Leadership Competencies for High Performance
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Transcript of Leadership Competencies for High Performance
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LEADERSHIP COMPETENCIES
for High Performance
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Leadership Fundamentals
What is the purpose of leadership?
is to serve
What is the foundation of Leadership?
is Initiative
What is the power source of leadership?
is Courage
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Manage yourself. Do that well; and
you will be ready to start Leading
Courage
[Power Source]
Service[Purpose]
Initiative[Foundation]
L
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Leadership is
the lifting of man's vision to higher sights,
the raising of a man's performanceto a higher standard,
the building of a man's personality
beyond its normal limitations
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Leadership
Is influencing people to make them strive willingly
for attainment of objectives
One of the most observed and least understoodphenomena
Sets the personality of each individual company
Is to be learned; leaders are not only born
Quality comes out of innate character andpersonality of the leader himself
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Leadership
Leaders Inspire
Influence
Involve
Manager Maneuver
Manipulate
Leaders service to, increase the vision of people build technical skills to perform at higher standards
develop personality beyond limitations
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Managers Vs. Leaders
MANAGER Administers
Focuses on Systems andStructure
Relies on Control
Asks How and When
Accepts the Status quo
Concentrates on Short-term Results
Does Things Right Achieves COMPLIANCE
LEADER Innovates
Focuses on People
Believes in Alignmentand Sharing CommonConcerns
Asks What and Why
Challenges Status quo
Strives for Long-term
Survival and Growth Does the Right things
Gains COMMITMENT
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What do People Look for in Leaders?
What do you look for and admire in a leader,
someone whose direction you would willingly
follow?
Identify 5 qualities and rank them
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21% Ambitious
40% Broad-minded
20% Caring
66% Competent
28% Cooperative
20% Courageous
33% Dependable
24% Determined 42% Fair-minded
71% Forward-looking
88% Honest
23% Imaginative
6% Independent
65% Inspiring
47% Intelligent
14% Loyal
17% Mature
8% Self-controlled 34% Straightforward
35% Supportive
What People Look for in Leaders:
top 5 qualities
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TRUSTWORTHY BEHAVIOURTHE PREREQUISITE FOR EFFECTIVE LEADERSHIP
Behavioural Consistency
reliability and predictability : behaving consistently
over time and across situations
Behavioural Integrity consistency between mangers words and deeds
(i) telling the truth and (ii) keeping promises
Involvement In Decision-Making may range from having no employee input at all
into decisions to full discussion and input
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TRUSTWORTHY BEHAVIOUR:THE PREREQUISITE FOR EFFECTIVE LEADERSHIP
Communication (i) accurate information (ii) explanations for
decisions and (iii) openness.
Demonstration Of Concern for the Welfare ofOthers showing consideration and sensitivity for
employees needs and interests
acting in a way that protects employees interests refraining from exploiting others for the benefit of
ones own interests.
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for Developing Individuals
Situational Leadership
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LEADERSHIP: The process of influencing the activities of an individualor a group in efforts toward goal achievement in a given situation.
Leadership is a function of (leader; followers / leaders; situational variables)
Leadership is thus a dynamic process.
A single ideal type of leader behaviour is unrealistic.
Effective Leadership can be learned.
SKILLS OF SITUATIONAL LEADERSHIP
FLEXIBILITY
DIAGNOSIS CONTRACTING
Situational Leadership
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Basic Leadership Behaviours
Directive Behaviour involvesTelling people - What to do, How to do it, and then closely
supervising
One-way Communication; less concerned with the feelings ofthe subordinate
STRUCTURE; CONTROL; SUPERVISE
are the Key Words
Supportive Behaviour involvesListening to people, Providing Support and
Encouragement,and then Facilitating their involvement inProblem-solving and Decision-making
Two-way, free flow of Communication
PRAISE; LISTEN; FACILITATE are the Key Words
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The Four Basic Leadership Styles
HIGH
High Supportiveand
Low Directive
Behaviour
S3
SUPPORTING
High Directiveand
High Supportive
Behaviour
S2
COACHING
Low Supportive
and
Low Directive
Behaviour
S4DELEGATING
High Directive
and
Low Supportive
Behaviour
S1DIRECTING
DIRECTIVE BEHAVIOUR
LOW HIGH
SUPPORTIVEBEHAVIOUR
LOW
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The Four Basic Leadership Styles
DIRECTING: The Leader provides specific instructionsand closely supervises task accomplishment.
COACHING: The Leadercontinues to direct andclosely supervise task accomplishment, but also explainsdecisions solicits suggestions, and supports progress.
SUPPORTING: The Leader facilitates and supportssubordinates effort toward task accomplishment and
shares responsibility for decision-making with them.DELEGATING: The Leader turns over responsibility for
decision-making and problem-solving to subordinates.
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Development Level
COMPETENCE
Knowledge
Skills
COMMITMENT
Confidence
Motivation
COMBINATION
of
AND
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Four Development Levels
LOW
COMPETENCE
*
HIGH
COMMITMENT
SOME
COMPETENCE
*
LOW
COMMITMENT
HIGH
COMPETENCE
*
VARIABLE
COMMITMENT
HIGH
COMPETENCE
*
HIGH
COMMITMENT
D1 D2 D3 D4
A Combination of COMPETENCE and COMMITMENT is called
A DEVELOPMENT LEVEL
DEVELOPING DEVELOPED
COMPETENCE KNOWLEDGE + SKILLS
COMMITMENT CONFIDENCE + MOTIVATION
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D4 D3 D2 D1
HIGH MODERATE LOW
Developed Developing
Matching Leadership Style ToDevelopmental Level
D l t L l &
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Development Level &
Appropriate Leadership Style
LEADERSHIP STYLE DIRECTIVE BEHAVIOUR +
SUPPORTIVE BEHAVIOUR
DEVELOPMENT LEVEL COMPETENCE + COMMITMENT
The STRATEGY of the Leader must be to change his leadership
style over time from DIRECTING to COACHING to SUPPORTING
to DELEGATING as performance improves
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THE LEADERSHIPPRACTICESFivePractices andTen
Commitments
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1. CHALLENGING THE PROCESS
2. INSPIRING A SHARED VISION
3. ENABLING OTHERS TO ACT
4. MODELLING THE WAY
5. ENCOURAGING THE HEART
THE FIVE
FUNDAMENTAL PRACTICES
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C1. Search out challenging opportunities to change,
grow, innovate and improve
C2. Experiment, take risks and learn from the
resulting mistakes
LP 1.CHALLENGING THE PROCESS
C3. Envision an uplifting and ennobling futureC4. Enlist others in a common vision by appealing to
their values, interests, hopes and dreams
LP 2.INSPIRING A SHARED VISION
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C5. Foster collaboration by promoting co-operativegoals and building trust
C6. Strengthen people by giving power away, providingchoice, developing competence, assigning criticaltasks and offering visible support
LP 3.ENABLING OTHERS TO ACT
C7. Set the example by behaving in ways that areconsistent with shared values
C8. Achieve small wins that promote consistentprogress and build commitment
LP 4.MODELLING THE WAY
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LP 5.ENCOURAGING THE
HEART
C9. Recognize individual contributions
to the success of every projectC10. Celebrate team accomplishments
regularly
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Six Leadership Styles at a Glance
Coercive Authoritative Affiliative
The leaders
mod us operandiDemandsimmediate
compliance
Mobilizes peopletoward a vision
Creates harmony andbuilds emotional
bonds
The style in a
phrase
Do what I say. Come with me. People come first.
Under ly ing
competencies
Drive to achieve,
initiative, self-
control
Self-confidence,
empathy, change
catalyst
Empathy, building
relationships,
communication
When the sty le
works best
In a crisis, to kick
start a turnaround,
or with problem
employees
When changes
requires a new
vision, or when a
clear direction isneeded
To heal rifts in a team
or to motivate people
during stressful
circumstances
Overal l imp act on
cl imate
Negative inhibits
flexibility; dampens
motivation
Most strongly
positive freedom
to choose own
means
Positive poor
performance may go
uncorrected
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The Authoritative Style
The Coercive Style
Situation
Situation
Situation
Situation
Situation
Situation
Different Styles fordifferent situations/people
Learn to switchStyles
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Supportive Confrontation
Drawing the Subordinate Close
Providing Behaviorally Specific Feedback
Improving the Relationship
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Drawing the
Subordinate Close
Understand the reasons for the
subordinates behaviour
Examine the subordinates work situation Listen with care to the subordinates general
aspirations
Address subordinates aspirations andconcerns, while assigning tasks
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Providing Behaviourally- Specific
Feedback
Comment on the subordinates behaviourand its effect on others in the unit
Remember that -- the behaviour: expert about intentions
the receiver: expert about impact
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Giving Feedback
Describe the behaviour
Focus on the feelings that the behaviour evokes
Give specific instances of the behavior
Deal only with behaviour that the person can control
Tell the person as soon as possible after the behaviour
Focus on the effect the behaviour has on you
Balance negative feedback with positive feedback
Make sure that the reason for giving the feedback is to help theother person or to strengthen relationship
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Improving The Relationship
The feedback must be genuinely aimed
at helping the subordinate
Link improved performance with the
goals and aspirations of the subordinate
Use positive feedback to reinforce a
strong point of the subordinate
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Conflict Resolution in Teams
Leveraging Differences
to Create Opportunity
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Conflicts occur due to
Differences in needs, values and goals
Scarcity of certain resources
Diverse perspectives
Interpersonal Rivalry
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CONFLICT MANAGEMENT STYLES
Assertive
Unassertive
Attempting
to satisfy
ones own
concerns
Uncooperative Cooperative
Attempting to satisfy others concerns
Competing
Avoiding
Collaborating
Compromising
Accommodating
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USING THE FIVE
CONFLICT MANAGEMENT STYLESAVOIDING
When an issue is trivial or more important issues are
pressing.
When you perceive no chance of satisfying your concerns.
When potential disruption outweighs the benefits ofresolution.
To let people cool down and regain perspective.
When gathering information supersedes immediate decision.
When others can resolve the conflict more effectively.
When issues seem tangential or symptomatic of other issues.
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USING THE FIVE
CONFLICT MANAGEMENT STYLESCOMPROMISING
When goals are important, but not worth the effort or
potential disruption of more assertive modes.
When opponents with equal power are committed to mutuallyexclusive goals.
To achieve temporary settlements to complex issues.
To arrive at expedient solutions under time pressure.
As a backup when collaboration or competition is
unsuccessful.
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USING THE FIVE
CONFLICT MANAGEMENT STYLESCOMPETING
When quick, decisive action is vital (e.g., emergencies).
On important issues where unpopular actions needimplementing (e.g., cost cutting, enforcing unpopular rules,discipline).
On issues vital to company welfare when you know you'reright.
Against people who take advantage of noncompetitivebehavior.
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USING THE FIVE
CONFLICT MANAGEMENT STYLESACCOMODATING
When you find you are wrong -- to allow a better position tobe heard, to learn, and to show your reasonableness.
When issues are more important to others than to you
to satisfy others and maintain cooperation.
To build social credits for later issues.
To minimize loss when you are outmatched and losing.
When harmony and stability are especially important.
To allow subordinates to develop by learning from theirmistakes.
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USING THE FIVE
CONFLICT MANAGEMENT STYLESCOLLABORATING
To find an integrative solution when both sets of concernsare too important to be compromised.
When your objective is to learn.
To merge insights from people with different perspectives.
To gain commitment by incorporating concerns into a
consensus.
To work through feelings which have interfered with arelationship.
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PRINCIPLED NEGOTIATION
Separate the PEOPLE from the Problem
Focus on INTERESTS, not Positions
Invent OPTIONS for Mutual Gain
Insist on using Objective CRITERIA
SEPARATE THE PEOPLE
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SEPARATE THE PEOPLE
FROM THE PROBLEM
PERCEPTION Put yourself in their shoes
Dont blame them for your problem
Discuss each others perceptions
EMOTION
Recognize and understand emotions, their and yours Make emotions explicit and acknowledge them as legitimate
Allow the other side to let off steam
COMMUNICATION
Listen actively and acknowledge what is being said
Speak about yourself, not about them Face the problem, not the people
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FOCUS ON INTERESTS,
NOT POSITIONS
HOW DO YOU IDENTIFY INTERESTS Ask Why?
Realize that each side has Multiple Interests
The most Powerful Interests are Basic Human
Needs TALKING ABOUT INTERESTS
Discussing Interests Without Taking Rigid Positions
Make your Interests come Alive
Acknowledge their Interests as Part of the Problem
STATE YOUR PROBLEM TACTFULLY Put the Problem before your Answer
Be Hard on the Problem, Soft on the People
Be Firm but Open at the Same Time
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INVENT OPTIONS FOR MUTUAL GAIN
DIAGNOSIS
Premature Judgment
Searching for the Single Answer
Thinking that Solving their Problem is their Problem
PRESCRIPTION
Separate Inventing from Deciding
Broaden your Options
WORKING FOR MUTUAL GAINS
Look for Mutual Gain: Focus on Shared Interests Make their Decision Easy
INSIST ON USING
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INSIST ON USING
OBJECTIVE CRITERIA
DEVELOPING OBJECTIVE CRITERIA
Fair Standards
Fair Procedures
NEGOTIATING WITH OBJECTIVE CRITERIA
Frame each issue as a Joint Search Dont Insist Your Criteria as the Basis
ARRIVING AT THE CRITERIA
Reason and be open to Reason
Never Yield to Pressure Shared Vision, Process Orientation and Systems Thinking
act as Guiding Factors