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LEADERSHIP

ITS ROLE IN INDUSTRIAL

ORGANISATIONS

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LEADERSHIP CHARECTORSTICS

Must possess Vision - Good planning skills

A high standard of personal ethics High energy level

In-depth Knowledge

Should be a problem solver

Courageous - willing to take risks

Committed and dedicated to hard work

Unorthodox , Creative , Realistic and Level-headed.

Result oriented -n should have perseverance

Should be an effective communicator

Inspired and contagious enthusiasm Commitment to help others grow and succeed

Measure yourself on each given above charectorstics on a scale of ten

An organisation will NEVER rise above the quality of leadership

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LEADERSHIP : A DEFINITION

LEADERSHIP IS THE CAPABILITY TO

GET OTHERS TO FOLLOW AN

INSTRUCTION WITHOUT THEINDUCEMENT OF REWARD OR THE

THREAT OF PUNISHMENT.

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WHAT IS LEADERSHIP ?

Many common descriptions

To show the way

To guide To create a path

To direct / influence / command

To be chief

The title of leader is an honorary degree

that is bestowed by those who are led

Managers are people who have been given

the assignment to lead others

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EFFECTIVE LEADERSHIP

SOME ISSUES IN MANAGERIAL

EFFECTIVENESS

THANKS ARE DUE TO

PETER DRUCKER

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EFFECTIVENESS : Getting the right things done

LEADERSHIP : Ability to get things doneWITHOUT the promise of reward

or the threat of punishment

EFFICIENCY IS FOR THEN MANNUAL WORKER

EFFECTIVENESS IS FOR THE KNOWLEDGE WORKER

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KNOWLEDGE WORK IS DEFINED BY ITS RESULTS

Intelligence

Imaginative

Knowledge

ESSENTIAL RESOURCES OFKNOWLEDGE WORKER

EFFECTIVENESS CONVERTS THEM INTO RESULTS

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EFFECTIVENESS ENSURES

MOTIVATION

COMMITMENT

CONTRIBUTION

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REALITIES OF EFFECTIVE LEADERS

There is no effective personality

Effectiveness is a HABIT i.e. a complex ofpractices

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FIVE HABITS OF THE MIND NEEDED FOR

ACQUIING EFFECTIVENES

Effective leaders work systematically at managing the

little of their time that is under their control

They FOCUS their efforts to RESULTS rather than to

work

They build on STRENGTHS

They PRIORITIZE the few major areas where

superior performance will produce outstanding results

They make effective decisions based on dissenting

opinions rather than consensus on the facts

ALL THESE CAN BE LEARNED

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EFFECTIVENESS

EFFECTIVENESS

Drives the performance of the people - the leaders as well

as the followers

Ensures organisational capability of aspiring to different goals

Raises the people from a preoccupation with problems to a

visin ofoppertunity

IT IS THEREFORE CRUCIAL TO

Apersons self-improvement Development of the organisation

the fulfillment and viability of modern society.

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Effectiveness of the executives is our best hope

to make modern society productive economicallyand viable socially

Self-development of the executive

towards effectiveness is the ONLYWAY of integrating the organisation

goals and individual goals

Effectiveness CAN BE LEARNED

and MUST BE LEARNED

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THE EFFECTIVE LEADER

Effectiveness can be learned

Know Thy Time

What can I contribute Making strength productive

First things first

Element of Decision - making

Effective Decisions Conclusion : Effectivenes must be learned

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KNOW THY TIME

Management of ones time is the FOUNDATION of

effectiveness

Three fundamental and limiting resources of

organisation

Money

People

Time

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Time is an unique resource

its supply is totally INELASTIC

Every thing requires time

It is totally irreplaceable

Man is ill-equipped to manage his time

There are constant pressure towards unproductive

and wasteful use of time

A fairly large amount of time is required even forminimum effectiveness.To spend in one stretch less

than this minimum is sheer waste

Time demands on the knowledge worker are

continually increasing

KNOW THY TIME

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THREE STEP PROCESS OF TIME

MANGEMENT

Recording time

Managing time

Consolidating time

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Recording actual time use :

The record should be made in REAL time at the

time of event itself

Avoid the time wasters

Identify and eliminate the jobs that need not be

done at all

Identify the activities that could be done bysomebody else and delegate them

stop wasting others time.

Prune the time wasters

identify the recurrent crisis which follow from alack of system or foresight

Recurrent crisis is simply a slovenliness and

laziness

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Time wasters often result from OVER-STAFFING .

Too many people become an IMPEDIMENT to

performance,rather than the means to it.

Another time-waster : mal-organisation system : too many

meetings

A major time waster is MAL-FUNCTION in

INFORMATION : wrong incomplete or excess of

informaion

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Time is the scarcest resource : unless it ismanaged , nothing else can be managed.

Analysis of ones time is the one easy

and systematic way to analyse ones

work and to think through what really

matters in it.

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WHAT CAN I CONTRIBUTE ?

To ask What can I contribute is to look for

the unused potential of the job. Otherwise one

is likely

aim too low

aim at wrong things

define their jobs too narrowly

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The right Human Relations :

are needed for focusing on contribution

are those which are work-focused and task-focused

Communications become meaningful and easy

when they are centered around contributions

otherwise the subordinate will mistake. He will

hear what he expects to hear rather than what

is being said.

WHAT CAN I CONTRIBUTE ?

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TEAMWORK Communication sideways makes teamwork possible

The reality of a knowledge organisation : effective work is

actually done only by teams of people of diverse knowledge

and skills and not by individuals of a specific discipline

When the focus on contribution become an ingrained habit ,

there will be no difficulty in achieving teamwork

Individual self-development depends in large measure

on the focus on contribution

The leader who focuses on contribution also stimulateothers to develop themselves whether they are

subordinates , colleagues or superiors . Through demands

for excellence , for high aspiration, for ambitious goals

and for work of great impact.

WHAT CAN I CONTRIBUTE ?

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THE EFFECTIVE METINGS / REPORTS

Meetings make great demands on a leaders time and

hence should be organised well. Some rules

The purpose of a meeting should be thought through and

spelled out BEFORE a meeting is called ( or a report is

called for ) At the outset of a meeting, its specific purpose and the

contribution it is to achieve should be spelled out.

A meeting should not be allowed to degenerate into a bull

session

Encourage participation by all present.

The focus of a meting should be restored from time to time.

At the end of a meeting , go back to the opening statement

and relate the final conclusion to the original intent.

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FINALLYThe focus on contribution counteracts one of the basic

problems of the professional : the confusion and choas of

events , their failure to indicate by themselves which ismeaningful and which is noise

The focus on contribution imposes an organising

principle : it imposes relevance on events

Focusing on contribution turns one of the inherenat

weaknesses of a professional situation - his dependence

on other people - into a source of strength. IT

CREATES A TEAM.

TO FOCUS ON CONTRIBUTION

IS

TO FOCUS ON EFFECTIVENESS

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MAKING STRENGTH PRODUCTIVE

This is the UNIQUE PURPOSE of an organisation

Strengths of associates

Strengths of subordinates

One own strengths

Strengths of superiors

CombineTo achieve

results

You cannot build on weakness , nor in absence of weakness

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MANNING THE GROUP WITH STRENGTH

There are no well-rounded people : people who

have only strengths and no weaknesses

subordinates are paid to perform and not to

please their superiors.

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FOU RULES FOR STAFFNG FOR STRENGTH

Redesign impossible jobs

make each job demanding and big

for a beginner knowledge worker the first job should give a

chance to find full play.

Start with what a man can do rather than with what

a job requires.

Appraisals should and can only measure performance and not

potential

Remember that in order to get strength , one has to

put up with weaknesses

To focus on weakness is not only foolish , it is irresponsible.

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HOW CAN I MANAGE MY BOSS ?

An effective leader aims to make the strengths of his

superior fully productive in order to

ensure that his own contribution is recognised and put to use

accomplish things he himself believes in

Rule-1 : You do not make the strength of the boss

productive either by reforming him or by tutoring him

Rule-2 : Remember that the boss is HUMAN : he has

strengths and weaknesses

Rule-3 : Enable him to do what he can do well .

Support him in his endeavor to be effective.

The actual methodology of achieving this varies from boss

to boss depending upon his specific performance and shouldbe correctl inter reted b the subordinate

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LEADING FROM YOUR OWN STRENGTHS

Many of us tend to know about what we cannot do

than about what we can do

It is amazing how many things effective leaders find

that can be done and are worth doing , even while

being aware of their limitations

The assertion that somebody else will not let me do

this is a cover-up for inertia.

If you start with the question what can I do you

are almost certain to find that you can actually do

much more than you have time and resource for.

The effective leader tries to be himself : he does not

pretend to be someone else. He concentrates on doing

what he can do well.

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FINALLY

Making strength productive

is a matter of attitude.

Can be improved with practice Remember : The standard of any human group is set

by the PERFORMANCE OF THE LEADER.If

leadership performance is high , the average

performance of the group will go up.

The task of a leader is not to change human being.

Rather the task is to multiply performance capacity of

the group by putting to use whatever strength there is

in individuals

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FIRST THINGS FIRST

If there is only one secret of effectiveness it is

CONCENTRATION

doing first things first

doing one thing at a time

Why the need for concentration

There is always a time deficit

There is always a large number of important contributions.

Important contributions required big continuous chunk of time

When we do one thing at a time , we need MUCH

LESS time to do it.

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SLOUGHING OFF YESTERDAY

Periodically review the work programmes , drop / curtail

those activities that have ceased to be productive and

reallocate the human resources to the opportunities of

tomorrow

We have a vested interest in the past , in yesterdas

success and traditional activities - These prevent us

from concentrating on the present and the future

For ensuring effectiveness , we must cease to be

prisoners of our past

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RULES FOR IDENTIFYING PRIORITIES

Courage rather than intelligent analysis should be the

basis

Pick the future as against the past

Focus on opportunity rather than on problem

Choose your own direction rather than climb on

bandwagon

Aim high aim for something that will make a

difference , rather than for something that is safe and

easy to do.

Solving a problem only restores the equilibrium of

yesterday while converting an opportunity into

results safeguards the future

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FINALLY

Concentration is the courage to impose on time and

events our own decision as to what really matters and

comes first.

It is the effective leaders only hope of becoming the

master of time and events instead of further whipping

boy.