LEADERSHIP

Prepared by : Chandan Jha

 LEADERSHIP
“Organizin
g a group
of people to
achieve a
common
goal ”.
LEADERSHIP
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Prepared by : Chandan Jha

LEADERSHIP CONT’D
“The success or failure of
a group depends on the
leadership qualities of
the leader who heads
the group’’.

“Leaders need to strike a

balance between action and
patience”.
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LEADERSHIP CONT’D

If you command wisely,
you will be obeyed
cheerfully.

The art of getting someone

else to do something you
want done because he want to
do it.
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 LEADERSHIP CONT’D
Communicate The essence of
everything to your leadership is the
associates to more capacity
they know , to build and develop the
the more they self esteem of the
care. workers.

Prepared by : Chandan Jha

TYPES OF LEADERS
Most common Leadership Types are:
 Autocratic leadership.

 Bureaucratic leadership.

 Charismatic leadership.

 Democratic leadership or participative leadership.

 Laissez-faire leadership.

 People-oriented leadership or relations-oriented

leadership.
 Servant leadership.

 Task-oriented leadership.

 Transactional leadership.

 Transformational leadership. 6

Prepared by : Chandan Jha

AUTOCRATIC LEADERSHIP
Autocratic leadership is an
extreme form of transactional
leadership, where a leader
exerts high levels of power
over his or her employees or
team members. People within
the team are given few opportunities for
making suggestions, even if these would be in
the team's or organization's interest.
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 CONT’D…
Most people tend to resent being treated
like this. Because of this, autocratic
leadership usually leads to high levels of
absenteeism and staff turnover.
Also, the team's output does
not benefit from the creativity
and experience of all team
members, so many of
the benefits of team
work are lost. 8

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 BUREAUCRATIC LEADERSHIP
 Bureaucratic leaders "work by the book",
ensuring that their staff follow procedures
exactly.
 is a very appropriate style for work involving
serious safety risks (such as working with
machinery, working at heights) or where large
sums of money are involved (such as cash-
handling).
 In other situations, the inflexibility and high
levels of control exerted can demoralize staff, and
can diminish the organizations ability to react to
changing external circumstances. 9

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CHARISMATIC LEADERSHIP
 A charismatic leadership style can appear similar to a
transformational leadership style, in that the leader
injects huge doses of enthusiasm into his or her team,
and is very energetic in driving others forward.

 However, a charismatic leader can tend to believe

more in him or herself than in their team. This can
create a risk that a project, or even an entire
organization, might collapse if the leader were to
leave: In the eyes of their followers, success is tied up
with the presence of the charismatic leader. As such,
charismatic leadership carries great responsibility,
and needs long-term commitment from the leader. 10
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DEMOCRATIC LEADERSHIP

Although a democratic leader
will make the final decision,
he or she invites other members
of the team to contribute to the
decision-making process.

This not only increases job

satisfaction by involving
employees or team
Members in what's going on, but it
also helps to develop people's skills. 11

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 CONT’D..
Employees and team members feel in control of
their own destiny, and so are motivated to
work hard by more than just a financial
reward. As participation takes time, this style
can lead to things happening more slowly
than an autocratic approach, but often the
end result is better. It can be most suitable
where team working is essential, and quality
is more important than speed to market or
productivity.
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 LAISSEZ-FAIRE
LEADERSHIP
 This French phrase means "let them do" and is
used to describe a leader who leaves his or her
colleagues to get on with their work. It can be
effective if the leader monitors what is being
achieved and communicates this back to his or
her team regularly.

 Often, laissez-faire leadership works for teams in

which the individuals are very experienced and
skilled self-starters. Unfortunately, it can also
refer to situations where managers are not 13
exerting sufficient control.
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 PEOPLE-ORIENTED
LEADERSHIP
This style of leadership is the opposite of task-
oriented leadership: the leader is totally
focused on organizing, supporting and
developing the people in the leader's team. A
participative style, it tends to lead to good
teamwork and creative collaboration.
However, taken to extremes, it can lead to
failure to achieve the team's goals. In
practice, most leaders use both task-oriented
and people-oriented styles of leadership.
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SERVANT LEADERSHIP

This term, coined by Robert Greenleaf
in the 1970s, describes a leader who
is often not formally recognized as such.

When someone, at any level within an organization,

leads simply by virtue of meeting the needs of his or
her team, he or she is described as a "servant
leader".

In many ways, servant leadership is a form of
democratic leadership, as the whole team tends to be
involved in decision-making.
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 CONT’D…

Supporters of the servant leadership model
suggest it is an important way ahead in a
world where values are increasingly
important, in which servant leaders achieve
power on the basis of their values and ideals.

Others believe that in competitive leadership
situations, people practicing servant
leadership will often find themselves left
behind by leaders using other leadership
styles. 16

Prepared by : Chandan Jha

TASK-ORIENTED LEADERSHIP

A highly task-oriented leader focuses only
on getting the job done, and can be quite
autocratic.

He or she will actively define the work
and the roles required, put structures in
place, plan, organize and monitor.

However, as task-oriented leaders spare
little thought for the well-being of their
teams, this approach can suffer many of
the flaws of autocratic leadership, with
difficulties in motivating and retaining 17

staff. Prepared by : Chandan Jha

TRANSACTIONAL LEADERSHIP

Thisstyle of leadership starts with the

premise that team members agree to obey
their leader totally when they take a job.

The transaction is that the organization pays

the team members, in return for their effort
and compliance. As such, the leader has the
right to punish team members if their work
doesn't meet the pre-determined standard.
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 CONT’D…

Transactional
leadership is really just a
way of managing rather a true leadership
style.

Asthe focus is on short-term tasks. It has

serious limitations for knowledge-based or
creative work, but remains a common
style in many organizations.

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 TRANSFORMATIONAL
LEADERSHIP

A person with this leadership style is a true
leader who inspires his or her team with a
shared vision of the future.

Transformational leaders are highly visible, and
spend a lot of time communicating. They don't
necessarily lead from the front, as they tend to
delegate responsibility amongst their teams.

While their enthusiasm is often infectious, they
can need to be supported by "detail people".
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 CONT’D…

The transformational leadership style is the
dominant leadership style taught in the
"How to Lead: Discover the Leader Within
You" leadership program,
Although we do recommend
that other styles are brought
as the situation demands.

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Prepared by : Chandan Jha

 CONT’D…

Inmany organizations, both
transactional and transformational
leadership are needed.

The transactional leaders (or

managers) ensure that routine work
is done reliably, while the
transformational leaders look after
initiatives that add value.
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COMMON ACTIVITIES
Planning
Organizing
Staffing
Directing
Controlling

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 PLANNING
Manager Leader
 Planning  Devises strategy
 Budgeting  Sets direction
 Sets targets  Creates vision
 Establishes
detailed steps
 Allocates
resources
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 ORGANIZING
Manager
 Creates
structure
 Job
descriptions Leader
 Staffing
 Getspeople on
 Hierarchy board for strategy
 Delegates  Communication
 Training  Networks 25

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 STAFFING
Staffing is the process
of acquiring, deploying,
and retaining a
workforce of sufficient
quantity and quality to
create positive impacts
on the organization’s
effectiveness.
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STAFFING CONT’D
Deployment involves decisions about how
those recruited will be allocated to
specific roles according to business
demands.
It also concerns the subsequent
appointment to more advanced jobs
through internal recruitment, promotion
or reorganisation.

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 DIRECTING WORK
Manager Leader
 Solvesproblems  Empowers
people
 Negotiates
 Cheerleader
 Brings to
consensus

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 CONTROLLING
Manager Leader
 Implements  Motivate

control systems  Inspire

 Performance  Givessense
measures of accom-
 Identifies plishment
variances
 Fixes variances
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 LEADERSHIP TRAITS

Intelligence
Personality

More intelligent
Verbal facility
than non-leaders
Honesty

Scholarship
Initiative

Knowledge
Aggressive

Being able to get
Self-confident
things done
Ambitious
Physical
Originality
 Doesn’t see to be
Sociability
correlated
Adaptability 30

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 LEADERSHIP STYLES
Delegating Selling

Low relationship/ low
High task/high
task relationship

Responsibility
Explain decisions

Willing employees
Willing but unable

Participating Telling

High relationship/ low
High Task/Low
task relationship

Facilitate decisions
Provide instruction
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Able but unwilling
Closely supervise
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NEW LEADERS TAKE NOTE
Challenges
General

Need knowledge
Advice quickly

Take advantage of
Establish new
the transition relationships
period
Expectations

Get advice and
Personal
counsel equilibrium

Show empathy to
predecessor
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Learn leadership
Prepared by : Chandan Jha
 NEW LEADER TRAPS
 Not learning
 Captured by
quickly
wrong people
 Isolation
 Successor
 Know-it-all
syndrome
 Keeping
existing team
 Taking on too
much
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 BASIC PRINCIPLES OF LEADERS
 You need your people more than
they need you.
 Follow the golden rule-treat others
the way you wanted to be treated.
 A leader is always on stage, people
watch and analyze your action.
 Assume positive intent.
 Recognize that it is only possible to
change behavior, not people.
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 BASIC PRINCIPLES,
CON’T
 Decide about new organization
architecture
 Build personal credibility and
momentum
 Earn right to transform entity
 Leaders are not normal hold your
self to a high slandered.
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 CORE TASKS
Create Momentum
Master
technologies of
learning,
visioning, and
coalition building
Manage oneself
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 CREATE MOMENTUM
 Learn and know  Foundation for
about company change
 Securing early
Vision of how
wins the organization

First set short will look
term goals
Build political

When achieved base to support
make a big deal change

Should fit long
Modify culture
term strategy to fit vision 37

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 CREATE MOMENTUM
Build credibility

Demanding but can
be satisfied

Accessible but not
too familiar

Focused but
flexible

Active

Can make tough 38
calls but humane Prepared by : Chandan Jha
 MASTER TECHNOLOGIES
 Learn from internal and external
sources
 Visioning - develop strategy

Push vs. pull tools

What values does the strategy embrace?

What behaviors are needed?
 Communicate the vision

Simple text - Best channels

Clear meaning - Do it yourself ! 39

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 ENABLING TECHNOLOGIES, CON’T
Coalition building

Don’t ignore politics

Technical change not
enough

Political management
isn’t same as being
political

Prevent blocking
coalitions
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Build political capital
 MANAGE ONESELF
 Be self-aware  Types of help
 Define your
Technical
leadership style
Political
 Get advice and
Personal
counsel  Advisor traits

Advice is from
Competent
expert to
Trustworthy
leader
Enhance your

Counsel is status
insight
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A SUCCESSFUL LEADER
SHARES THE FOLLOWING
VIEWS-

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 MISSION
 Leaders know what their mission is.
They know why the organization
exists. A superior leader has a well
thought out mission describing the
purpose of the organization.. Every
employee should be able to identify
with the mission and strive to
achieve it.

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 VISION

Where do you want your
organization to go?

Many vision needs to be
abstract enough to
encourage imagine it but concrete
enough for followers to see it,
understand it and be willing to climb
onboard to fulfil it. 44

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 GOAL
 Practically speaking, not all
executives immediately possess all
of the characteristics that spell
success.
 Many leaders learn along the
way with hard work.
 In actuality, greater
competency can be
achieved as a leader
gains more on-the-job experiences. 45

Prepared by : Chandan Jha

 A STRONG TEAM
 Realistically, few
To complement the
executives possess
all of the skills and
areas of weakness, a
abilities necessary wise leader
to demonstrate total assembles effective
mastery of every teams of
requisite area experienced,
within the credentialed, and
organization.
capable individuals
who can supplement
any voids in the
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leader's skill set.
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 COMMUNICATION
SKILLS

Leader must regularly

be in touch
with key
individuals.

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 Inspiration
 Quite often, Employees need
employees need someone to look up
someone to look to, admire, and
up to for follow. Even when
direction, the production or
guidance, and delivery of services
motivation. looks like "it is all
going well”
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HOW FAR CAN YOU GO?

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Prepared by : Chandan Jha

Presented by;
CHANDAN JHA
[email protected]

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