEADERS
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Ethical Leaders Respect Others.
Ethical leaders are just.
Ethical leaders are honest.