INSTITUTION OF ELECTRONICS AND

TELECOMMUNICATION ENGINEERS(IETE)

• Leading professional society in India

• Founded in 1953

• Professional body of Electronics and

Telecommunication, Computer Science and IT

professionals

• Devoted for the development of Science and

technology of Electronics, Telecommunication

and IT

• Government of India recognized IETE as a Scientific and Industrial Research Organization(SIRO)

• Notified as an Educational Institution of National Eminence

• Provides leadership in Scientific and Technical areas of direct importance to the national development and economy

• Conducts conferences, symposia etc. and publishes technical journals

• Provides continuing education as well as

career advancement opportunities to its

members

• Conducts both the Graduate (AMIETE)

and Diploma (DIPIETE) Examination in

Electronics and Telecommunication

Engineering, Computer Science and

Engineering and Information Technology

streams

• IETE also conducts postgraduate level

course ALCCS (Advanced Level Course in

Computer Science), which is as equivalent

to M. Tech in Computer Science

• Trivandrum, Kochi and Palakkad are the

IETE centres in Kerala

FRAMEWORK FOR LEADERSHIP

• Leadership is the ability to influence others,

with or without authority

• Each context and situation requires unique

engagement

• Leadership is the phenomenon of positive

change in an individual, group or community’s

beliefs, values or behaviors

Eight key leadership traits

• Vision

• Motivation

• Teamwork

• Adaptability

• Decision Making

• Communication

• Coaching

• Development

• Vision

Make sure that everyone in the organization understands the team’s purpose

• Decision Making

Need to deal with dilemmas and have integrity in work place

• Motivation

Needs to praise when employees doing things right. This establishes a positive relation between them

• Communication

Leaders need to be clear and concise in communication and this improves the outcome

• Teamwork

Responsible for providing a structure that encourages a sense of involvement within the organization

• Coaching

Provides performance feedback to achieve personal and organizational goals

• Adaptability

A leader becomes meaningful, when they

figure out how to achieve the desired

outcomes. Once accomplished, they need

to influence and change others

• Development

It’s a life long process. Giving employees

an opportunity to develop in safe

environment builds confidence

ENTREPRENEURIAL & MORAL

LEADERSHIP

Entrepreneurial Leadership

• Shape opportunities that create value for their

organization and society

• They tackle risky situations by taking action

and experimenting new solutions to old

problems

• They are the combination of self reflection,

analysis, creative thinking and action

• They are ready to challenge, change and

create new ways to address social,

environmental and economic problems

• They are united by the ability to think and

act differently

• Steve Jobs, Bill Gates are the best known

examples for Entrepreneurial leadership

Moral Leadership

• A different kind of leadership and they

aim to serve

• Instead of showcasing their own skills,

Moral Leaders tend to develop the

capacities of others

• They consider the viewpoints and needs

of all who have an interest in a decision

outcomes

REFERENCES

• IETE Official Website

• Framework for leadership by Sergio

Chiappetta and Daron Sandbergh

• The New Entrepreneurial Leader by Danna

Greenberg, H. James Wilson

What is VISION?

A vision is a mental pictureof what an organization

aspires to become..

Purpose of vision:

• Provides a general direction

• Provides context of decision making

• Affects an organization’s structure

• Affects working relationships

Characteristics needed for a vision:

Clear

Challenging

General

People oriented

Inspiring

Easily communicated

Selecting the right leader requires many considerations :

• The person’s ability to build trust

• Ability to motivate others

• Level of emotional intelligence

• Strong communication and listening skill etc.

Essential Attributes for Picking Good Leaders:

• Integrity• Empathy• Emotional Intelligence• Vision• Judgment• Courage• Passion

1 Integrity“Integrity is the fundamental leadership attribute….Integrity is the fundamental attribute that keeps everything else secure.” Without integrity, things break down fast. As a result it fosters trust which leads to higher productivity.

2 EmpathyDefined as a fundamental ability to tune in to others, it “is critical for leadership for many reasons. Combined with integrity, it drives trust. It gives followers a sense that their interests are being looked after, and this creates positive energy. Followers who sense that a leader appreciates them are motivated to carry out their duties in a more committed way.”

3 Emotional IntelligenceThis is self-mastery or the ability to “perceive, control, and improve the connection between what we feel and the way we act.” It’s about self-awareness. Do I know myself? Can I control myself? Do I look for ways to improve?

4 VisionA frequently abused term, vision starts with imagination and an inquisitive mind. “Visionary leaders are good storytellers who are capable of weaving together interesting connections.” Vision provides direction.

5 Judgment

Good judgment is good decision making. “This sounds simple enough, but the origins of how and why people make the decisions they do are actually quite complex.” It’s the ability to zero in on what’s important, see the whole chessboard, and take decisive action.

6 Courage

There is always conflict. “Leadership means being on the front line of those conflicts. It means facing conflicts, mediating and shaping them, sometimes at the risk of great personal cost or freedom.” How often does a fear of standing out inhibit your ability to do the right thing?

7 Passion

A leader’s passion or drive is important because it creates positive energy. “They attract followers and act as catalysts for the formation of highly motivated teams.” High energy and enthusiasm are signs of passion but the trick is to determine where that fire comes from and is the leader in it just for themselves. There is a balance to be maintained with the other six attributes.

Elements of Leadership Development :

• Determine the Best Leadership Style for Your Organization

• Identify Current and Potential Leaders Within the Company

• Identify Leadership Gaps

• Develop Succession Plans for Critical Roles

• Develop Career Planning Goals for Potential Leaders

• Develop a Skills Roadmap for Future Leaders

• Develop Retention Programs for Current and Future Leaders

STYLES

STYLES

Style of :

providing direction

Implementing plans

Motivating people

TYPES

6 STYLES

AUTHORITARIAN

PATERNATISTIC

DEMOCRATIC

LEISSEZ-FAICE

TRANSACTIONAL

AUTHORITARIAN

Classical approach

Keep main emphasis on the distinction of authoritarian

leader and their followers.

Makes sure to create distinct professional relationship

Believes direct supervision is key in maintaining a

successful environment and followership

Focus on efficiency, democratic style

AUTHORITARIAN(cont..)

TRAITS:-

Sets goals individually

Engages primarily in one way and downward

communication

Controls discussion with followers

Dominate interaction

AUTHORITARIAN(cont…)

DOWNSIDES:

Autocratic leadership

Authoritarian way of settling conflicts or dealing with

disagreements

creates climate of fear

no or little room for dialogue

Example:- HITLER

PATERNATISTIC

Works is by acting as a father figure by taking care of their

subordinate.

Supplies complete concern for his followers or workers

Receives complete trust and loyalty of his people

Workers totally committed to leader and believes in him

completely

PATERNATISTIC(cont..)

TRAITS:-

Relation between worker and leader solid

Workers stays with company for a long time

Workers have more better organization skills

Workers boost self-confidence

Help implement a reward system

Will be able to accomplish more work in a set time frame

PATERNATISTIC(cont..)

DOWNSIDES:

Leader starts with his favorite in decisions

Include workers more apt to follow and start to exclude

ones who are less loyal

Not good for today sometimes

DEMOCRATIC

Leader sharing the decision making abilities with group members

and by practicing social equality

Boundaries of these were according to organization or group needs

and instrumental values of people’s skills, attributes etc.

Thinks by virtue of their human status should participate in

decisions

DEMOCRATIC(cont…) Democratic style demands leader

to make decisions on who should be called upon

within the group

Is given right to participate in, make and vote on

decisions

TRAITS OF A GOOD LEADER FAIR-MINDED

BROAD-MINDED

COURAGEOUS

STRAIGHT FORWARD

IMAGINATIVE

TRAITS OF A GOOD LEADER(cont..)

HONEST

COPETENT

FORWARD LOOKING

INSPIRING

INTELLIGENT

LAISSEZ-FAIRE

All the rights and power to make decisions if fully given to the worker

Allows follower to have complete freedom to make decisions concerning

the

completion of their work

Allows followers a self-rule while at same time offers guidance and

support

when requested

does not directly participate in decision making unless followers request

his

assistance

LAISSEZ-FAIRE(cont…)

Effective when:-

Followers are highly skilled, experienced and educated

Followers have pride in their work and the drive to do it successively

on their own

Outsides experts, such as staff specialists or consultants are being used

Followers are trustworthy and experienced

Not Effective when:-

leader cannot or will not provide regular feedback to their followers

TRANSACTIONAL

Focus on their leadership on motivating followers through a system

of rewards and punishments

Two factors form the basis Contingent Reward:-provide reward, materialistic or psychological,

for effort and recognizes good efforts

Management-By-Exception:-

Allows leader to maintain status quo

Intervenes when subordinate don’t meet acceptable performance level and takes necessary action to improve it

Reduce workload of managers being they are called only from workers deviate

TRANSACTIONAL(cont…) Identifies needs of followers and gives rewards to satisfy those

needs in exchange to certain level of performance

Focus on increasing efficiency of established routines and

procedures

More concerned with existing rules than changing them

TRANSACTIONAL(cont…) Helps organization to reach:-

Maturity

Goal setting

Efficiency of operation

Increasing productivity

Presents a form of strategic leadership that is important for

organizations development

FOLLOWERS

FOLLOWER An individual to actively follow a leader

Refers to a role led by certain individuals in an

organization, team or group

Plays an important role in organizations, group and team

successes and failures

Effective followers are considered to be enthusiastic,

intelligent ,ambitious and self-reliant

QUALITIES Four qualities:-

Self-management-

Ability to think critically

To be in control of one’s action

Work independently

Must be able to manage themselves well as leaders are able to

delegate tasks to them

Commitment-

Refers to individual being committed to goal, or cause of a group,

team, or organization

important quality as it help keep one’s morale and energy level high

QUALITIES(cont…) Competence:-

Individuals having this high would hold skills higher than other

average co-workers

Continue their pursuit of knowledge by upgrading their skills through

classes and seminars

Courage:-

hold true to their beliefs and maintain and uphold ethical standards

even in face of dishonest or corrupt superiors

Would be loyal, honest and candid to their superiors

TYPES 5 Types:

The sheep

The yes-people

The pragmatics

The alienated

The star followers

THE SHEEPThey are passive and need external motivation from the

leader

Lacks commitment and require constant supervision from

the leader

THE YES PEOPLE

Committed to leader and goal of organization

Do not question the decisions or actions of the leader

Will defend their leader when faced with opposition

from

others

THE PRAGMATICS

Are not trail-blazers

Will not stand behind controversial or unique ideas until

majority of the group express their support

Remains in background of the group

THE ALIENATEDNegative nature

Often attempt to stall or bring the group down by

constantly questioning the decisions and actions of the

leader

View themselves as the rightful leader of the organization

Critical of the leader and fellow group members

THE STAR FOLLOWERS Positive, active and independent thinkers

Will not blindly accept decisions or actions of leader until

they have evaluated completely

Succeeds without presence of a leader

CRISIS Sudden condition or state that calls for immediate action

Can be product failure or recall, financial problems ,natural

disaster, toxic chemical leak, strike/boycott etc.

Amount of impact depends on the leadership, workers and

stake holders

LEVELS 3 levels

Level 1:

organization will be publically embarrassed and

mission success threatened

Can be any misleading the company leader or its

workers have done

Level 2:

When there is personal injuiry,personal life loss,

property loss etc.

CRISIS

CRISISLevel 3:

Situation where there is loss of life, property, a perceived threat

to the survival of the company

Will build high degree of confusion in the organization

Lack of information precisely when everyone has huge

emotional need for it

CRISIS Boils down to responding to human needs, emotions, and

behaviors caused by crisis

Recue organization from chaos and deliver opportunities

Helps to bring out the hidden strengths and core weakness

GROWING AS A LEADER

L1• POSITION

• People follow you because they have to

L2• PERMISSION

• People follow you because they want to

L3

• PRODUCTION

• People follow you because of what you have done to the organization

GROWING AS A LEADER

L4

• PEOPLE DEVELOPMENT

• People follow because of what you have done to them

L5

• PINNACLE

• People follow you because of who you are and what you represent

EFFECTIVE

LEADERSHIP SKILLS

• Committed to a vision/mission

• Understands his/her role

• Demonstrates integrity

• Sets an example

• Understands how to motivate others

• Communicates effectively

• Willing to take risks

• Adept at problem-solving

Turnaround

leadership

• A turnaround is a quick , dramatic , sustained

change in the performance of an organization.

• They don’t happen without bold leadership

• For example steps taken to replace ineffective

teachers, setting a high bar for achievement ,

changing the curriculum etc in an educational

institution.

KEYS SKILLS OF A

TURNAROUND LEADER

• Collect & analyze data

• Make action plan based on data

Initial analysis & problem solving

• Focus on few yearly wins

• Break organizational norms.

• Make necessary staff replacement

• Focus on successful tactics

Driving for results

• Communicate a positive vision

• Gain support of key influencers

• Help staff personally feel problems.

Influencing inside and outside organization

KEYS SKILLS OF A

TURNAROUND LEADER

• Measure and report progress

frequently

• Requires decision-makers to share

data and solve problems

Measuring, reporting & improving

Gaining control as

a leader

• Control is making sure that a managers orders are carried out.

• Control of a team is lost if there exist a tight control over the team

• By giving up control and power a leader can produce great results

with a motivated team

• Leadership has very little to do with control but they can influence

• They have a good relationship with people

Gaining control as

a leader

• Great leaders are able to balance the fulcrum

btw maintaining control and giving up control.

• Great leaders are influenced by their character

and the team they build.

Giving up control

Positive vision

•Powerful positive vision of their team & organization

Focused strategically

•Focused on turning vision into reality

•Spend limited time on minute operational details

They trust people

•Delegate authority to enable team members to make decisions and getting this done

Giving up control

Recognize and value

people• Pass along the

recognition to those who are responsible

Take responsibilit

y

• Take responsibility that problem gets corrected and does not happen again

Expect growth

• Expect team members to grow

• To add even more value to them

Giving up control

Accept mistakes

• They are going to be mistakes in new innovations.

• They accept it and move on.

Self esteem &

confidence• If something

does not works they have confidence to lead the team to

success.

Genuine care

• Genuinely care about the success of the team.

• Both personally and professionally.

references

• The 5 levels of Leadership- John . C. Maxwell

• Crumb , Cheryl . Personality styles : We’re all different ,Aren’t We?

C .E . Biz May 2005.

• Dar , Ong Lin .Trust in Co-workers and Employee Behaviors at work

.International review of Business research papers Vol6

No1,February 2010

• Direction ,Alignment, Commitment toward a more integrative

ontology for leadership- Wilfred H . Drath, Cynthia .D .McCauley.

THE ROLE OF TRUST IN BUSINESS RELATIONSHIPS

TRUST• The meaning of the word trust according to

Collins Cobuild English Language Dictionary is: ifyou trust someone, you believe that they arehonest and sincere and that they will notdeliberately do anything that will hurt you in anyway.

• A's reliance on B and A's belief and perceptionthat B will not deliberately cause negativeoutcomes for A.

• "The firm's belief that another company will perform actionsthat will result in positive outcomes for the firm, as well asnot take unexpected actions that would result in negativeoutcomes for the firm." (Andersson and Narus 1990).

• "Trust encompasses two essential elements:(1) trust in partners' honesty, that is, the belief that the partner

stands by its words, fulfills promised role obligations, and issincere, and

(2) trust in partners' benevolence, that is, the belief that thepartner is interested in the firms' welfare and will not takeunexpected actions that will negatively affect the firm.

• Trust therefore exist when a firm believes its partner ishonest and benevolent." (Kumar, Scheer and Steenkamp1995).

Who are stakeholders…..?

Who are stake holders….?

Identifying stakeholders….

Typical stakeholders….

Typical stakeholders….

Stakeholder interest…

The process…

The Benefits…

This provides a better understanding of:

A better understanding of:

What is Crisis?

• A crisis is anything that has the potential tosignificantly impact an organization.

What is Crisis Management?

• The overall coordination of an organization'sresponse to a crisis, in an effective, timelymanner, with the goal of avoiding orminimizing damage to the organization'sprofitability, reputation, or ability to operate.

• Crisis management involves identifying acrisis, planning a response to the crisis andconfronting and resolving the crisis.

Crisis management objective

• The overall coordination of an organization's response to a crisis, in an effective, timely manner, with the goal of avoiding or minimizing damage to the organization's profitability, reputation, or ability to operate.

• Crisis management involves identifying a crisis, planning a response to the crisis and confronting and resolving the crisis.

1- The Breaking Crisis

• Control seems to be slipping out of the company.

• Lack of solid detail about the crisis. Hard-to-provide information demanded by the media, analysts and others.

• Temptation to resort to a short-term focus, to panic and to speculate.

• For a period of time, everyone loses perspective.

2- Spread and Intensification of Crisis

• Speculation and rumours develop in the absence of hard facts.

• Third parties- regulators, scientists and other experts – add weight to the climate of opinion.

• Corporate management comes under intense scrutiny from internal and external groups.

3- Rebuilding Needs

• To manage reputation. There are opportunitiesin a crisis to build positive perceptions of thecompany or product that last beyond the crisisperiod.

• Company communication/ culture. Thecompany embarks on a long-term programme totackle management issues and communicationproblems that exacerbated the crisis.

Problems and Challenges in Crisis Decision-Making

• Surprise and hesitation. The shock of a crisis cancreate a delay in response that allows your criticsand the media to fill the gap with negativecomment and speculation.

• Pressure and stress must be channelled by thediscipline of a crisis strategy.

• Mistaking information distribution forcommunication.

• Treating key audiences as “opponents

Problems and Challenges in Crisis Decision-Making

• Good crisis management is essential, but never a substitute for daily risk management processes.

• Risk management processes should apply to all customers, although depth and detail may depend on the transaction and customer. Transactions involving credit or other types of financial risk should incorporate a risk management process.

IMPLICATIONS OF NATIONAL CULTURE IN LEADERSHIP

WHAT IS CULTURE?

• The entire set of social norms and responses that dominate the behavior of a population.

• It is a conglomeration of beliefs, rules, institutions and artifacts that characterize human population.

• It is transmitted by symbols, stories and rituals over generations.

ELEMENTS OF CULTURE

HIGH AND LOW CONTEXT CULTURESContextual differences affect the way you approach situations such as decision making, problem solving, and negotiating.

• Decision making

In lower context cultures focus is on quick efficient solutions. Agreement is arrived at on main points and details are worked out later.

In higher context cultures, details are important and the decisions take their time

• Problem solving

Lower context cultures support open disagreements.

High context cultures avoid confrontation and debate

• Negotiations

In low context cultures, they are viewed impersonally and focus is on economic goals

High context cultures emphasize relationships and sociable atmosphere while negotiating

WHY DO WE FACE PROBLEMS ??

Assumptions:• We are alike! I do not have to worry about

anything! • We may be different, but I would like to lead

them the way I know and want! • They are different, I need to be very careful

and cautious. I do not know what I am getting into.

• They are different, but I can train them about our ways

MANAGING STRATERGY-CULTURE BALANCE

REFERENCES

• The impact of national culture -http://www.powershow.com/view/3aeec5-Nzg2M/The_Impact_of_National_Culture_powerpoint_ppt_presentation

• Leadership and culture-www.aast.edu/pheed/staffadminview/pdf_retreive.php?url=231

MULTICULTURAL LEADERSHIP

In the new borderless economy, culture doesn’t matter less ; it

matters MORE!!!!

LEADING IN A WORLD OF CULTURAL CONNECTIVITY

Leadership in global organizations

Leaders represent various cultures

Lead within multicultural environment-clients, govt. representatives, partners ,teams

Multiplicity of cultures shapes: definitions, expectations, experiences and expectations of what leadership is and needs to be.

EMBRACE MORE THAN ONE LEADERSHIP MODEL

• Rather than a set of competencies and approaches ; needs to viewed through different lenses and perspectives.

• EXAMPLE: To be described as decisive in US a leader has to make quick approximate decisions, in France a more deliberate and precise approach is expected.

Build on cultural experienceUse wisdom of groupAdapt to people you work with

IMPLICATIONS FOR LEADERSHIP DEVELOPMENT

Expectations from managers:

Knowledge on how leadership is applied in different settings and cultures

Be anthropologists- collect culturally relevant information and interpret with respect to situations and individuals

Be true to one’s culture and develop a style based on own background; add new competencies as appropriate

Redirection : Shifting focus from primarily structured approaches for specific competencies to rational learning approach based on actual context

Exploring western , eastern and indigenous leadership approaches helps in

Understanding the situation present before them

Developing a frame of reference for considering options

ESSENTIAL LEADERSHIP SKILLS IN A MULTI CULTURAL ENVIRONMENT

POINTS TO PONDER

• What are the common leadership competencies that resonate with all of us?

• Beyond styles and models, what approaches and traditions might serve to amplify multicultural awareness for leaders?

• If we are truly able to acknowledge several culture related leadership styles- what unique characteristics , practices and models of each might we incorporate in our efforts??

REFERENCES

• Multicultural Leadership Development in the 21st Century Written by Laverne Webb, Jeri Darling, and Nanette Alvey. https://www.unssc.org/home/sites/unssc.org/files/publications/mld-wp-alt-print-inhouse.pdf

• Essential skills for leadership effectiveness in diverse workplace development. Online Journal for Workforce Education and Development Volume 6 Issue 1 – Spring 2013

WHAT IS CULTURE?

• The entire set of social norms and responses that dominate the behavior of a population.

• It is a conglomeration of beliefs, rules, institutions and artifacts that characterize human population.

• It is transmitted by symbols, stories and rituals over generations.

TYPES OF LEADERSHIP & LEADERSHIP TRAITS

LeadershipLeadership is the art of leading others to

deliberately create a result that wouldn’t have

happened otherwise.

A leader might lead through official authority and

power, yet just as often great leaders lead through

inspiration, persuasion and personal connections.

Types of Leadership

1. Charismatic Leadership

2. Innovative Leadership

3. Command and Control Leadership

4. Laissez- Faire Leadership

5. Pace Setter Leadership

6. Servant Leadership

7. Situational Leadership

8. Transformational Leadership

Charismatic LeadershipBehaviours• Influences others through power of personality• Acts energetically, motivating others to move forward• Inspires passion• May seem to believe more in self than in team.

When to Use it:-• To spur others to action• To expand an organization’s position in the marketplace• To raise team morale

Impact on others:-• Can create risk that a project or group will flounder if leader leaves.• Leader’s feeling of invincibility ca ruin a team by taking on too much risk.• Team success seen as directly connected to the leader’s presence.

Innovative LeadershipBehaviours• Grasps the entire situation and goes beyond the usual course of action

• Can see what is not working and brings new thinking and action into play

When to use it:-• To break open entrenched, intractable issues

• To create a work climate for others to apply innovative thinking to solve problems, develop new products and services.

Impact on others:-• Risk taking is increased for all

• Failures don’t impede progress

• Team gains job satisfaction and enjoyment

• Atmosphere of respect for others’ ideas is present.

Command and ControlBehaviours• Follows the rules and expect others to do the same.

When to use it• In situations of real urgency with no time for discussion.

• When safety is at stake.

• In critical situations involving financial, legal or HR issues.

• In meeting inflexible deadlines

• Demands immediate compliance

Impact on Others• If used too much, feels restrictive and limits others’ ability to develop their own

leadership skills.

• Others have little chance to debrief what was learned before next encounter with leader.

Laissez-FaireBehaviours• Knows hat is happening but not directly involved in it.

• Trusts others to keep their word.

• Monitors performance, gives feedback regularly.

When to use it:-• When the team is working in multiple locations or remotely.

• When a project, under multiple leaders, must come together by a specific date.

• To get quick results from a highly cohesive team.

Impact on others:-

• Effective when team is skilled, experienced and self- directed in use of time and resources.

• Autonomy of team members leads to high job satisfaction and increased productivity.

Pace SetterBehaviours• Sets high performance standards for self and the groups.

• Epitomizes the behaviour sought from others.

When to use it:-• When staff are self motivated and highly skilled, able to embrace new projects and

move with speed.

• When action is key and results are critical

Impact on others:-• Cannot be sustained too long, as staff may “burn out” from demanding pace

• Results delivered at a speed staff can’t always keep up with

Servant LeadershipBehaviours• Puts service to others before self- interest

• Includes the whole team in discussion making

• Provides tools to get the job done.

• Stays out of limelight, lets team accept credit for result

When to use it:-• When leader is elected to a team, organization, committee or community

• When anyone at any level of the group meets the needs of the team.

Impacts on others• Organizations with these leaders often seen on the “best places to work” list

• Can create a positive culture and leads to high morale.

• Ill-suited if situation calls for quick decisions or meeting tight deadlines.

Situational LeadershipBehaviours• Links behaviour with group’s read lines

• Includes being directing and supportive, while empowering and coaching

When to use it:-• Where ongoing procedures need refinement, reinvention or retirement

Impact on others:-• Can be confusing if behaviour changes unpredictably and too often.

• Can reduce uncertainty as leader adapts behaviour appropriately.

Transformational

Behaviours• Expects team to transform even when its uncomfortable

• Counts on everyone giving their best

• Serves as a role model for all involved.

When to use it:-• T encourage the group to pursue innovative and creative ideas and actions

• To motivate the group by strengthening team optimism, enthusiasm and commitment

Impact on others:-• Can lead to high productivity and engagement from all team memebers.

• Team needs detailed oriented people to ensure scheduled work is done.

Leadership TraitsRaymond Cattell, a pioneer in the field of personality assessment, developed the

Leadership Potential equation in 1954. This equation, which was based on a study of

military leaders, is used today to determine the traits which characterize an effective

leader. The traits of an effective leader include the following:

Emotional Stability:- Good leaders must be able to tolerate frustration and stress.

Overall they must be well adjusted and have the psychological maturity to deal

with anything they are required to face.

Dominance:- Leaders are often times competitive and decisive and usually enjoy

overcoming obstacles. Overall, they are assertive in thinking style as well as their

attitude in dealing with others.

Leadership Traits Cont.. Enthusiasm:- Leaders are usually seen as active, expressive, and energetic. They

are often very optimistic and open to change. Overall, they are generally quick

and alert and tend to be uninhibited.

Conscientiousness:- Leaders are often dominated by a sense of duty and tend to

be very exacting in character. They usually have a very high standard of excellence

and an inward desire to do one's best. They also have a need for order and tend

to be very self-disciplined.

Leadership Traits Cont.. Social boldness:- Leaders tend to be spontaneous risk-takers. They are usually

socially aggressive and generally thick-skinned. Overall, they are responsive to

others and tend to be high in emotional stamina.

Tough-mindedness:- Good leaders are practical, logical, and to-the-point. They

tend to be low in sentimental attachments and comfortable with criticism.

Self-assurance:- Self-confidence and resiliency are common traits among leaders.

They tend to be free of guilt and have little or no need for approval. They are

generally secure and free from guilt and are usually unaffected by prior mistakes.

Leadership Traits Cont.. Compulsiveness:- Leaders were found to be controlled and very precise in their

social interactions. Overall, they were very protective of their integrity and

reputation and consequently tended to be socially aware and careful, abundant in

foresight, and very careful when making decisions or determining specific actions.

Overall, Leaders are larger than life in many ways. Personal traits plays a

major role in determining who will and who will not be comfortable in leading others.

However, it is important to remember that people are forever learning and changing.

LEADERSHIP STYLES

• There are many leadership styles from which to choose• Different styles Are needed for different situations and each

leader needed to know when to exhibit a particular approach.• BASIC LEADERSHIP STYLES ARE:

1. Authoritative2. Affiliative3. Coaching4. coercive5. Democratic6. Pace-setting

1.AUTHORITATIVE LEADERSHIP

• The classical approach

• Leader retains as much power and decision making authority as possible

• Does not consult staff , nor allowed to give any input

• Staff expected to obey orders without receiving any explanations

• Structured set of rewards and punishments

• Prove useful when business is failing to reach target or while dealing problem people

• Employees may lose satisfaction under this style

2.AFFILIATIVE LEADERSHIP STYLE

• Leader is more concerned with the needs and feelings of employees

• People are valued • A sense of belongingness is nurtured• Works best when trust needs to be built and during

stressful times• When used exclusively , this may result in lack of

direction and low performance

3.COACHING LEADERSHIP STYLE

• Focuses on continuous personal development• Leaders assign tasks to employees, coach them to

resolve and empower them to face challenges in future• Delegations will be frequent• Works best with employees who look forward to

personal development• If the leader lacks confidence or if the employees are

reluctant to change , this style may not work

4.COERCIVE LEADERSHIP STYLE

• This style demands immediate compliance

• Obeying orders without suggestion is the norm

• Makes organization less flexible and can have detrimental effect on the morale of the employees

• Work only in a turn-around situation or at the time of a real crisis

5.DEMOCRATIC LEADERSHIP STYLE

• Also known as participative style

• Based on consensus and works in collaboration with team members

• Keeps staff informed about everything that effects their work and shares decision making and problem solving responsibilities

• Employees will have a sense of ownership

• Conflict management is easier

• Effective style when leader needs fresh ideas from team members

• Won’t work when stakes are high and deadlines are nearing

6.PACE-SETTING LEADERSHIP STYLE

• Leader sets high standards of performance• Leader demands excellence and urges employees to complete

the task faster and better each time• Works well when employees are already motivated and skilled• Employees may find the increasing demands and rising

standards overwhelming and tiring• The performance of the employees may go down when pushed

too hard

VUCA LEADERSHIP

• US military started using this term in the late 90’s for the post cold war world• Relates to how people view the conditions under which they make

decisions,plan forward,manage risks,foster change and solve problems• V- Volatility

– The nature and dynamics of change, and the nature and speed of change forces

• U-Uncertainity– Lack of predictability

• C-Complexity– Chaos and confusion that surround an organisation

• A-Ambiguity– Mixed meaning of conditions

VOLATILITY

• Pace of change is faster than the ability to respond

• Requires accelerated decision making

• Leaders are left overwhelmed ,stressed , anxious and unprepared to lead effectively

• Command and control structures fail in fast changing environments

UNCERTAINITY

• Leaders are required to act on incomplete or insufficient information

• More likely to rely on what seemed to have worked in the past

COMPLEXITY

• Difficulty in acting and drive the change required to address a complex issue

• Difficult to know where to start drive change

• Temptation to act on and implement short-term solutions

• Lack the time to reflect and think through the complexities and end up acting too quickly

AMBIGUITY

• Failure to understand the significance of an event

• High risk of mis-interpreting events and responding inappropriately

• Leaders act based on a limited understanding of events and their meaning

As a leader, how can one navigate the VUCA world?• V-vision

– Communicate a sense of purpose and lead people towars it– Believe in yourself and others– Ensure that your team’s efforts are focused

• U-understanding– Be empathetic towards others’ hopes, desires and fears– Explore new ideas,reflect and seek constructive criticism

• C-clarity– Cut through the complexity and find the true essence– Approach problems from a holistic perspective

• A-agility– Adapt quickly to changing circumstances and make decisions with confidence– Learn from your mistakes

Transformational Leadership

• A transformational leader is a person who stimulates and inspires (transform) followers to achieve extraordinary outcomes .

• He/she pay attention to the concern and developmental needs of individual followers; they change followers’ awareness of issues by helping them to look at old problems in a new way ; and they are able to arouse, excite and inspire followers to put out extra effort to achieve group goals.

• The concept of transformational leadership was introduced by James Macgregor Burns in 1978 in his descriptive research on political leaders, but its usage has spread into organisational psychology and management with further modifications by B.M Bass and J.B Avalio .

Transactional Leadership

• Transactional Leadership, also known as managerial leadership, focuses on the role of supervision, organisation, and group performance; transactional leadership is a style of leadership in which the leader promotes compliance of his followers through both rewards and punishments.

• Unlike Transformational leadership, leaders using the transactional approach are not looking to change the future, they are looking to merely keep things the same. These leaders pay attention to followers' work in order to find faults and deviations.

• This type of leadership is effective in crisis and emergency situations, as well as when projects need to be carried out in a specific fashion.

Transactional Vs TransformationalLeaders

Transactional Leadership Transformational Leadership

Leaders are aware of the link between the effort and reward

Leaders arouse emotions in their followers which motivates them to act beyond the framework of what may be described as exchange relations

Leadership is responsive and its basic orientation is dealing with present issues

Leadership is proactive and forms new expectations in followers

Leaders rely on standard forms of inducement, reward, punishment and sanction to control followers

Leaders are distinguished by their capacity to inspire and provide individualized consideration, intellectual stimulation and idealized influence to their followers .

Transactional Vs TransformationalLeaders continue……….

Leaders motivate followers by setting goals and promising rewards for desired performance

Leaders create learning opportunities for their followers motivate and stimulate followers to solve problems

Leadership depends on the leader’s power to reinforce subordinates for their successful completion of the bargain

Leaders possess good visioning, rhetorical and management skills, to develop strong emotional bonds with followers .

Leadership depends on the leader’s power to reinforce subordinates for their successful completion of the bargain

Leaders search for adaptive solutions to engage hearts and minds in the change process

The relationship between change and complexity to the amount of transactional and transformational leadership

required

Leadership Grid• The leadership grid, formerly known as the

managerial grid model, is a more recent model of leadership identifies five styles based on a combination of either high, medium or low consideration for people and results(production).

• First developed in the 1960s, the managerial grid has been through many iterations (Blake& Mouton, 1964, 1978, 1985, 1994).

• 1.1—Impoverished Management: Emphasizes a situation in which there is both low concern for results and low concern about people. The apathetic nature of this leader results in behavior that is withdrawn from subordinates and indifferent to success.

• 1.9—Country Club Management: This combination of low concern for results with high concern for people results in a leader who is more interested in pleasing people than in the performance of tasks. This leader attempts to create an environment that is friendly and welcoming.

• 9.1—Authority-Compliance Management: This represents a high concern for results but a low concern for people. This controlling leadership style is characterized by dictating instructions to subordinates in a way that does not show concern or compassion.

• 5.5—Middle of the Road Management: This style of compromise is evident in leaders who balance concern for results with satisfying relationships. The group is functioning; however, there is potential for greater success.

• 9.9—Team Management: Great emphasis is placed on production and on people. This optimal balance of developing human relationships and effective results attainment provides for the most satisfying work environment

EFFECTIVE LEADER

In early research Specifically effective leaders are likely to:• Be accurately aware of themselves – their emotions,

tendencies , strengths and weaknesses.• Use emotions to enhance thinking and decision‐making.• Consciously regulate emotions and moods in intelligent ways.It has been claimed that emotional intelligence is a better

predictor of leadership success than IQ. More recently social intelligence, previously considered a sub‐part of emotional intelligence, has been shown to be the single largest factor impacting on leadership effectiveness.

• No single list has been found to hold true for every leader in every context. As a result leadership research moved on in a different direction – focusing instead on what effective leaders do. For decades traits were largely ignored.

• However, despite lacking 100% generalisability, contemporary leadership scholars have recognised that personal characteristics are important to effective leadership – particularly intelligence and aspects of personality such as dominance, extraversion, sociability, self‐confidence, high levels of energy and resilience.

• A more comprehensive list of personality traits associated with effective leadership is shown below:

Leadership

• Leadership is the ability to develop a vision that motivates others to move with a passion toward a common goal

Being a Leader

• If you want to get ahead, be a leader, you must assume:

– That everything that happens to you results in a situation that is in your control

– That the attitude you convey is what you are judged on

– That what you think and do in your private life is what you will reap in your public or corporate life

– You are what you think and believe– If you never meet a challenge you will

never find out what you are worth

Recipe for being a Leader

• Take control of your life

• Assume responsibility for who you are

• Convey a positive and dynamic attitude in everything you do

• Accept blame: learn from your own mistakes as well as those of others. Take blame for everything that happens in your unit

• Give credit wherever it is due

• Be compassionate when you review your team members' progress or lack thereof

Recipe for Being a Leader

• Think great thoughts. Small thinking is why companies go broke

• Turn disasters into opportunities. Turn every obstacle into a personal triumph

• Determine your "real" goals then strive to achieve them

• When you want to tell someone something important, do it personally

• Don’t be afraid to get your hands dirty doing what you ask others to do. Make coffee

Recipe for Being a Leader

• Listen effectively• Encourage teamwork and participation• Empower team members• Communicate effectively• Emphasize long-term productivity• Make sound and timely decisions• Treat each person as an individual• Know yourself and your team• Protect your team• Have vision, courage and commitment

Holistic Communications

image (noun) 1. Form, semblance; counterpart as regards appearance

(That person is the image of an engineer.)2.simile, metaphor; mental representation; idea,

conception; character of thing or person as perceived by the public.

Image includes everything: the way you talk and dress, the way you act, your attitude to others

at work and play.

Holistic CommunicationsWhat are your personal career objectives?

1. to identify problems and create winning solutions to solve them?

2. to lead effectively, with inspiration; to motivate?

3. to be in control of your world; to make things happen for you?

4. to manage your personal resources effectively?

5. to be president of your own company?

6. to be a millionaire, if you aren't already?

The way you stand or sit

• indicates whether you are an open person, easily approachable

• says whether you are friendly

• tells others whether you could be a good team player

• suggests that you are frank and honest

• tells others what you really think of them

• shows whether you are a part of the team

The way you dress

• indicates whether you have conventional ideas or whether you are a radical

• shows how neat you are

• suggests whether you will fit in with the company's image

• makes a statement about whether or not you care enough to find out about the company, its image and its objectives

• shows indirectly whether you are confident, whether or not you believe in yourself.

The way you write

• Conveys whether you are warm and friendly or appear cool and reserved

• Tells whether you are dynamic and energetic or whether you are lethargic and procrastinate

• Conveys an image of you as either intuitive in solving problems, or logical, solving problems step by step

• Says whether you want to communicate with others or not

• Says whether you try to avoid conflict or seek it

• Says whether you are materialistic or idealistic

Holistic Communications

Conclusions• Communication is a holistic concept; everything we

do conveys something about ourselves• If you want to achieve greatness in your chosen

objectives you must communicate holistically. It is not enough to write well or to know a lot of big words. You must be able to project an image that will lead to success

• You can change the way you appear to others by changing your behavior pattern

• If you want to change your behavior pattern, you must change everything about yourself.