PRESENTATION BY -

GROUP V
 A: What’s the matter?
 B: Nothing
 A: What’s the matter?
 (said with increased volume and more
 emphasis on the word matter)
 B: Nothing!
 (said slower and with increased
emphasis)
 A: OK!
 B: OK!
People do what their minds
and
emotions tells them to do….
The LEADER
works on their emotions
through
his/her thoughts and actions.
So, our advise to our dear
classmates is to be a future
action LEADER
 What is Leadership?
 It is the process of influencing a group of
followers to attain group, organizational or
societal goals.
 • There can be no leadership without

followers
 • A leader is capable of influencing them
 • It is an illusive art, practiced more on the

basis of feel than on the basis of knowledge

 What does a leader do?
 Initiates action
 • Gives orders
 • Makes decisions
 • Settles disputes
 • Offers encouragement
 • Serves as a role model
 • Is in forefront of group's activities
 Impact of a Leader
 A leader has the most impact on the
behavior of a group
• Through his/her thoughts and
actions, a leader is able to make
others act and behave in accordance
with the objectives perceived
important by the leader
 Sources of Power of a
Leader
 Expert power
 • Informational power
 • Reward power
 • Coercive power
 • Power through hierarchical position
 • Referral power
 Traits of a Leader
 Charisma
 • Persuasion
 • Inspiration
 • Influence
 • Role Model
Traits of a Leader (contd..)?
 Initiative
 • Courage
 • Intelligence
 • Vision
 • Personality (Height, facial symmetry,
 looks)
 • Sense of humor
 • Maturity
 • Emotional stability
 Leadership Styles
 

 Delegating
 Low relationship/ low task

 Responsibility

 Willing employees

 Participating
 High relationship/ low task

 Facilitate decisions

 Able but unwilling 

 
 
 
 Leadership Styles (cont..)
 Selling
 High task/high relationship

 Explain decisions

 Willing but unable

 Telling
 High Task/Low relationship

 Provide instruction

 Closely supervise
 Are Leaders born or made?
Certain theories :
 Genetic inheritance: People with certain
inborn qualities are more likely to emerge
as leaders
 • Situational Approach: Traits required of a

leader differ according to the situation

 • Interactions Theory: The characteristics

of both the individual and the situation
account for who would be the leader
 Certain theories (cont..)
 Genetic inheritance: Major events are
influenced by the persons in power
 • Situational Approach: Great events

are the results of historical forces and

not necessarily because of specific
leaders
 • Interactions Theory: Leaders are both

born and made

 Effectiveness of a Leader
•
 A leader’s effectiveness is related to the
aspects of the situation in which the group
operates
 • Various factors interact to determine what

style of leadership would be effective for a

given situation. E.g..:
 – Task structure
 – Basis of power
 – Personal relations

 • A leader should adjust his/her leadership

style according to the situational factors
 Leader vs.. Manager
 Leader Manager
 • Often dramatic & usually analytical & objective
unpredictable in style
 • Creates an plans organizes and control
atmosphere of change
& chaos ability to take optimal decision
 • Visionary; obsessed;

drive to succeed has to be a coach to develop skill

 • Excites,, stimulates,,

drives,, inspires leadership is one role of manager.

 • A leader may or may

not be a manager
 Leader vs. Manager
(contd..)
 Leadership and management are two distinct and
complimentary activities

• Managers have formal authority; leaders have

incremental authority beyond formal authority
 • A leader may fail because of his/her inability to

manage
 • A manager may fail because he/she didn't provide

the leadership to steer change

 • So there is a need to have managers who can lead and

leaders who can manage

Situational Leadership
supporting coaching

delegating directing
New Leaders Take
Note 
General Advice
•Take advantage of the
transition period.
•Get advice and counsel.
•Show empathy to
predecessor
•Learn leadership
 
Challenges
•Need knowledge quickly
•Establish new
relationships
•Expectations
•Personal equilibrium
 Developing effective
leadership qualities
 Trust your followers
 • Develop a vision
 • Keep your cool
 • Encourage risks
 • Be an expert
 • Invite dissent
 • Simplify
 Leadership Quotes
 The most important quality in a
leader
is that of being acknowledged as
such..
- Andre Maurois
 CONTD…

Leadership in today's world

requires
far more than a large stock
of
gunboats and a hard first at
the
conference table..

- Hubert H.. Humphrey

 “Communicati
on is the single
most
important lead
ership skill.”

               -Lin Both well

TheArt of Leadership
 Leadership is Enacted
Through Communication 
 

•A Leader should be :

Communication Oriente
d 

Responsive and
receptive to questions
from participants 

Ask and persuade

rather than order or
command 
Types
of Communication 
Speaking 

Listening 

Non Verbal 

Writing
Communication Tools for
LEADERS

•Group
Discussions
•Public Speaking
•One on One
•Formal Meetings
DISCUSSION LEADERSHIP
FOR EFFECTIVE
COMMUNICATION
(Qualities of the Leader) 

•A LEADER has keen interest in

the topic 

•Able to involve everyone in

the discussion 

•Able to balance the

viewpoints 

•Has a basic plan, but is

flexible 

•Directs the discussion, keeps

focus on goals
 COMMUNICATION TO
EMPOWER THE FOLLOWERS
• Active Listening for
understanding the followers
problems and queries. 

• Asking for more information. 

• Paraphrasing (expressing the

same message in different and
simplest form). 

• Checking the assumptions

about the other person’s
feelings. 

• Sharing information to help the

other person understand his/her
point of view. 
 Communication
Leadership Framework

 Core communication skill

 - Active listening
 - Itemized response (appeciative,full response) e.g.
"What I like about it is ...." or "What concerns me is ...“ .
 -paraphrase e.g. “I hear u saying…”
 - Making statements rather than asking questions .
e.g., "don’t you think it would be better if ...". 
 Cont…
 Managerial Communication Skill
- listening (subodinates,staffs)
- Facilitating
- Directing.
- Questioning (close questioning, open
questioning,pesonal questioning)

 Corporate Communication Skill

-Interpersonal communication
- public speaking
- presentations
 Communication drives
the process
 A LEADER is anyone who undertakes to
influence change and make things
happen. Whether the issue is
organizational restructuring or a new
sidewalk, communication drives the
sidewalk, communication drives the
process.
 NEW LEADERSHIP AND
COMMUCATION

(suggestions)
Effective communication is the oxygen for new-breed leadership
 Communication is not one-directional
 Engage strategically

 Listen hard

 Create an environment that allows candid feedback/ criticism

 Communication needs to be regular
 In good times and bad

 Never skip scheduled engagements

 Communication has to be open and honest

 Own up: take personal responsibility for hard decisions

 Resist the urge to spin – it always backfires

 Keeping
the Communication Channels
Open
 •
 “Responsible leaders work hard to prevent bottlenecks
and keep channels open up, down, and throughout the
organization by

 (1) establishing an appropriate working climate and adjusting

their communication behavior to fit the situation, and

 (2) practicing techniques to improve communication in their

organization.
 Practicing Techniques are:
 Potential Techniques
Active listening.

Being with the audience.

Making words count.

Tone and body language.

Using silence.
 LEADERSHIP AND COMMUNICATION
(IN A NUTSHELL)
 1. Communication is the key competency of today’s successful leader.
 2. Effective communication is two-way.  This means sharing relevant information
with the right audience at the right time, but also listening to the concerns, fears,
suggestions and criticism of employees.  As much as this sounds like a simple way of
life, it is one of the hardest things to instill in an organization consisting of more than
one person.  It won’t happen of itself - it has to be planned, managed and monitored.
 3.  There are many tools to achieve this - a menu as extensive as the content of the
internet to choose from. Some of the tools useful, include regular leadership video
conferences, lunch time forums with a cross section of staff at all levels, work place
visits, personal letters and personal sessions as part of the induction programme for
new employees.

 Cont…
 4.  Consistent and regular communication is key to organizational
harmony.  Employees interpret corporate silence in many ways - not
least of which is that the leadership has something to hide.
 5.  Part and parcel of being a leader is to take hard decisions; to take
responsibility for those and to live with the
consequences. Leadership communication is of necessity honest
and open - it deals with the bad news as confidently as with the good. 
Leaders are not spin doctors - in fact good leaders avoid spin doctors
like the plague.  The simple truth is that if your value system is
anchored in integrity, spinning is not part of your armory. 
 Cont…
 The Communication and Leadership
presentation seeks to help team leaders
communicate powerfully, not by changing
the way they act, but by building on who
they really are.
 To lead people, walk beside them ...
As for the best leaders, the people do not
notice their existence.
The next best, the people honor and
praise.
The next, the people fear;
and the next, the people hate ...
When the best leader's work is done the
people say,
"We did it ourselves!"
-Lao-

THANK YOU