LEADERSHIP

THE BACKGROUND Changing Economic EnvironmentGlobalizationGrowing CompetitionEmployability (only 26% MBAs are employable)Parents desire to give best education as their legacy

WHAT IS LEADERSHIP ?Leadership is the power to influence people for performing a task that leads to the achievement of given objectives and goalsIt is concerned with:Leading PeopleInfluencing PeopleCommanding PeopleGuiding People

CONCEPT OF LEADERSHIPTo be an effective leader, a leader needs to know and understand the following:People paradoxically need security & independence at the same timePeople are sensitive to external rewards & punishments & yet are also strongly self motivatedPeople like to hear a kind of praisePlease can process only a few facts at a time, this a leader needs to keep things simplePlease trust their gut reactions more than statistical toolsPeople distrust a leaders rhetoric if the words are inconsistent with the leaders actions

PRINCIPLES OF LEADERSHIPKnow yourself & seek self improvementBe technically & tactically proficientSeek responsibility & take responsibility of your actionMake sound & timely decisionsSet the ExampleKeep your subordinates informedKnow your employees & look out for their well beingEnsure the task is understood, supervised & accomplishedBuild the teamEmploy your team in accordance with its capabilitiesAvoid creating ethical dilemma for your employees

TRAITS THAT DISTINGUISH LEADERS FROM NON-LEADERS

LEADERNON-LEADERAppeals to the best in each person: problem solver: advice-giver: cheerleaderInvisible: gives orders to staff & expects them to be carried outThinks of ways to make people more productive : more focused on company goalsThinks of personal rewards, status & how he/she looks to outsidersComfortable with people in their work placesUncomfortable with peopleArrives early : stays lateIn late : usually leaves on timeGood listenerGood talkerSimplistic on company valuesGood at demonstrating his command of all the complexitiesAvailableHard to reach FairFair to the top : exploits the restDecisiveUses committees, consultants

TRAITS THAT DISTINGUISH LEADERS FROM NON-LEADERS

LEADERNON-LEADERHumbleArrogantTough : confronts nasty problemsElusive : the artful dodgerTolerant of open disagreementIntolerant of open disagreementHas strong convictionsVacillates when a decision is neededTrusts peopleTrusts only words & numbers on paperDelegates whole important jobsKeeps all final decisionsWants anonymity for himself, publicity for his organizationThe reverseSimplifies (makes things look easy)Complicates (makes things look difficult)Often takes the blameLooks for a scapegoatGives credit to othersTakes credit : complaints about lack of good peopleGives honest, frequent feedbackInformation flows one way-into his/her office

TRAITS THAT DISTINGUISH LEADERS FROM NON-LEADERS

LEADERNON-LEADERSees growth as by-product of search for excellenceSees growth as primary goalHonest under pressureImprovises; equivocatesStraightforwardTricky; manipulativePromotes from withinAlways searching outside the organizationOpennessSecrecyKeeps promisesDoes notPlain officeLavish OfficeGrooms leadersInhibits growth of colleaguesSees mistakes as learningSees mistakes as a punishable offence

LEADERS VS MANAGERS

SubjectLeaderManagerEssenceChangeStabilityFocusLeading peopleManaging workHaveFollowersSubordinatesHorizonLong-termShort-termSeeksVisionObjectivesApproachSets directionPlans detailDecisionFacilitatesMakesPowerPersonal charismaFormal authorityAppeal toHeartHeadEnergyPassionControlCultureShapesEnactsDynamicProactiveReactive

LEADERS VS MANAGERS

PersuasionSellTellStyleTransformationalTransactionalExchangeExcitement for workMoney for workLikesStrivingActionWantsAchievementResultsRiskTakesMinimizesRulesBreaksMakesConflictUsesAvoidsDirectionNew roadsExisting roadsTruthSeeksEstablishesConcernWhat is rightBeing rightCreditGivesTakesBlameTakesBlames

Good CommunicationTechnical Knowledge (job specific)Good CoordinationAdministrative/organizing abilitiesKnowledge of human aspects (human skills)Quick DecisionTeam WorkProblem solving skillsApproachableInnovationPersonalityVisionIntelligenceHard work/Smart workInitiativeDynamismFlexibilityEmpathyEmotional StabilityPassionManners & EtiquettesEducationQUALITIES OF GOOD LEADERSPERSONAL SKILLSMANAGERIAL SKILLS

TYPES OF LEADERSAutocratic LeaderDemocratic LeaderFree Rein LeaderPaternalistic LeaderIntellectual LeaderInstitutional LeaderSituational Leader

THEORIES OF LEADERSHIPTRAIT APPROACH THEORYLeaders are born, not madeBEHAVIOUR APPROACH THEORYLeaders are not born, but madeSITUATIONAL APPROACH THEORYLeaders adopt the style best suited to the situation

7 HABITS OF HIGHLY EFFECTIVE PEOPLETo be effective, we need to make a paradigm shift.A paradigm is the way we perceive, understand & interpret the world around usA habit is the intersection of knowledge, skill & desire

HABITS

7 HABITS OF HIGHLY EFFECTIVE PEOPLEThe 7 habits are a highly integrated approachIt moves from

7 HABITS OF HIGHLY EFFECTIVE PEOPLEBe ProactiveBegin with the End in mindPut First Thing FirstThink Win WinSeek First to Understand, then to be UnderstoodSynergySharpen the saw

1. BE PROACTIVEIt is based on conscious choice based on values rather than reactive behaviourThe language we speak is the indicator of our behaviour

REACTIVEPROACTIVEI CantI chooseI mustI preferThere is nothing I can doLet us look at the alternativeThings are getting worseWhat initiative can we use

2. BEGIN WITH THE END IN MINDLeadership is creation & managementLeadership is doing right things & management is doing things rightIn order to begin with the end in mind, create personal philosophy like:Never compromise with honestyMaintain positive attitudeKeep a sense of humourDo not fear mistakesFacilitate success of subordinateRemember the people involved

3. PUT FIRST THINGS FIRSTIt is day by day moment by moment management of time.Time Management Matrix:To be effective:Write down key role for the weekList your objective for each roleSchedule time to complete the objectiveAdapt the weekly schedule to your daily activities

4. THINK WIN WINWin Win is a frame of mind & heart that constantly seeks mutual benefits in all human interactions.In order to obtain win win, a four step process is needed

5. FIRST TO UNDERSTAND, THEN BE UNDERSTOODSeek first to understand involves a paradigm shift since we usually try to be understood firstEmpathic listening is the key to effective communicationIt focuses on learning how the other person sees the world, how they feelThe essence of empathic listening is not that you agree with someone but you fully understand that person emotionally

6. SYNERGYIt means that the whole is greater than the partsThe first 5 habits build towards habit 6Synergy occurs when people reach solutions that are better than they could have achieved acting alone

7. SHARPEN THE SAWIt means renewing all four dimensions of our nature

EXPECTATIONS FROM LEADERSHIP IN TQMDevelop the core values, vision statement, mission statement & quality policy statementsDesign the strategic short/long term plans with goals & the annual quality improvement program with objectivesCreate the total educational & training planPrepare check list of all activitiesDevise a functional system for all programsCommunicate in detail to all concernedDelegate & empowerSupervise/MonitorSWOT Analysis for each programmeRecognize/ Acknowledge / Reward the success

ACTION PLAN FOR QUALITY IMPROVEMENTWork towards achieving an ideal physical infrastructureHiring qualified, efficient, dedicated staffTraining staff in professional competencies and personality developmentEncouraging Excellence/Innovation in teaching learning processDecentralize authority for making decisions about curriculum, instructions, staffing & resource allocationsGreater use of technology in all areasEmphasis on co-curricular & extra-curricular activitiesInvolvement of Alumni & SocietyBring transparency in all mattersCreating just & conducive environment for learning

ACTION PLAN FOR QUALITY IMPROVEMENTInclusive EducationEnsuring Academic Norms & StandardsAligned assessment of student performanceRegular follow-ups & feed backsMotivating students for Public/Competitive ExamsCounseling of Students & ParentsDevelop and Implement standard operating procedures for all activitiesSustained investments in strategies in school improvements

EXPECTED OUTCOMESBrand Building & ImageExcellent Academic ResultsEmpowerment of EmployeesHigher EfficiencyMotivated StaffConducive learning EnvironmentGood Citizens & leadersSatisfaction of Social obligation

STUMBLING BLOCKS FOR TQMLack of commitment from top managementAuthoritarian behaviour, hierarchical thinkingFuzzy vision or missionUnattainable goalsGoals that do not solve core problemsNot listening to stake holdersPress of current routinesToo many unproductive meetingsLack of meaningful measuresImpatience, looking for a quick fixObsession with the bottom line, seeing quality as overheadSkepticism, fear, resistance to change

REACTION CYCLE TO CHANGEShockDenialAngerBargainingDepressionAcceptance

DOS :-Clearly define Change in quantitative / qualitative termsDevelop/find experts at all levels to implement changeMeasure/Update the steps that lead to achieving the changeEnsure that both leaders & employees(agents & drivers of change) are well-equipped & skilled to bring effective changeFocus on efforts of getting all (leader/employees) to truly leadDONTS :-Under-communicationFail to involve people who are impactedForget that peoples first reactions are emotional rather than logicalDisheartened by fear of failureStop/Revert Decision by victim mentalityROLE OF LEADER IN CHANGE MANAGEMENT

SEVEN ELEMENTS OF QUALITY MANAGEMENT

PhilosophyVisionStrategy (Action Plan)SkillsResourcesRewards (Motivation)Organized WorkEnd ResultNo FollowersConfusionWaste of efforts

AnxietyFrustrationSlow progressNo-co-ordinationSuccess

LEADERSHIP MATRIX SURVEYQuestionnaireI encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions.Nothing is more important than accomplishing a goal or taskI closely monitor the schedule to ensure a task or project will be completed in time.I enjoy coaching people on new tasks and procedures.The more challenging a task is, the more I enjoy it.I encourage my employees to be creative about their job.When seeing a complex task through to completion, I ensure that every detail is accounted for.I find it easy to carry out several complicated tasks at the same time.I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action.When correcting mistakes, I do not worry about jeopardizing relationships.I manage my time very efficiently.I enjoy explaining the intricacies and details of a complex task or project to my employees.Breaking large projects into small manageable tasks is second nature to me.Nothing is more important than building a great team.I enjoy analyzing problems.I honor other people's boundaries.Counseling my employees to improve their performance or behavior is second nature to me.I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.

People1.______4.______6.______9.______10.______12.______14.______16.______17.______TOTAL ________X 0.2 = ________(multiple the Total by 0.2 to get your final score)Task2.______3.______5.______7.______8.______11.______13.______15.______18.______TOTAL ________X 0.2 ________(multiple the Total by 0.2 to get your final score)SCORING SECTIONSCALE:

NeverSometimesAlways0 134 5

LEADERSHIP MATRIX

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