Leadership EMP

8/14/2019 Leadership EMP

1/19

Administers Maintains

Focuses on systems &structure

Relies on control Short-range view

Eye on the bottom line

Imitates

Accepts status quo

Surrenders to externalforces

Does things rightly

Innovates

Develops

Focuses on people

Inspires trust

Long-range view Eye on the horizon

Originates

Challenges the status quo

Conquers over volatile,turbulent and ambiguoussurroundings

Does the right things


2/19

Aims at change andmovement

Develops a visionfor the future andcreates direction

Is more concernedwith establishingdirection, aligningpeople andmotivating andinspiring people

Aims at producingconsistent results

Creates the strategiesfor ensuring realisationof vision and mission

Is concerned withplanning, budgeting,organising, staffing,controlling andproblem-solving


3/19

A Leader sees: More Farther and BeforeOthers. It is not the position that makes a leader It is the leader that makes a position. In the case of a manager things happen

when he is there;

In the case of a Leader, things happeneven when he is not there.


4/19

For every S you get 10 points For every G you get 5 points For every W and ? you get zero points.

Interpretation of Scores:

80 to 100 - Excellent

50 to 79 - Good

30 to 49 - Average

Below 30 - Poor


5/19

Resistance to stress Tolerance for uncertainty

Social objectivity

Inner work standards

Passion Adaptability

Self-confidence

Self-objectivity Introspection

Entrepreneurial Ability


6/19

Trait Theories Behavioral Theories

Contingency Theories


7/19


8/19

S3: Participating/

Encouraging

S4: Delegating/

Monitoring

S2:Selling/

Explaining

S1: Telling/

Directing

Task Behavior

R

E

LA

T

I

O

N

S

H

I

P

B

E

HAV

IUOR

High Relationship/

Low Task

High on Relationship/

High on Task

Low Relationship/

Low Task

Low Relationship/

High Task


9/19

Transactional Leader:

Contingent Reward: Recognises accomplishments,rewards good performance.

Management by Exception: Watches and searches for deviations from rules and

standards, takes corrective action.

Charismatic Leader: Motivates and directs followers by developing in

them a strong emotional commitment to a vision andset of shared values

Influences followers by appealing to their emotionsat a deep level

Transformation Leader: Anticipates future trends, Inspires followers to understand and embrace a new

vision of possibilities Develops others to be leaders


10/19

Criteria for Decision Making:

1. Rationality

2. Acceptance

Rational Emotive Therapy is the method ofdecision making where both the above criteriaare taken care of.


11/19

Decision Styles:AI : Autocratic. No information sharing, No search for information,

managing with available info. You take your own decision.AII: Autocratic but may seek some information, speak to a few

people. True facts not shared.CI: Consultative approach. Problem sharing with relevant

individuals (subordinates) on a one to one basis. Then you takea decision which may or may not reflect your subordinatesviews.

CII: Consultative approach. Problem sharing with yoursubordinates in a group collectively obtaining their ideas andsuggestions. Then you take the decision which may or may notreflect their views.

GII: Consensus Group Decision-making. You share yourproblems with you subordinates in a group. Together yougenerate and evaluate alternatives and attempt to reach aconsensus. You do not try to influence the group to adopt yoursolution and you are willing to accept and implement anysolution that has the support of the entire group.


12/19

QUALITY1. Information:

Sufficient Relevant Complete

2. Complexity3. Goal Congruity

Time Availability

ACCEPTANCE

1. Conflict Rule2. Fairness Rule3. Acceptance Priority


13/19

Rule 1: Unexplained change is uncomfortable For people to commit to any change process it

is necessary to explain its reasons and benefits

to the people affected by itRule 2: The goals of change always appear

impossible at first

This is because we view all change fromthe perspective of our past experience(rear view mirror perspective).


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Rule 3: Most change is seen as losing something The biggest challenge of the leader is to

enable the paradigm shift from :Change is anticipated to bring lossNot changing is sure to bring lossTherefore changing is likely to lead to gain.

Rule 4: If change is not seen as beneficial for the

system it will not sustain itself The only exception is drastic change where to

go back is impossible. But unless there iseffective selling, commitment will not happen


15/19

Living life is all about making choices:

Choosing to be a victim

Choosing to be a Master

In terms of the challenges I face today, what do I needto do if I want to be a Master and not a victim?

Start Doing Stop Doing Continue to do

HOLD ON to what is working LET GO of what is not working TAKE ON new learning and exploration of options

MOVE ON to new commitments.


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17/19

Integrity

Clarity and Focus

Ability to influence

Trustworthiness Emotional Stability

Adaptability

Effective Communication Skills

Ability to take unpleasant Decisions Humility

Ability to keep others before self


18/19


19/19

You are the leader of a group of fourengineers (includingyourself), Ajay, Vijay, and Rakesh who have to reportfor the night shift duty. To reach your workplace,which is at a distance from the city, you have to passthrough a dark tunnel. Unfortunately you only haveone torch with you. The tunnel is such that only oneperson can accompany the torch bearer. While youtake 1 minute, Ajay takes 10 minutes, Vijay takes 2minutes, and Rakesh takes 5 minutes to cross thetunnel.

What is the minimum time required for all the four ofyou to pass the tunnel.

Leadership EMP

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