Developing Leadership

Presented by: Dr. Veena K. Arora

Why Leadership Matters?

Anything in history worth remembering can be traced back to a motivated group of people and ultimately a single leader.

What is leadership?
Leading people
Influencing people Commanding people Guiding people

Leadership
Leadership is a complex process involving three dimensions z the leader; z the employees; and z the demands of the situation.

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What is Management?
Getting work done

Through other people

Willing cooperation

A Leadership Story:
z A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. z The leaders organise the labour into efficient units and monitor the distribution and use of capital assets progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. z Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.

A Leadership Story:
z And shouts down to the assembled group below z Wrong Way!
z Management is doing things right, leadership is doing the right things
(Warren Bennis and Peter Drucker)

Managers vs. Leaders

Managers z Focus on things z Do things right z Plan z Organize z Direct z Control z Follows the rules Leaders z Focus on people z Do the right things z Inspire z Influence z Motivate z Build z Shape entities

Types of Leaders
z z z z z z Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things

Leadership Styles
z Delegating
y Low relationship/ low task y Responsibility y Willing employees

z Selling
y High task/high relationship y Explain decisions y Willing but unable

z Participating
y High relationship/ low task y Facilitate decisions y Able but unwilling

z Telling
y High Task/Low relationship y Provide instruction y Closely supervise

Leadership Styles The Directing Leader:

z z z z z z z

Sets goals. Identifies the problems. Comes up with solutions. Decides who does what work. Gives specific directions. Announces decisions. Closely supervises and evaluates employees' work.

Leadership Styles The Coaching Leader

z z z z z z z z Sets the goals. Identifies the problems. Develops a plan to solve problems and consults with employees. Makes the final decision about procedures or solutions after hearing employees' ideas, opinions, and feelings. Explains decisions to employees and asks for their ideas. Praises employees' work efforts. Continues to direct employees' work. Evaluates employees' work.

Leadership Styles
The Supporting Leader
z z z z z z Involves employees in problem-solving and goal-setting. Takes the lead in defining how to do a job or solve a problem. Provides support, resources, and ideas if requested. Shares responsibility for problem-solving with employees. Listens to employees and guides them as they make decisions. Evaluates an employees work with that person.

Leadership Styles The Delegating Leader

z z z z z z z Identifies problems with employees. Sets goals with employees. Develops plans and makes decisions with employees. Lets employees decide who does the tasks. Accepts employees' decisions and monitors their performance. Lets employees evaluate their own work. Lets employees take responsibility and credit for their work.

Leadership Models
Trait Model: sought to identify personal characteristics responsible for effective leadership. Research shows that traits do appear to be connected to effective leadership.

Many

traits are the result of skills and knowledge. Not all effective leaders possess all these traits.

Behavioral Model: Identifies types of behavior. Consideration: leaders show care toward workers.
Employee-centered.

Initiating

Structure: managers take steps to make sure work is done.

Done

by assigning work, setting goals, etc. Job-oriented.

Consideration & Initiating Structure Figure 13.2 Rate manager from 1 (never does) to 5 (always does)
NOTE: for full survey, see Figure 13.2 in text Consideration Is friendly, approachable Do little things to make it fun to be a member of group Give advance notice of changes Willing to make changes Treats group members as equals Initiating Structure Tries out ideas in the group Lets group members know what is expected Assigns workers to tasks Schedules work to be done Maintains standards of performance

Contingency Models
Fiedlers Model: effective leadership is
contingent on both the characteristics of the leader and the situation.
y

Leader style: the enduring, characteristic

approach to leadership a manager uses.
x

Relationship-oriented: concerned with

developing good relations with workers. Task-oriented: concerned that workers perform so the job gets done.

Fiedlers Model
y

Situation characteristic: how favorable a

given situation is for leading to occur.
x

Leader-member relations: determines how much

workers like and trust their leader. Task structure: extent to which workers tasks are clear-cut.
Clear issues make a situation favorable for leadership.

Position Power: amount of legitimate, reward, &

coercive power a leader has due to their position.
When positional power is strong, leadership opportunity becomes more favorable.

Figure 13.3

Fiedlers Contingency Model

LeaderMember Relations Task Structure Position Power GOOD HIGH S W LO W S III W IV HIGH S V W VI POOR LOW S VII W VIII

I 1 II Kinds of Leadership Very Situations Favorable

Very Unfavorable

Relationship-oriented managers most effective in IV, V, VI, VII. Task-oriented managers most effective in I, II, III or VIII.

Using Fiedlers Model

Can combine leader-member relations, task structure, and position power to identify leadership situations.
x

Identifies situations where given types of managers might perform best. Seen in Figure 13.4.

Leader style is a characteristic managers

cannot change. Thus, managers will be most effective when:

1) They are placed in leadership situations that suit their style. 2) The situation can be changed to fit the manager.

Houses Path-Goal Model

y

Model suggests that effective leaders motivate workers to achieve by:

1) Clearly identifying the outcomes workers are trying to achieve. 2) Reward workers for high-performance and attainment. 3) Clarifying the paths to the attainment of the goals. x Path-Goal is a contingency model since it proposes the steps managers should take to motivate their workers.
Based on Expectancy Theory.

Steps to Path-Goal
1) Determine the outcomes your subordinates are trying to obtain.
x

Can range from pay to job security or interesting work.

Once outcomes determined, manager needs to be sure they have the reward power to provide these.

2) Reward subordinates for high-performance and goal attainment with the desired outcomes. 3) Clarify the paths to goal attainment for workers, remove obstacles to performance, and express confidence in workers ability.

Motivating with Path-goal

y

Path-goal identifies four behaviors leaders can use:

1) Directive behaviors: set goals, assign tasks, show how to do things. 2) Supportive behavior: look out for the workers best interest. 3) Participative behavior: give subordinates a say in matters that affect them. 4) Achievement-oriented behavior: Setting very challenging goals, believing in workers abilities.

Which behavior should be used depends on the worker and the tasks.

Leader-Substitute Model
y

Leadership substitute: acts in the place of a leader and makes leadership unnecessary. Possible substitutes can be found:
x

Characteristics of Subordinates: their skills, experience, motivation. Characteristics of context: the extent to which work is interesting and fun. Worker empowerment or Self-managed work teams reduce leadership needs.

Managers need to be aware that they do not always need to directly exert influence over workers.

Transformational Leadership
y

Started with von Pierer, CEO of Siemens, and allows dramatic improvements in management effectiveness. Transformational managers:
x

Make subordinates aware of how important their jobs are by providing feedback to the worker. Make subordinates aware of their own need for personal growth and development.
Empowerment of workers, added training help.

Motivate workers to work for the good of the organization, not just themselves.

Transformational Leaders
y

Transformational leaders are charismatic and have a vision of how good things can be.
x

They are excited and clearly communicate this to subordinates.

Transformational leaders openly share information with workers.

x

Everyone is aware of problems and the need for change. Empowers workers to help with solutions.

Transformational leaders engage in

development of workers.
x

Manager works hard to help them build skills.

Transactional Leadership
z Involves managers using the reward and coercive power to encourage high performance. z Managers who push subordinates to change but do not seem to change themselves are transactional. z The transactional manager does not have the vision of the Transformational leader.

nnexure: The Managerial Grid - Balancing ask- and People-Oriented Leadership

Leadership Principles
1 - Show Interest 2 - Positive Approach 3 - Complaints 4 - Promises 5 - Get the Facts 6 - Discussion Basis 7 - Design an Approach

8 - Explain Why 9 - Admit Mistakes 10 - Reasonable Expectations 11 - Be Prompt 12 - Compliment 13 - Prepare for Change

What makes a Leader?

Though certain degree of analytical and technical skill is a minimum requirement for success, EQ distinguishes outstanding performers from ordinary ones.

Effective Leaders
High degree of EI: z self awareness, z self regulation, z Motivation, z empathy, z social skill.

The 5 Es of Leadership

1. ENVISION: Create the Future

z WHAT IS IT?
z z z z In Touch and externally focused on always meeting consumer needs Sees reality clearly fosters genuine inquiry gets to root causes Change agent that champions creativity, benchmarking, and reapplication Integrates diverse perspectives in developing the vision and strategies

2. ENGAGE: Build Relationships & Collaboration

WHAT IS IT?
Builds strong working relationships that create trust and intense candor Values and proactively involves key stakeholders to deliver common objectives Actively listens and communicates in a transparent way Accepts and values others to constructively resolve conflict Leverages cross-organization collaboration (internal/external) to achieve best solutions

3. ENERGIZE: Inspire Others

WHAT IS IT?
Personally role models the vision and values what they stand for Demonstrates genuine enthusiasm for the business and people Enrolls the organization in pursuit of the vision Acknowledges mistakes. Learns, adapts, and moves on Personally knows and supports people enabling them to be treated the way they want to be treated

4. ENABLE: Build Capability

WHAT IS IT?
Develops organization capability to deliver innovation Creates an inclusive, entrepreneurial culture with strong business ownership Develops themselves and others by passionately seeking to learn, coach, and teach Leverages different approaches of all types to get desired business results

5.EXECUTE : Deliver Outstanding Results

WHAT IS IT?
Develops executable plans and allocates diverse resources effectively to deliver the strategy Insures individual work plans are aligned to the plan and fully utilizes individual talents (BS) Holds themselves and others accountable and inspires the organization by confronting issues and celebrating success Routinely reviews progress, surfaces issues, removes barriers, and makes clear and tough calls Bias for action. Personally leads and does critical work to role model execution with excellence

Role of a Leader
z To create a clear understanding of the current reality z To help develop a shared vision of a more desirable future situation z To create the belief that there is a viable path from the former to the latter z To create an environment in which people are motivated to embark on the journey to that future

Role of a Mentor
z z z z Guide (Motivate performance) Counsel (Listen,advise,feedback) Role model (Lead by example) Transfer knowledge (Share your know how)
(Develop career)

z Advise / Champion

Definition of Mentoring
z A partnership z A process of building workplace relationships to develop individualsin their personal and professional pursuits.

The Mentee (associate,

protg)
z Participates on voluntary basis z Seeks your guidance z Is part of an overall training and leadership development program z Is part of a formal mentoring program z Mutual commitment on expectations

Mentoring Relationship - What do the parties discuss?

z z z z z z

Skill development Organizational issues / politics (p) Career planning Coping with new or difficult situations Leadership and ethical decision-making Problem solving

Mentorship relationship
z z z z Formal relationship Set up mutual objectives Face to face meetings at least once a month Be in contact at least 2-4 hours a month

How Far Can You Go?