By: Dr. Leena Guptha

My Definition:

‘A LEADER is a person who is LEADING by a VISION and is able to INFLUENCE others to ADOPT the MISSION in a manner that INSPIRES them to ACHIEIVE the GOAL’

Manager qualities

MINDRational

ConsultingPersistent

Problem solvingTough-minded

AnalyticalStructuredDeliberate

AuthoritativeStabilizing

Position power

Leader qualities

SOULVisionary

PassionateCreativeFlexibleInspiring

InnovativeCourageousImaginative

ExperimentalInitiates changePersonal power

1.Maintain the status quo2.Monitor situation3.Allocate resources4.Communicate targets5.Measure the results6.Feedback on the trends

1.Strategic Thinkers2.Look Forward and Create Visions3.Challenge4.Motivate5.Inspire

FORWARD LOOKING CREATIVE/IMAGINATIVE INSPIRING RISK TAKING BALANCED DECISIVENESS COMPETENCE PASSION CONCICTION DEDICATION TEAM BUILDER HUMILTY INTEGRITY EMOTIONAL

INTELLIGENCE SELF KNOWLEDGE TRANSPARENCY

Physical Characteristics: Energy Physical stamina

Intelligence & Ability: Intelligence, cognitive

ability Knowledge Judgment, decisiveness

Personality: Self-confidence Honesty & integrity Enthusiasm Desire to lead Independence

Social Characteristics: Sociability, interpersonal

skills Cooperativeness Ability to enlist cooperation Tact, diplomacy

Work Related Characteristics: Achievement drive, desire to

excel Conscientiousness in pursuit

of goals Persistence against

obstacles, tenacitySocial Background:

Education Mobility

Envisioning change: I strive develop with a team an envisioned future to share with peers, colleagues and stakeholders, to be a motivator and an inspiration in a progressive profession , securing our presence within an industry.

Facilitating advancement: The development of a vision and shared mission to make thoughtful, strategic decisions that serve the long term. The time frame is now.

Facing and solving problems: All participants must see ‘problems’ as opportunities. This goes hand in hand with persistence. identify these focus areas, build the confidence and allocate resources accordingly.

Broad minded and Non Judgmental: Defining our place and role in the world requires encouragement, innovative thinking broad-minded & non-Judgmental receiving of ideas - enabling us to dispassionately choose what is best for the organization.

Communication and Clear Direction: Communication is key to build/rebuild relationships, develop support of the stakeholders, resolve conflicts, socialize and build relationships.

Autocratic

Bureaucratic

Democratic

Laissez-faire

The classical approach Manager retains as much power and decision making

authority as possible Does not consult staff, nor allowed to give any input Staff expected to obey orders without receiving any

explanations Structured set of rewards and punishments Manages “by the book¨ If not covered by the book, referred to the next level

above Everything done according to procedure or policy A police officer not a leader Enforces the rules

Develops plans to help staff evaluate their own performance

Allows staff to establish goals Encourages staff to grow on the job and be promoted Recognizes and encourages achievement

Also known as the “hands-off¨ style The manager provides little or no direction and gives

staff as much freedom as possible All authority or power given to the staff and they

determine goals, make decisions, and resolve problems on their own

Transformational Transactional Creative Corrective Change Intelligence Multicultural Pedagogical Servant Bridging Purposeful

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

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 large, bureaucratic organizations

Ability to uniquely inspire people

To generate shared innovative responses and solutions

To complex and readily changing situations

Empowers staff to facilitate collaborative and synergism

Working with and through other people instead of bowing to authoritarianism

To navigate the future by embracing ambiguity and reframing problems as opportunities

A proactive stance in taking their organizations into uncharted territory

Fosters team and individual effectiveness

Drives for innovation by leveraging multicultural differences

Teams work harder in an atmosphere of understanding and mutual respect

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 and intellectual growth of those led

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

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

Leader and the community share a common purpose to develop or provide the drive, authority and commitment to undertake projects

Endorses alteration

Beyond thinking about individuals and individual organization, single problems and single solutions

Rethinking systems to introduce change on parts of the whole and their relationship to one another

High

High

Low

Low

Concern for Production

Con

cern

for

Peop

le

Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

1,9 Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.

Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1

9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.

5,5

Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.

Authority-ComplianceEfficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

9,1

5,5

Legitimate Power▪ Power that stems from a formal management position in an

organization and the authority granted to it.

Reward Power▪ Power that results from the authority to bestow rewards on other

people.

Coercive Power▪ Power that stems from the authority to punish or recommend

punishment.

Expert Power▪ Power that stems from special knowledge of or skill in the tasks

performed by subordinates.

Referent Power▪ Power that results from characteristics that command subordinates’

identification with, respect and admiration for, and desire to emulate the leader.

Source: 1000ventures.com

Empowering employees works because total power in the organization seems to increase. Everyone has a say and hence contributes more to

organizational goals.

Hersey P & Blanchard KH 1984, the management of organizational behavior. 4the Ed

Source: LEADERSHIP PPT (slide share)by Hitesh Baid 2009

Political/Organization Strategy (Yukl 2006 p.303)

Application and Relevance Determine who can oppose or facilitate

change Build a broad coalition to support the change Fill key positions with competent change

agents Use Taskforces to guide implementation Make dramatic, symbolic changes that affect

work Monitor the progress of Change

People Orientated Strategy Application and RelevanceCreate a sense of urgency about the

need for changePrepare people to adjust to change, help

people deal with the pain of changeProvide opportunities for early successesDemonstrate continued commitment Staff Empowerment

Self-esteem

Time

1. Immobilisation – as rumours of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing.

1

2. Minimisation: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them.

2

3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation.3

4

4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage.

5 5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change.

66. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise.

7

7. Internalisation: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem.

Source: LEADERSHIP PPT (slide share)by Hitesh Baid 2009

The IDEAL CEO utilizes Charismatic and Transformational leadership. She is able to speak extemporaneously on the collective vision for a profession, and integrates strong strategic messages related to the envisioned future, carefully crafted in conjunction with the organizational leaders.

Consistent messaging demonstrates strength, cultural ownership demonstrates strength, organization and metrics are defined to create realistic and stretch goals securing strength in these ways. The CEO is a transformational leader operational bringing the vision /dream to operational reality, answerable the stakeholders and Organizational leaders/Directors.

Attending conferences on transformational leadership

Learn about Change management Collective vision development Team building Strategic plan & result metrics

CEO training: To Clarify issues, Build relationships, Jump-start

important initiatives

Purpose: To Gain insights into organization dynamics understand

other’s CEO values, desires, and interests

Led by faculty from Tecker International, LLC,

The CEO Symposium provides fresh ideas and concrete concepts, to be a critical success vehicle for every leadership team. The CEO Symposium is the perfect opportunity to begin to build strong partnerships and establish a culture of trust, creating mutual success and unparalleled value.

Completing this executive MBAExecutive Coach for CEO trainingPeer group interaction & team

approachResearching and learning from role

modelsBalancing facts with instincts in

decision making

Adams, S., (2009) The four stages of effective team building. Training and Management Development Methods. 23.1 p.317-320

Blake R., Adams A., (1991) The Leadership Grid Figure Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Scientific Methods, Inc. Reproduced by permission of the owners.

Hagel J., Brown J.J., Davison, l., (2010) The power of pull. New York: Basic Books

Heath C., Heath D., (2009) Stop solving your problems. Fast Company. Retrieved from: http//www.fastcompany.com/magazine/made-to-stick-stop-solving-yourproblems.html

 Hersey P & Blanchard KH 1984, the management of organizational behavior. 4the Ed

Huseyin, I (2008) Headteachers Leadership Behavior and Problem Solving Skills: A Comparative Study. Social Behavior and Personality. 36 (4) pp 535-547

 Kerfoot K., (2010) Solving Leadership Problems by Going to the Zoo: The Pull of Diverse Experiences. Nursing Economics 28, 3 pp211-213

 Lucia T., (2009) Tribune Business News (Washington), 22 Apr 2001: 1

Levine K (Dec 2010), Measuring Transformational and Charismatic Leadership: Why isn’t Charisma Measured? Vol 77, Issue 4, p.576-591.

Nayor G., (2005) Death by meeting: A leadership Fable…..About solving the most painful problem in Business Journal of College Student Development 46 (6) pp 702-704

 

Meier, S., Building and Managing an effective project team, Team Management, Defense AT&L September-October 2008  Management Today (Feb 2011), Charismatic Leadership. What’s the Bid idea? P.14 Mannareli T (Dec 2006), Accounting for Leadership: Charismatic, Transformational Leadership through Reflection and Self

Awareness, Accountancy, Vol 38, Issue 6 p.46-48

PR Newswire (2006) Building Effective Teams in Today’s Competitive Workplace, New York, 5 Dec 2006

Source: LEADERSHIP PPT (slide share)by Hitesh Baid 2009

Yukl, G (2006), Leadership in Organizations, Chapter 4, 6th Edition, NJ: Prentice Hall.

CEO Leadership Presentation Prepared by: Dr. Leena Guptha