High Performance Leadership Final

7/31/2019 High Performance Leadership Final

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HIGH PERFORMANCE

LEADERSHIP


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WHO IS LEADER?

A leader can be defined as" a person who influences a groupof people towards the

achievement of a goal


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3 Ps OF A LEADER


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QUALITIES OF A LEADER

Self starterVisionaryMotivator

CommunicatorMentorChange agentRisk taker

Strategic thinkerCommittedResponsible


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A LEADER C.A.R.E.SCreative tension

A ctive choice

R esilience under pressure

E mpathic relationships

Self awareness


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CREDIBILITY IN LEADERSHIPA leaders credibility begins with personal success. It ends with helping others achieve

personal success

To gain credibility a leader has to consistently demonstrate 3 things

Initiative : you have to get up to go up Sacrifice: you have to give up to go up Maturity: you have to grow up to go up


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LEADERS BORN OR MADE?Leaders are mostly made

We may be born with certain innate abilities but it

is up to us to develop them to their complete potential

Traits of leadership can be acquired

Link these with desire and nothing can keep youfrom becoming a leader


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CRITICAL INDICATORS OFLEADER CREDIBILITY

Strong goal orientation

Integrity

Close engagement with others

Contextual perception

Resilient resourcefulness

Resonant communication


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MANAGERS VS

LEADERS


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Managers are people who do

things right, while leaders are

people who do the right thing.

- Warren Bennis


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LEADERS VS MANAGERSLEADERS:

Innovate

Focus on people

Inspire trust

Have a long-range view

Ask what and why Have eyes on horizon

Originate

Do the right thing

MANAGERS:

Administrate

Focus on systems and structures

Rely on control

Have a short-range view

Ask how and when

Have eyes on bottom line

Initiate

Do things right


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WHAT IS LEADERSHIP?

Leadership is a process whereby

an individual influences agroup of individuals to achievea common goal.


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HALLMARKS OF LEADERSHIPDirection

Inspiration

Building teams

Leading by example

Acceptance


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CLASSICLEADERSHIP

STYLES


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LEADERSHIP STYLES The expression Leadership Styles is vague.

It is the total pattern of a leaders explicit andimplicit actions as seen by followers.

Leadership style represents a combination of skills, traits and attitudes that are manifestedin a leaders behavior.


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POSITIVE AND NEGATIVELEADERS

If approach emphasizes rewards, we have positiveleadership. If it emphasizes penalties, we get negativeleadership.

Rewards may be economic or non-economic.

Negative leadership extracts high human costs.Negative leaders are bosses rather than leaders.

Negative leadership may not result in poor group performance.


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AUTOCRATIC LEADER Leader makes decisions without reference toanyone else

High degree of dependency on the leader

Can create de-motivation and alienationof staff

May be valuable in some types of business wheredecisions need to be made quickly and decisively


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DEMOCRATIC LEADER Encourages decision making from different

perspectives leadership may be emphasisedthroughout the organisation

Consultative: process of consultation beforedecisions are taken

Persuasive: Leader takes decision and seeks to persuade others that the decisionis correct


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DEMOCRATIC LEADER May help motivation and involvement

Employees feel ownership of the firm and itsideas

Improves the sharing of ideas and experiences

within the business

However it can delay decision making


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LAISSEZ-FAIRE LEADER

The leadership responsibilities are shared by all

Useful in businesses where creative ideas areimportant

Can be highly motivational, as people havecontrol over their working life


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LAISSEZ-FAIRE LEADER Can make coordination and decision makingtime-consuming

The team may be lacking in overall direction

Relies on good team work

Relies on good interpersonal relations


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COMPARATIVE STUDY Autocratic Democratic Laissez-faire

1. All determination of policy bythe leader.

2. Techniques and activity stepsdictated by the authority, oneat a time, so that future stepswere always uncertain to alarge degree.

3. The leader usually dictatedthe particular work task andwork companion of eachmember.

4. The dominator tended to be personal in his praise andcriticism of the work of eachmember; remained aloof fromactive group participationexcept when demonstrating.

All policies a matter of groupdiscussion and decision, encouragedand assisted by the leader.

Activity perspective gained duringdiscussion period. General steps togroup goal sketched; and whentechnical advice was needed, theleader suggested two or morealternative procedures from whichchoice could be made.

The members were free to work withwhomever they chose, and thedivision of tasks was left to the group.

The leader was objective or fact-minded in his praise and criticism,and tried to be a regular groupmember in spirit without doing too

much of the work.

Complete freedom forgroup or individualdecision, with a minimumof leader participation.

Various materials suppliedby the leaders, who madeit clear that he wouldsupply information whenasked. He took no otherpart in work discussion.

Complete non -participation of theleader.

Infrequent spontaneouscomments on memberactivities unlessquestioned, and noattempt to appraise orregulate the course of events.


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LEADERSHIP STYLESMuczyk and Riemann, point out that these styles seemto involve two separate dimensions, namely

(1) The autocratic-democratic dimension (2) The permissive-directive dimension

The first dimension is based on the extent to whichleaders permit subordinates to take part in decisions.

The second one involves the extent to which leadersdirect the activities of subordinates.


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LEADERSHIP STYLESBy combining above two dimensions we get fourpatterns of leadership behaviour.

MEMBERS BEHAVIOUR IN


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MEMBER S BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND

LAISSEZ-FAIRE CLIMATE 1. Efficiency

Arguments in favour of autocratic climate often claim thatdemocracy is not efficient enough to accomplish group goals.

Of course, in autocracy the quantity of work done is somewhatgreater.

However one of the Lippits experiment showed. On the whole,groups are able to attain their goals in democracy.

Further, in democracy, the level of originality, or creativethinking, is much higher.



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LAISSEZ-FAIRE CLIMATE

Ascendance

Dominating ascendance is characteristic of theautocratic group

While objective and friendly ascendance arecharacteristic of the democratic group.

Most of the aggression by group members is directedagainst each other. Therefore, it may be calleddisplaced aggression.



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3. Total need satisfaction

It is well established fact that autocracy is oftensatisfying to some of the needs of the leader and groupmembers.

Some members find satisfaction in passivity,satisfaction in not having to think and in identifying

with a strong, dominating leader image. Autocracy is always frustrating, because it imposesbarriers to the satisfaction of individual needs.



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4. Dependence and individuality

In autocratic climate, behaviour of members may be

classified as submissive or dependent.

Dependent remarks by members is more often inautocratic climate than in democratic and laissez-faire

climates.

Conversations in autocracy are less varied



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5. More group-mindedness and more friendlinessin democracy

In autocratic climate proportion of centered remarks are more

frequent as compared to those in democracy.In democracy spontaneous subgroups are larger.

Group-minded remarks, friendly remarks and mutual praise were

more frequent in democracy.

In democratic climate, members showed greater readiness toshare group property.


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THEORIES OFLEADERSHIP


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TRAIT THEORY


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ASSUMPTIONS OF THE THEORY

Theories that consider personality, social, physical, orintellectual traits to differentiate leaders from non -leaders

People who make good leaders have the right (orsufficient) combination of traits.

Thus the theory assumes, critical leadership traits could beisolated and that people with such traits could then berecruited, selected, and installed into leadership positions.


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LEADERSHIP TRAITS ANDSKILLS

TRAITS Adaptable to situations Alert to social environment Ambitious and achievement-orientated

AssertiveCooperativeDecisiveDependableDominant (desire to influenceothers)Energetic (high activity level)PersistentSelf-confident

Tolerant of stress Willing to assume responsibility

SKILLS

Clever (intelligent)Conceptually skilledCreative

Diplomatic and tactfulFluent in speaking Knowledgeable about grouptask Organised (administrativeability)PersuasiveSocially skilled


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LIMITATIONS

No universal traits found that predict leadership inall situations

Unclear evidence of the cause and effect of relationship of leadership and traits

Better predictor of the appearance of leadershipthan distinguishing effective and ineffectiveleaders


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BEHAVIOURAL THEORIES OF

LEADERSHIP


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MCGREGORS THEORY X & THEORY Y MANAGERS


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THEORY X MANAGERS Theory X managers assume that the averageemployee:

Dislikes work and attempts to avoid it.Has no ambition, wants no responsibility, and

would rather follow than lead.

Is self-centred and therefore does not care aboutorganizational goals.Resists change.


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THEORY Y MANAGERS Theory Y managers assume that:

Work can be as natural as play and rest.

People will be self-directed to meet their work objectives if they are committed to them.People will be committed to their objectives if rewardssatisfy needs

Under these conditions, people will seek responsibility.Most people can handle responsibility because creativityand ingenuity are common in the population.


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Thus McGregor states that leadership strategiesare influenced by a leader's assumptions abouthuman nature

Accordingly, Theory X assumptions would preferan autocratic style

Whereas one holding Theory Y assumptions would prefer a more participative style.


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MANAGERIAL GRID


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MANAGERIAL GRID The Managerial Grid is based on two behavioral dimensions:

Concern for People - This is the degree to which a leaderconsiders the needs of team members, their interests, andareas of personal development when deciding how best toaccomplish a task

Concern for Production - This is the degree to which aleader emphasizes concrete objectives, organizationalefficiency and high productivity when deciding how best toaccomplish a task.


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MANAGERIAL GRID MODEL


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IMPOVERISHED MANAGEMENT (1, 1)

This leader is mostly ineffective

He has low concern for employee satisfaction and work deadlines

As a result disharmony, dissatisfaction anddisorganization prevail within the organization.


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TASK MANAGEMENT (9, 1) Also called dictatorial or perish style

The leader believes that efficiency can result only

through proper organization of work systems which results in high output

The employees needs are not taken care of andthey are simply a means to an end which leads todissatisfaction amongst them


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MIDDLE-OF-THE-ROAD (5, 5 ) This is basically a compromising style whereinthe leader tries to maintain a balance

The leader does not push the boundaries of achievement resulting in average performance fororganization

Here neither employee nor production needs arefully met.


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COUNTRY CLUB (1, 9 )

Such a leader is highly people oriented

The leader gives thoughtful attention to the needsof people thus providing them with a friendly andcomfortable environment

Thus employees are highly motivated however itmay hamper production


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TEAM MANAGEMENT (9, 9)

This is the most effective style of leadership

The leader feels that empowerment,commitment, trust, and respect are the keyelements in creating a team atmosphere

This automatically results in high employeesatisfaction and production.


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CONTINGENCY THEORIES


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FIEDLER'SCONTINGENCY MODEL


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FIEDLER'S CONTINGENCY THEORY OFLEADERSHIP

Leader Effectiveness = f (leader style, situationfavorability)

Group performance is a result of interaction of twofactors.

Leadership styleSituational favorableness


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LEAST PREFERRED COWORKER (LPC)

The least-preferred coworker (LPC) scale classifiesleadership styles.

Describes the one person with whom he or she worked the least well with.From a scale of 1 through 8, describe this personon a series of bipolar scales:

Unfriendly 1 2 3 4 5 6 7 8 FriendlyUncooperative 1 2 3 4 5 6 7 8 Cooperative

Hostile 1 2 3 4 5 6 7 8 SupportiveGuarded 1 2 3 4 5 6 7 8 Open


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LEADERSHIP STYLESRelationship oriented: A high LPC score suggests that the leader has ahuman relations orientation

Task oriented: A low LPC score indicates a task orientation.

Fiedler's logic:Individuals who rate their least preferred coworker in afavorable light derive satisfaction out of interpersonalrelationship; those who rate the coworker unfavorablyget satisfaction out of successful task performance


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SITUATION FAVORABILITY

The degree a situation enables a leader to exertinfluence over a group

The focus is on three key situational factorsLeader-member relations

Task structurePosition power


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SITUATION FAVORABILITY Leader-member relations:

The degree to which the employees accept theleader

Task structure: The degree to which the subordinates jobs aredescribed in detailPosition power:

The amount of formal authority the leader possesses by virtue of his or her position in theorganization.


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WHEN TO USE WHICH STYLE?

Leadership Low High Low

stlye LPC LPC LPC


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FIELDERS CONTINGENCY MODEL


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THE HERSEY-BLANCHARD

MODEL OF LEADERSHIP

THE HERSEY BLANCHARD


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THE HERSEY-BLANCHARDMODEL OF LEADERSHIP

Model takes a situational perspective of leadership

The theory states that the developmental levels of a leader'ssubordinates play the greatest role in determining whichleadership style is most appropriate.

Therefore, the more ready the followers (the more willingand able) the less the need for leader support andsupervision.


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MATURITY LEVEL OF FOLLOWERSM1 People at this level lack the knowledge, skills, orconfidence to work on their own, and they often need to bepushed to take the task on.

M2 at this level, followers might be willing to work on thetask, but they still don't have the skills to do it successfully.

M3 Here, followers are ready and willing to help with the task.

but they are still not confident in their abilities.

M4 These followers are able to work on their own. They havehigh confidence and strong skills, and they're committed to the

task.

THE HERSEY BLANCHARD


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THE HERSEY-BLANCHARDMODEL


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LEADERSHIP STYLESS1: Telling / Directing

Here the follower has low level of competence andcommitment

The leader shows High task focus and low relationshipfocus

The leader has to play a very directive role providing a fixed work structure for the job

The leader thus maintains a clear 'do this' position toensure all required actions are clear


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LEADERSHIP STYLESS2: Selling / Coaching

Here the follower has some competence and variablecommitment

The leader shows high task focus and high relationshipfocus

The leader thus spends time listening and advising

Where appropriate, helping the follower to gain necessaryskills through coaching methods.


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LEADERSHIP STYLESS3: Participating / Supporting

Here the follower has high competence but variablecommitment

Hence the leader shows low task focus but highrelationship focus

The key here is very much around motivation

The leader thus spends time listening, praising andotherwise making the follower feel good when they show the necessary commitment.


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LEADERSHIP STYLESS4: Delegating / Observing

Here the followers have High competence as wellas high commitment

Hence the leader shows low task focus as well aslow relationship focus

The leader can largely trust his followers to get thejob done

The followers do not need frequent praise orsupport


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PATH GOAL THEORY


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PATH GOAL THEORY Leadership style is effective on the basis of how successfully leaders support their subordinates

perceptions of:

Goals that need to be achieved

Rewards for successful performance

Behaviors that lead to successful performance


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PATH GOAL THEORY The leader can affect the performance, satisfactionand motivation of a group by

Offering rewards for achievement of goals

Clarifying path for achievement of these goals

Removing obstacles that hinder performance


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LEADERSHIP BEHAVIOR Directive: the leader gives specific guidance for

performanceSupportive: the leader is friendly and shows

concern for subordinatesParticipative: the leader consults with thesubordinates and considers their suggestions

Achievement oriented: the leader sets high goalsand expects his subordinates to achieve high levelof performance.


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PATH GOAL THEORY


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LEADER MEMBER EXCHANGE THEORY


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LMX THEORY The importance of potential differences in the leadersrelationships to his followers was brought out by thismodel developed by Graen and his subordinates.

This model suggests that leaders form different kindsof relationships with different subordinates.

One group is referred as in-group , is favored by theleaders.

Other group is out-group, is disfavored


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LMX THEORY Leaders select certain followers to be in (favorites)based on competence and/or compatibility andsimilarity to leader

Exchanges with these in followers will be higherquality than with those who are out

This theory predicts that subordinates who form thein-group will have higher performance, greater jobsatisfaction, and higher organizational commitment.


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LMX THEORY


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TRANSACTIONALLEADERSHIP


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TRANSACTIONAL THEORY This approach emphasizes the importance of therelationship between leader and followers,

Transactional leaders believe that people are

motivated by reward or punishment These leaders give clear instructions to followersabout what their expectations are.

When those expectations are fulfilled there arerewards in store for them

While failure is severely punished


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TRANSFORMATIONALLEADERSHIP

TRANSFORMATIONAL


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LEADERSHIP

Transforming leadership occurs when one

or more persons engage with others insuch away that leaders and followersraise one another to higher levels of

motivation and morality -- James MacGregor Burns

TRANSFORMATIONAL


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LEADERSHIP

A leadership style focused on effectingrevolutionary change in organizationsthrough a commitment to the organization's

vision

TRANSFORMATIONAL


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LEADERSHIP

Transformational leaders have the ability to clearlyarticulate a vision of the future

They are the myth-makers, the storytellers

They capture our imagination with the vividdescriptions of the wonderful future we will buildtogether

TRANSFORMATIONAL


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LEADERSHIP Transformational leaders inspire followers to transcendtheir self interests for the good of organization.

Transformational leadership is a process in which theleaders take actions to try to increase their associates'awareness of what is right and important

Such leaders provide their associates with a sense of purpose that goes beyond a simple exchange of rewards foreffort provided

TRANSFORMATIONAL


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LEADERSHIP

These leaders attempt to optimize development,not just performance.

Development encompasses the maturation of ability, motivation, attitudes, and values. Such

Such leaders want to elevate the maturity level of the needs of their associates (from security needsto needs for achievement and self-development).

TRANSFORMATIONAL


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LEADERSHIP They convince their followers to strive for a higherlevel of achievement as well as higher levels of moral and ethical standards.

Through the development of their associates, theyoptimize the development of their organization as

well.

High performing teams build high performingorganizations.


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CHARACTERISTICSLeaders & followers raise one another to higherlevels of motivation and morality

Empowering others to achieve a shared vision transforms both

Appeal to individuals to better themselves


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CHARACTERISTICS

Fosters followers inborn desires for higher values,morals, humanitarian ideals

Moves individuals beyond transactions &interpersonal exchanges to perform beyond basicexpectations

Uses power to instill a belief followers can doexceptional things


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CHARACTERISTICS

Commit people to action

Convert followers into leaders

Convert leaders into change agents, innovators


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CHARACTERISTICSBelieve in people

Are value driven

Are lifelong learners

Can deal with complexity

KEY COMPETENCES OF A


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TRANSFORMATIONAL LEADER Expand a followers portfolio of needs

Increase the confidence of followers

Elevate followers expectations

Heighten the value of the leaders intended outcomes for

the follower

Encourage behavioural change

KEY COMPETENCES OF A


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CO C S O TRANSFORMATIONAL LEADER

Motivate others to higher levels of personalachievement (Maslows self -actualization).

Setting direction

Setting an example

Communication

Alignment

Providing decision in a crisis and on the ambiguous


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LEADER BEHAVIOR Transformational Style Leader Behaviour 1) Idealized Behaviors:living one's ideals

Talk about their most important values and beliefs Specify the importance of having a strong sense of

purpose Consider the moral and ethical consequences of decisions Champion exciting new possibilities Talk about the importance of trusting each other

2) Inspirational

Motivation:inspiring others

Talk enthusiastically about what needs to beaccomplished Articulate a compelling vision of the future Express confidence that goals will be achieved Provide an exciting image of what is essential toconsider Take a stand on controversial issues


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LEADER BEHAVIOR Transformational Style Leader Behaviour

3) IntellectualStimulation:

stimulating others

Re-examine critical assumptions toquestion whether they are appropriate Seek differing perspectives when solving

problems Get others to look at problems from manydifferent angles Suggest new ways of looking at how tocomplete assignments Encourage non-traditional thinking to deal

with traditional problems Encourage rethinking those ideas whichhave never been questioned before


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LEADER BEHAVIOR Transformational Style Leader Behaviour 4) IndividualizedConsideration:coaching anddevelopment

Spend time teaching and coaching Consider individuals as having different needs,abilities, and aspirations from others Help others to develop their strengths Listen attentively to others' concerns Promote self development

5) Idealized Attributes:

Respect, trust, and faith

Instill pride in others for being associated withthem Go beyond their self-interests for the good of thegroup Act in ways that build others' respect Display a sense of power and competence Make personal sacrifices for others' benefit Reassure others that obstacles will be overcome


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Leaders are truly transformational when they increase

awareness of what is right, good, important and beautiful,when they help to elevate followers' needs for achievement

and self-actualisation, when they foster in followers high moral maturity, and when they move followers to go

beyond their self-interests for the good of their group,organisation or society."

---- Prof. Bernard Bass


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TRANSACTIONAL VS

TRANSFORMATIONALLEADERSHIP

TRANSACTIONAL TRANSFORMATIONAL


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TRANSACTIONAL LEADERSHIP

Builds on mans need toget a job done and make alivingIs preoccupied with powerand position, politics and

perksIs mired in daily affairsIs short-term and harddata orientatedFocuses on tactical issues

TRANSFORMATIONAL LEADERSHIP

Builds on a mans need formeaningIs preoccupied with

purposes and values,morals, and ethics

Transcends daily affairsIs orientated toward long-term goals withoutcompromising human

values and principlesFocuses more on missionsand strategies

TRANSACTIONAL TRANSFORMATIONAL


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TRANSACTIONAL LEADERSHIP

Relies on human relationsto lubricate humaninteractions

Follows and fulfils roleexpectations by striving to

work effectively withincurrent systemsSupports structures andsystems that reinforce thebottom line, maximizeefficiency, and guaranteeshort-term profits

TRANSFORMATIONAL LEADERSHIP

Releases human potential identifying anddeveloping new talent

Designs and redesignsjobs to make themmeaningful andchallenging

Aligns internal structuresand systems to reinforceoverarching values andgoals


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Both kinds of leadership are necessary.

Transactional leadership has remained theorganizational model for many organizations

However, transformational leadership is needed tomeet the challenges of our changing times.


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EXAMPLES OF

TRANSFORMATIONALLEADERS

STEVE


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JOBS


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LEADERSHIP TRAITSFocus

Passion

Innovation

Involvement

Effective communication


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JOBS LEADERSHIP Innovation distinguishes a leader and a follower

Steve Jobs

He is the man attributed with the brilliant turnaround of Apple computers

At Apple, jobs is seen as a leader whose brilliance

and idealistic vision of providing computers tochange the world drew other talented people tohim


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JOBS LEADERSHIP

He is a charismatic leader who can arouse hisemployees to give their best

He enhances the motivation, morale and performance of his follower group


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BARACK OBAMA


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LEADERSHIP LESSONS Adopt A Yes, You Can Mindset.

Articulate a clear, consistent leadership vision -

and make it big

Smarts can trump experience

Passionately embrace technology and new ideas

S SSO S


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LEADERSHIP LESSONSEngage all constituents and lead inclusively

Inspire confidence in others

Be open and creative in approach

Collaborate and win over competitors


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DALAI LAMA

LEADERSHIP TRAITS


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LEADERSHIP TRAITS The Dalai Lama is a very charismatic leader

He has no overt base of power; he holds no political

position, yet he strikes a chord

For years has headed an unrecognized government-in-exile, a 'virtual' nation of 6 million Tibetans

LEADERSHIP TRAITS


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LEADERSHIP TRAITS The Dalai Lama has disseminated the messageof peace, non-violence and tolerance

His emotional intelligence of the Dalai Lama isinspiring.

He provides support through his teachings of Buddhism and has inspired a million followers


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SELFLEADERSHIP

SELF LEADERSHIP


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SELF LEADERSHIP This idea was advocated by Charles Manz and HenrySims.

This process involves two fold strategy of

1. leading oneself to perform naturally motivating tasks2. managing oneself to do work that is required but isnot naturally rewarding

Self leadership requires an employee to apply thebehavioral skills of self-observation, self-set goals, self-reward, and self-criticism.


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RULES FOR SELF - LEADERSHIP

Set goals

Practice discretion constantly

Take initiative.

Learn to love ideas and experiments.

Champion change.

Be a life long learner

SELF LEADERSHIP


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SELF LEADERSHIP

Self leaders challenge assumed

constraints, celebrate their pointsof power and collaborate for

success


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SUPER LEADERSHIP

SUPER LEADERSHIP


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SUPER LEADERSHIP A super leader is someone who leads others to leadthemselves.

Productive thinking is the corner stone of superleadership.

It requires practicing self-leadership oneself andmodeling it for others.

Super leadership has the potential to free up managerstime, because employees are encouraged to managethemselves.

BENEFITS OF SUPER LEADERSHIP


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LEADERSHIP

High team performance and flexibility

High follower development and self-confidence

High team creativity and innovation

High long-term performance

High ability of the team to work independently inabsence of leader


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HIGH PERFORMANCE TEAMS

WHAT IS A TEAM?


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WHAT IS A TEAM? A group of people who work together towards a shared and meaningful outcome

TEAM = Together Everyone Achieves More

STAGES IN TEAM BUILDING


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STAGES IN TEAM BUILDING

WHAT ARE HIGH PERFORMANCE


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TEAMS?

High-performance teams

Consistently deliver products that delight theircustomers

On predictable schedules

With agreed-to functionality

And with high quality.

WHAT ARE HIGH PERFORMANCETEAMS?


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TEAMS?

High-performance teams are

Proud of what they produce

Are continuously improving the way they work

Are introspective yet open and transparent.

FEATURES OF HIGHPERFORMING TEAMS


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PERFORMING TEAMSStrong focus on long term achievement

Clearly aligned team roles

Shared leadership

Clear open lines of communication

Regular evaluation of the team's output and effectiveness

Shared recognition of team's success

KEY TO BUIDING HIGHPERFORMING TEAMS


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PERFORMING TEAMS

Alignment of Tactical Deliverables with StrategicObjectives

Team-based Goals

Communication and Collaboration

Establish Accountability

Measure, Review and Adapt

TEAM BEHAVIOURS ANDVALUES


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VALUESStrengths are appreciated and valued

Highly developed team morale

Honest and open communication

Effective management of conflict

Team members trust and are supportive of each other

Team decisions are respected

THE VALUE OF HIGHPERFORMANCE TEAMS


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PERFORMANCE TEAMS

Increased productivity

Improved customer service

Ability to do more with less

Increased innovation

Ability to quickly adapt to change

Ability to solve difficult, critical problems

BUILDING ROBUST TEAMS


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BUILDING ROBUST TEAMS

5 Key success factors in creating robust teams

Commitment from the top

Solid launch A stringent structureSupport and feedback mechanisms

A clear endgame


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Coming together is a beginning,staying together is progress, and

working together is success. --- Henry Ford


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HIGH PERFORMANCELEADERSHIP

ELEMENTS OF HIGHPERFORMING LEADERSHIP


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PERFORMING LEADERSHIP

Leader as

Vision Creator

Leader asTasks Allocator

Leader as Team

Builder

Leader asMotivationStimulator

Leader asPeople Developer

High PerformingLeadership

LEADER AS A VISIONCREATOR


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CREATOR

Vision refers to a picture of the future

It indicates what people must try to create for the

future

Explaining the vision enables employees to get aclear picture and also serves to motivate andinspire them to achieve the set targets



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CREATOR

LEADERSHIP

CREATES

MANAGEMENT CREATES

VISION

STRATEGIES

PLANS

BUDGETS



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CREATOR

Creating

Vision

Setting

Goals

DevelopingAction Plan

MonitoringAction Plan

Execution



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CREATOR

Creating a vision : Where should the team be headed? This is done on the basis of analysis of internalcapabilities and areas of improvement

Setting goals : The purpose of setting goals is toconvert managerial statements of team vision intospecific performance targets which are measurable.



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CREATOR

Developing action plans: Action plan are the means foraccomplishing objectives. They must be concrete andmeasurable. It must also establish a priority for the tasks

Monitoring Action Plan Execution: The final step is to follow up, measure, and check to see if the team is doing what isrequired. For the leader it demonstrates his commitment to see

the matter through to a successful conclusion.

LEADER AS TEAMBUILDER


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Great Team

BUILDER

Clear Goals

Clear measures of performance

Clear job roles

Team identity andspirit

Sense of fun andenjoyment

Open and honestcommunication

Task People

Effective Leadersdevelop andnurture

LEADER AS TEAM BUILDER


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LEADER AS TEAM BUILDER

Build a cohesive team

Promote team problem solving

Be loyal to their members

Help the members to manage and learn from their

challenges

Delegate, but don't abdicate.

LEADER AS TASKS ALLOCATOR


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Leaders get things done through people..

Leaders

Tasks

People

Result

Effective leaders, therefore, need to understand the value of allocating tasks or delegating and know how to do it

LEADER AS TASKS ALLOCATOR

DELEGATION


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DELEGATION The assignment of authority to another person tocarry out specific activities.

It allows a employee to make decisions that is, itis a shift of decision making authority from oneorganizational level to another lower one.

Tasks that would increase or develop anemployees skills or knowledge must ideally bedelegated.


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STEPS TO DELEGATEEFFECTIVELY


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Clarify theAssignment

SpecifyThe

EmployeesRange of Discretion

Allowthe

EmployeeTo

Participate

InformOthers

thatDelegation

hasOccurred

MonitorResults

EFFECTIVELY

SYMPTOMS OF POOR DELEGATION


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DELEGATION

Deadlines are frequently missed

Employees are unsure of their authority

Slow decision making process

Talented employees cannot realize their full potential

LEADER AS A PEOPLEDEVELOPER


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DEVELOPER

Leadership is about developing leaders, notfollowers

Leadership is about creating a legacy, one that will propel the organization to new levels of

success even when the leader has moved on.

LEADER AS A PEOPLEDEVELOPER


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Leader

Employee

Employee

Development andLearning Plan

DEVELOPER

LEADER AS A MOTIVATOR


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Leaders motivate and inspire others to go in theright direction

Motivation can be defined as the willingness toexert high level of effort to reach organizational

goals



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Leader as

MotivationStimulator

Inspire by Example

Create andcommunicate a clear

vision of the goals


ROLE OF A HIGHPERFORMING LEADER


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PERFORMING LEADER

LEADER ASMENTOR

LEADER ASCOACH

LEADER ASINITIATOR

LEADER ASMODEL

LEADER ASNEGOTIATOR

HIGHPERFORMANCE

LEADERSHIP

TEAM LEADER AS A INITIATOR


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TEAM LEADER AS A INITIATOR

The team leader initiates action

He draws attention to the steps that must be taken

in order to meet the teams goals

Using evidence and rational argument, the teamleader encourages his followers to meet the largerexpectations

LEADER AS A MODEL


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LEADER AS A MODEL Team leaders use their own behavior to shape thebehavior and performance of others

It is a powerful tool

It sets the standards to which others must rise

Thus the team leader must model a behaviour thathas direct impact on team performance.

LEADER AS A NEGOTIATOR


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LEADER AS A NEGOTIATOR

To be a successful negotiator, the team leadermust present himself as trustworthy and reliable

He should be able to emphasize the higher goal of the organisation and how successful team action will contribute to them

The teams goals must be important and aligned with the organization's goals

POSITIVE INFLUENCING SKILLS


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Influencing is essentially about

behaviour the link betweenintentions and results that is all tooften neglected



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Positive influencing skills are:Non manipulative, persuading behaviours

People feel good about interacting with you so youachieve more through them

Essential within the core management role

Giving feedback

Resolving differences of opinion



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Fundamental principles while influencing others

Pull, dont Push

Involve the other person

Persuade, dont manipulate

Think behaviour rather than personality

Seek to understand, then be understood


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LEADER AS A COACH

WHAT IS COACHING?


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Coaching is an activity through which managers work with subordinates to foster skill development,

impart knowledge and inculcate values that willhelp them achieve organizational goals and also

prepare themselves for more challenging

assignments.

ELEMENTS OF SUCCESSFULCOACHING


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Emotional

Bond

Individual

Challenge

Technical Help

Personal

Support

BENEFITS OF COACHING


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Overcoming performance problems

Developing employee skills

Increasing productivity

Creating promotable subordinates

Improving retention

Fostering a positive work culture

PROCESS OF COACHING


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Coaching is a four step process:

Step 1: Preparation

Step 2: Discussion

Step 3: Active coaching

Step 4: Follow up

PREPARING TO COACH


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Preparation helps to make coaching more effective

Preparation begins with direct observation of thesituation, the employee and the employees currentskills and behavior.

Look for performance gaps and deficiencies. These are best coaching opportunities.

DISCUSSION


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Initiate a dialogue with the subordinate and discuss thebehavior observed

The leader must ask probing questions

At the same time, the leader must be an active listener

And listen for emotions behind the words.

Create a partnering spirit

ACTIVE COACHING


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Before coaching begins, it is necessary to obtain aclear agreement on the goals to be achieved

Once the goals have been agreed upon, the nextstep is to develop an action plan

While coaching, a leader must communicate hisideas effectively so that the subordinate can graspand appreciate their value

FEEDBACK


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Giving as well as receiving feedback is an essential part of coaching

Without feedback, it is difficult to know if theleaders advice is clear and complete or if thecoaching was helpful in any way

While giving feedback, do not give an opinion but provide specific information

FEEDBACK


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Tips for giving effective feedback

Focus on improving performance

Provide timely feedback

Focus on behavior, not character, attitudes or personalities

Avoid generalizations

Be sincere and realistic

FOLLOW UP


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Effective coaching includes follow- up that thatchecks progress and understanding

Follow up gives an opportunity to preventbacksliding, reinforce learning and continueindividual improvement

Follow up sessions provide opportunities to praise progress and to give and gain feedback

BECOMING A BETTER COACH


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Delegate when possible

Create a climate of mutual trust

Ensure accountability for results

Rekindle motivation to learn and improve


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MANAGING

VSCOACHING

Managing focuses on: Coaching focuses on


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Telling

Directing

Authority

Immediate needs

Typically seeking a specificoutcome

Individual subordinates

Exploring

Facilitating

Partnerships

Long term improvements

Being open to many possible outcomes

Finding and exploitingcomplementarities with

others


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LEADER AS A MENTOR

WHAT IS MENTORING?


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Mentoring, like coaching is a means of developingindividuals

Mentoring is about guiding others in their personal quests for growth through learning

The mentor acts as a trusted guide, offering advice whenever asked

WHAT IS MENTORING?


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A mentor opens doors to learning opportunities when possible and appropriate

Mentoring is a highly personal experience andhence requires a good match between the mentorand protg

The protg must take responsibility for his owngrowth an development

WHO SHOULD HAVE A MENTOR


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A person can have a mentor when he or she:

Is more career oriented than job oriented

Has an appropriate level of Self- awareness with respect to what should be learned

Is eager to learn

Is ambitious

CHARACTERISTICS OF EFFECTIVEMENTORS


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They set high standards

They are willing to invest their time and effortrequired for good mentoring

They orchestrate developmental experiences forthose they counsel.


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HOW TO MENTOR WELL


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Mentor by example

Get off to a good start

Give actionable advice and feedback

Resist the temptation to solve the protgs problems

HOW TO MENTOR WELL


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Criticize the behavior, not the person

Challenge the protg to develop a plan for success

Create a foundation support

Dont allow the protg to become dependent

Know when to say good - bye


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COACHING

VSMENTORING


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COACHING MENTORING Key

goals

To correctinappropriate behavior Improve performance Impart skills thatemployee needs toaccept new responsibilities

To guide and support personal growth of the protg

Initiative For mentoring

The coach directs thelearning and instruction The mentored person isin charge of his or herlearning

COACHING MENTORING Volunteerism Though the

subordinatesBoth mentor and protg

participate as volunteers


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agreement to

accept coaching isessential, it is notnecessarily

voluntary

Focus Immediate problems andlearningopportunities

Long term personal careerdevelopment

Roles Heavy on telling with appropriatefeedback

Heavy on listening, providing a role model andmaking suggestions andconnections


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COACHING MENTORING Duration Usually concentrates

on short term needs. Administeredintermittently on as -needed basis

Long term

Relationship The coach is thecoachees boss

The mentor is seldomthe protgs boss. Most

experts insist that it isideal that the mentorshould not be in the

protgs chin of

d


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LEADER AS A

COUNSELLOR

WHAT IS COUNSELING?


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Counseling is guidance: something that provides directionor advice so as to a decision or a course of action.

It is allowing a person to be in touch with his feelings and

offering unconditional support to vent out.

The recognition of poor coping ability due to lack of skilldevelopment which is due to poor developmental

conditions.

The development of old and new skill to improve bothspecific and general coping abilities.

BENEFITS OF COUNSELLING


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One is accepted for who one is

It can offer supportive and non judgmental andconfidential setting in which one can cope anyissue

It can help the member to see issues moreobjectively

It can help to build self- esteem and confidence

BENEFITS OF COUNSELLING


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It helps the member to express his feelings andcome to terms with past experiences

It also helps him to take control of his life and bemore assertive

It can help the member to become more realistic insetting goals

QUALTIES TO BE A GOODCOUNSELLER


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Empathy

Sincerity

Integrity

Respect

Competence


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COLLABORATIVELEADERSHIP

COLLABORATIVELEADERSHIP


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In collaborative leadership, the process of leadership is distributed amongst themembers of a team or amongst different

teams.

Thus team members/members of teams

are made ready to step into Leadershiproles.

PRINCIPLES OFCOLLABORATIVE LEADERSHIP


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Give power to people who do their work

Make individuals responsible for quality andoutput

Give everyone clear roles

Share and rotate leadership

PRINCIPLES OF COLLABORATIVELEADERSHIP


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Make teamwork horizontal

Learn to listen and learn to talk

Seek consensus

Display passionate commitment to the mission


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ETHICALLEADERSHIP

ETHICAL LEADERSHIP


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Ethical leadership deals with values values of workers, values of theorganization and communities in which theywork.

The leader provides a holding environmentin which there is trust, nurturance andempathy

e.g. : Mahatma Gandhi

QUALITIES OF ETHICALLEADERS


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Ethical Leaders Respect Others.

Ethical leaders are just.

Ethical leaders are honest.

High Performance Leadership Final

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