17 a-earthsoft-leadership

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Index
• Leadership • Leader v/s manager
• Trait & style • Dos and Don'ts
• Values & Dimensions • Barriers
• Leadership qualities • Strategy
• Visionary leadership • Communication
• Basic & other styles • Power
• Transformation
• Theories


Leadership


Who could be a leader?


Or You can be!


Gems of Wisdom


What Is Leadership?
•The ability to influence a group of followers
toward achieving the goals
•The process of inspiring, influencing, and
guiding to participate in a common effort.
•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 is leadership
•Visionary leaders are the builders of a new
dawn, working with imagination, insight and
boldness.
•They challenge the best in people bringing them
together around a shared sense of purpose.
•They work with the power of intentions and
alignment with a higher purpose.
•Their eyes are on the horizon, not just on the
near at hand.


What is leadership
•They are social innovators and change agents,
seeing the big picture and thinking strategically.
•Visionary leaders are especially noted for
transforming old mental maps or paradigms, and
creating “outside the box” strategies
•Their thinking is broad and systemic, seeing the
big picture, the whole system, and “the pattern
that connects.”


Impact of a Leader
•A leader has the most impact on the behavior of
a group
•Through thoughts and actions, a leader makes
others to act and behave in accordance with the
objectives
•People do what their minds and emotions tells
them to do, the leaders work on their emotions
through thoughts and actions.


What does a leader do?
•Defines a common goal, see a big picture
•Sets strategies
•Initiates a set of actions
•Leads from the front
•Gives orders
•Makes decisions
•Settles disputes
•Offers encouragement & motivate
•Serves as a role model
•Remains in forefront of group's activities


Sources of Power
•Expert power
•Informational power
•Respect power
•Reward power
•Coercive power
•Power through hierarchical position
•Referral power
•Charismatic power


Leadership Styles
Delegating
•Responsibility
•Willing followers
Participating
•Close relationship
•Facilitate decisions
•Able but unwilling


Leadership Styles
Selling
•High task/ close relationship
•Explain decisions
•Willing but unable
Telling
•Low relationship
•Provide instruction
•Closely supervise


Effectiveness of a Leader
•Effectiveness is situation based
•Various factors determine which style would be
effective
– Task structure
– Basis of power
– Personal relations
•A leader to adjust style according to the
situational factors


Leadership Formula

(V+V) x (F+F) x (5C) =
Leadership


Leadership Formula
Vision + Values x

Faith + Followers x

Commitment + Courage +
Character + Competence +
Communication (5C) =


Leadership – C5 Dimensions
 Commitment –
What a leader is called to do
 Courage –
What a leader stands for
 Character –
What a leader is
 Competence –
What a leader does
 Communication –
What a leader says


Outcome

High Performance Highly Motivated

High Satisfaction Higher Evaluation

Effectiveness


Traits of a Leader
Energetic Energising Execution
Vision Humorous Intelligence
Passionate Charisma Initiative
Courage Inspiration Persuasion
Maturity Influence Innovations
Stable Sensitivity Risk taker
Unconventional Motivators Planner
Expert & Analyzer Etiquettes Ethical
Communicator Organised Role Model


Cs of leadership
Curiosity
Common sense Creative

Competent Communicate
C of leadership

Charisma Character

Conviction Courage


Vision


Leadership values
•Honesty
•Loyalty
•Self-Respect
•Trustworthiness
•Integrity
•Ethics
•Fairness
•Ownership


Leadership values
•Commitment
•A Call to Service
•Dedication
•Reliable
•Accountability
•Responsive
•Customer Service
•Quality Products
•Respect
•Acceptance
•Consideration
•Dignity

Leadership values
•Committed to the professional excellence
•Motivated by serving the public interest
•Providing high quality and timely services.
•Integrity – Ethics, fairness and honesty define
the way leaders do work and conduct ourselves
•Leaders have the courage to both be innovative
and make tough decisions
•Respect – Leaders value individual diversity,
strengths, skills, expertise & background
•Leaders treat others politely & courteously
•Family - Leaders support, care about, listen to
and respond to followers and their needs

Leadership values
•Collaboration - Leaders maximize collective
talent through teamwork based on mutual trust,
respect, support, cooperation & communication
•Personal Development – Through learning
opportunities leaders nurture leadership,
technical and professional skills in followers.


Honesty and Integrity
•The higher you go, more visible your integrity

•“Insignificant” dishonest acts usually lead to
larger acts of dishonesty.

•In times of crisis, adversity and temptation, a
leader’s integrity becomes more visible & clear.

•Integrity is exhibited by actions, not words.


Purpose
•Think big, Purpose inspires tasks with the
meaning
•Focus brings excitement & inspiration.
•To get people to follow, leader must act with
purpose
•Constantly convey the purpose , dedication to it
and expected rewards; it will motivate people to
reach the goals


Kindness and Compassion
•While pushing to achieve goals, do not overlook
the emotional needs of individuals

•Holding people to high standards and still be
kind & compassionate

“Forgiveness is one of the most powerful
actions a leader can take.”


Humility
•A leader is important though, not more than the
followers so recognize mutual dependency
•Express sincere appreciation & gratitude
towards contribution by the followers.
•Do not hold people to standards to which leader
is not meeting

In-human mindset leads to arrogance, the sort
of pride that comes before the fall.


Courage
•People are inspired by leaders who are realistic
about the obstacles but challenge them anyway.

•Acts of courage has a spiral effect, it
perpetuates additional acts of courage by both
leader and followers.

•Leaders stand firmly for their beliefs, come what
may!

•Courage is not the absence of fear. It is acting
despite the presence of fear

Justice and Fairness
•The most credible leaders believe in fairness
and act accordingly even during difficult situation

•The most credible leaders/organizations are
committed to justice not just in the workplace but
in the communities too


Faith
•It governs positive core values.

•Leader’s success is reflected in how followers
think, feel and act on a daily basis.

•Faith is not intelligent understanding, but is
deliberate commitment to the believes


Leadership commandments
•To set the right vision & values and delegate
properly and promptly with clear instructions.
•To lead by sharing the relevant information
•To lead by positive example and reward
accomplishments in a timely manner
•To define plan, approach, deployment, and
evaluation processes for all activities
•To define the tasks, measures, roles,
responsibilities, and expected results


Leadership commandments
•To have courage while making decisions
•To be a team player and a positive influence on
culture, values, beliefs, and environment.
•To focus on error and defect prevention and
avoid any need for crisis management.
•To encourage innovation & calculated risk-taking
•To encourage stakeholders to have positive core
values and to be successful


Leadership Qualities
Humility
• It is often found in the most effective leaders
Integrity
• Is the bedrock characteristic of straight dealing
• If you lose your integrity, you lose everything
Vision
•Demonstrates ability to provide direction
Character
•Character also reveals an individual’s ability


Performance
•Demonstrates ability to complete the tasks
Initiative
•Demonstrates ability to take the lead to meet the
goals
Commitment
•Demonstrates reliability and dedication to
accomplish the goals and objectives
Decisiveness
• A leader's ability to step up and make decisions


Take risk
• Leaders have the courage to act where results
aren’t assured. They’re willing to risk failure
Emotional resonance
• This is the ability to grasp what motivates others
and use it to inspire them into action.
Build Teams
• Leaders create productive teams & draw the
best from people.
• They effectively coach teams in collaboration,
consensus building, conflict resolution, etc


Self-knowledge
•This valuable trait will protect from overreaching.
Passion
•It is prized & encouraged. If you are passionate
about something, that's where you will lead
Conviction
•Leaders everywhere MUST believe in what
they're doing.
Dedication
•Dedication means spending whatever time and
energy on a task is required to get the job done


Magnanimity
• A magnanimous person gives credit to doers
• Be gracious in defeat and allowing others who
are defeated to retain their dignity
Openness
• To listen out of box ideas, being able to suspend
judgement until heard someone else's ideas.


Seven Levels of Authority
Tell: make decision as the manager

Sell: convince people about decision

Consult: get input from team before decision

Agree: make decision together with team

Advise: influence decision made by team

Inquire: ask feedback after decision by team

Delegate: no influence, let team work it out

Responsibility of a leader
•Develop the self-organizing system
•…with constraints, not rules


Visionary leadership


Protect people
•Protect people
•…against bad team formation

•Protect good teams
•…against non-team players


Protect shared resources

Energy Budgets

Environment Office space

Food System admins


Protect 4 I’s
• Create trust to accept
Institution common rules

• Increase understanding of
Information situation

• Increase social belonging
Identity across teams

• Address the need to
Incentives improve oneself


Responsibility of a leader
•Protect the self-organizing system
•…by caring for people
•…and shared resources

•Direct the self-organizing system
•…by caring for the whole


Care about purpose
intent aim
goal
mission
target vision

objective

Therefore we set the goals


Care about purpose

Do not allow individual stakeholder goals to
replace extrinsic and emergent goals

Thus...
Purpose is important
However should not be pushed with incentives


Responsibilities of a leader


Goals
Specific & understandable Relevant & useful
Simple & concise Time-bound & time-specific
Manageable & measurable Tangible & real
Memorable & reproducible Excitable & igniting
Attainable & realistic Inspiring & visionary
Ambitious & stimulating Value-based &
fundamental
Actionable & assignable Revisitable & assessable
Agreed & committable


Goals are not meant to...
•Intimidate people if they cannot achieve them

•Impress shareholders or others on the sideline

•Confuse short-term wins with long-term losses

•Overload people with too many objectives


Visionary Leadership is a balanced
expression of

Spiritual
Mental
Emotional
Physical

Dimensions


Visionary Leadership requires

Core values

Clear vision

Empowering relationship

Innovative Action

Any missing element results in inability
to manifest vision


Create specific achievable goals

Initiates actions

Enlists participation of others


•To make frontline responsibility effective,
leadership must trust them

•Increases efficiency by delegating & moving
decision-making responsibility to them

•Efficiency is achieved with limited supervision.


Core values
Core values

embodies

Integrity
Energy
Vitality
Will


Clear Vision
Clear vision

embodies

Inspiration
Clear sense of direction


Empowering relationships
Empowering relationships

embodies

Caring approach
People as their greatest asset


Innovative Action
Innovative action

embodies

A balance of right brain (rational) and
left brain (intuitive) functions.

Thinking “outside the box”


Quality of a leader
Four qualities the modern leader
must inspire or exemplify:

Purpose
Trust
Optimism
Action


Mahatma Gandhi
“I must first be the change I want to
see in my world.”


Martin Luther King
Visualised a racially harmonious
South Africa

MARTIN LUTHER KING

“I have a dream”


7 Pillars:Visionary Leadership


Basic Leadership Style

Autocratic

Bureaucratic

Laissez-faire

Democratic


Autocratic Leadership Style
•Leader retains as much power and authority
•Does not consult people, nor share any input
•Expect people to obey orders without receiving
any explanations
•Structured set of rewards and punishments, Rely
on threats and punishment to influence people
•Do not trust people


Not all bad
•Sometimes effective
When:
•New, untrained people do not know which tasks
to perform or which procedures to follow
•Effective supervision provided only through
detailed orders and instructions
•People do not respond to any other leadership
style
•Limited time in which to make a decision
•A leader’s power challenged by people


Should not be used
When:
•People become tense or fearful
•People expect to hear their opinions
•People depend on their leader to make
decisions
•Low people morale and participation, high
turnover, absenteeism and work stoppage


Bureaucratic Leadership
•Leaders “by the book
•Everything done according to procedure or
policy
•If not covered by the book, referred to the next
higher level
•A police officer not a leader
•Enforces the rules


Effective
•People performing routine tasks
•People need to follow certain standards or
procedures
•Safety or security training conducted


Ineffective
•Work habits are hard to break, when those are
not useful
•People lose their interest in their jobs and co-
workers
•People do only what is expected of them and no
more


Democratic Leadership Style
•Also known as participative style
•Encourages people to be a part of decision
making
•Keeps people informed that affects their work
•Shares decision making & problem solving
responsibilities
•Has the final say, but gathers information from
people before making a decision
•Delivers high quality and high quantity work
•People like the trust they receive and respond
with cooperation, team spirit, and high morale


Democratic Leader
•Develops plans to help people evaluate their
own performance
•Allows people to establish goals
•Encourages people to grow on the job and be
promoted
•Recognizes and encourages achievement


Most Effective
• Wants to provide opportunities for people to
develop a high sense of personal growth and
job satisfaction.
• A problem that requires lots of input to solve
• Changes must be made or problems must be
solved that affect people
• Want to encourage team building and
participation


Ineffective
• Not enough time to get everyone’s input
• Easier and more cost-effective for the leader to
make the decision
• Can’t afford mistakes
• Leader feels threatened by this type of
leadership
• People safety is a critical concern


Laissez-Faire Leadership
•Also known as the “hands-off style
•The leader provides little or no direction and
gives people as much freedom as possible
•All authority or power given to the people and
they determine goals, make decisions, and
resolve problems on their own


Effective
•People highly skilled, experienced, and
educated
•People have pride in their work and the drive to
do it successfully on their own
•Outside experts, such as people specialists or
consultants used
•People trustworthy and experienced


Ineffective
•People feel insecure at the unavailability of a
manager
•The Leader cannot provide regular feedback to
people on how well they are doing
•Leaders unable to thank people for their good
work
•Leader doesn’t understand responsibilities and
hoping the people cover for him or her


Other Leadership Styles


Transformational Leadership
•Make change happen in:
•Self
•Others
•Groups, and
•Organizations
•Charisma a special leadership style commonly
associated with transformational leadership
•Extremely powerful, extremely hard to teach


Leadership
Transactional leadership
•Emphasizes getting things done within the
umbrella of the status quo
•In opposition to transformational leadership
•“By the book" approach - the person works
within the rules
•Commonly seen in bureaucratic organizations
Creative leadership
•Ability to uniquely inspire people,
•To generate shared innovative responses and
solutions
•To complex and readily changing situations

Leadership types
Corrective leadership
•Empowers people to facilitate collaborative and
synergism
•Working with and through other people instead
of bowing to authoritarianism
Change leadership
•Endorses alteration
•Beyond thinking individuals & organization,
single problems and single solutions
•Rethinking systems to introduce change for
tasks, people, relationships, etc


Leadership types
Intelligence leadership
•To navigate the future by embracing ambiguity
and reframing problems as opportunities
•A proactive stance in taking their organizations
into uncharted territory
Multiculture leadership
•Fosters team and individual effectiveness
•Drives for innovation by leveraging multicultural
differences
•Teams work harder in an atmosphere of
understanding and mutual respect


Pedagogical Leadership
•Paradigm shift from leader/teacher centered
"orientation" to an interactive, connective
organizational system using a democratic
learning and communicative style
•An alternative to instructional leadership by
enabling the learning & intellectual growth of the
people


Servant Leadership
•A practical philosophy focusing on people who
choose to serve first and then lead as a way of
expanding service
•Servant leaders are "servants first" with the
object of making sure that other people's highest
priority needs are being served
•Leaders put the needs of their followers first;
these leaders rare in business


Leadership types
Bridging leadership
•Fostering synergy and reinforcing behavior and
motivation through the use of communication to
create climate of trust and confidence
•Projection of confidence on the face of a difficult
challenge
Purposeful leadership
•Leader and the community share a common
purpose to develop or provide the drive,
authority and commitment to undertake projects


Varying Leadership Style
Three factors to choose leadership style
•The leader’s personal background
•People being supervised are individuals with
different personalities and backgrounds; The
leadership style used will vary accordingly
•The organization: The traditions, values,
philosophy, and concerns of the organization
influence how a Leader acts


Best Leadership Style
•Should leaders be more task or relationship
(people) oriented
•Leaders have a dominant style, one they use in
a wide variety of situations
•No one best style - leaders must adjust their
leadership style to the situation as well as to the
people being led
•Many different aspects to being a great leader -
a role requiring one to play many different
leadership styles to be successful


Governing Dynamics

Power

Authority

Influence


Power
•Power is created through 3 axes of subjectivity
Language (knowledge)

Governance (rules)

Ethics (cultural norms)


Authority distinguished

Charismatic

Traditional

Rational-Legal


Influence
•Influence is the ability to affect other’s beliefs
and behavior without power.
•Influence requires a defined context.


Situational Leadership

supporting coaching

delegating directing


Effective leadership
•Trust your followers
•Develop a vision
•Keep your cool
•Encourage risks
•Be an expert
•Invite dissent
•Simplify


Remember
New Leaders Take a 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


Thank You


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