Unit 2 - Traits of Leadership

8/22/2019 Unit 2 - Traits of Leadership

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Unit 2

Leadership traits and ethics

Dr.Yogananthan


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Five levels of leadership


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Are leaders born?

Traits of a leading LEADER:

1. Is born with leadership qualities;2. Has seen leadership modeled

throughout life;

3. Has learned added leadershipthrough training;4. Has self-discipline to become a

great leader.


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Five levels of Leadership

Level 1: Position or title; people follow becausethey have to (Rights). Level 2: Permission; people follow because they

want to (Relationships). Level 3: Production; people follow because of

what you have done for the

organization (Results). Level 4: Personnel Development: People followbecause of what you have done forthem (Reproduction).

Level 5: Personhood; People follow because ofwho you are and what you represent

(Respect).


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Important factors in leadership -Cognitive

The key to leadership: Priorities;

The most important ingredient of leadership:Integrity;

The ultimate test of leadership: Creating positivechange;

The quickest way to gain leadership: Problemsolving;

The extra plus in leadership:Attitude;

Most appreciable asset of leadership: People;

The indispensable quality of leadership: Vision; The price tag of leadership: Self-discipline;

The most important lesson Ive learned aboutleadership: Staff development.


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Qualities of a Leader-Behavioural

Emotional stability

Dominance

Enthusiasm

Conscientiousness Tough-mindedness

Self-assurance

Maturity

Charisma

Adaptability

Consideration


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Do we need leaders or

managers?


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We Need Both Leading and

ManagingLead People Direction

Communication

Resources Coach

Reinforce

Manage

Processes

Happy Customers

Feedback- Whats working?

- Need to do differently?

Healthy processes serving happy customers


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Time Spent on Doing and Improving Work

Leading Managing

Role Improving Work Doing

Work Executives 90 10

Managers 70 30

Others 30 70


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So What Do Leaders Do?

Provide Direction - Where we are headed

Communicate

- The Why & Benefits of the direction Enable, Coach and Counsel

Recognize Results and Reinforce DesiredBehavior


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Providing Direction - Showing the Way

Vision - What Success Looks Like

Objectives - How we will win

Goals - How much, by when

Strategies - What we will focus on

Initiatives - Specific projects we will undertake


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Kotlers Eight Stages of Successful Change

Establish a sense of urgency

Positive vision of being a premier company Create a guiding coalition

Champions

Develop a vision and strategy Six Sigma at my company

Communicate the change vision Empower employees for broad based action

Aggressive results oriented training at all levels

Generate short-term wins $50M in six months at Company A

Consolidate gains and produce more change Using annual operating plan and communications program

Anchor new approaches in the culture- Champions,Master Black Belts, Black Belts, Green Belts


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Elements of Successful Change

Vision Motivating forces - Burning platform

Strong, respected leader

Broad participation

Communication - Tight networks and patterns Training and Education

Reinforcement

Westinghouse Productivity and Quality Center

All Elements Must be Present for theChange to Be Successful


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Communicate The DirectionProvide Understanding and Hope

The direction we are pursuing

What benefits we expect to get

Progress - Results achieved to date Communication should be clear, concise and

continuous

Variety of media should be used- People take in and process information in

different ways


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Enable - Set Up People for Success

Provide resources - people, time, $$$

Provide training - build needed skills

Provide methods to accomplishassigned tasks

Remove barriers

Coach and Counsel


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Recognize and ReinforceCatch People Doing Things

Right Recognize accomplishments and results

- Psychological rewards

- Financial rewards Reinforce desired behavior

- Catch people doing things right

People want and need feedback

-How am I doing? ,

Feedback needed for improvement

Key tool - Management reviews


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Leaders Lead People Provide Direction

- Leaders show the way Communicate

- Leaders develop understanding and hope

Enable, Coach, Counsel, Provide Resources- Leaders set people up for success

Recognize Results and Reinforce DesiredBehavior

- Leaders catch people doing things right


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Do the leaders mould?


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Leaders Recognize Different

Levelsof Activity and Job Responsibility.

Where we're

headed

Managerial processes

to guide us

Where the work

gets done

Strategic

Managerial

Operational

Executives

Managers

Others


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Change Requires Shifts inKnowledge, Skills and Attitudes

Habits

Behavior

Mindset

What? Why?

Knowledge

Want ToHow To?

Skills Attitude and DesireAdapted from Covey 1989


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Key Leadership Skills Business Acumen

Understand how business works

Process and Systems Thinking

Strategic Planning and Deployment

Stakeholder Building

Communication Clear, concise & continuous

Reviewing and Coaching

Structured Improvement Methods (Six Sigma)

Learn to Deal With Teams & Group Dynamics Meeting Design and Facilitation

Project Planning and Management

Understanding Human Behavior


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7 habits of successful people


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Leadership habitsStephen R. Covey


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Habit 1: Proactive vs.Reactive

As human beings we are

responsible for our own

lives.

Reactive people are driven

by feelings, circumstances,

conditions, the environment.

Proactive people are driven

by carefully considered,

selected and internalized

values.

Between stimulusandresponse, man has thefreedom to choose

Victor Frankl.

What can make youha ?


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Habit 2: Begin with the End inMind

What ismission

statement of yourlife?


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Habit 3: Put first thing first


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Habit 4: Think Win-Win

Seek solutions that benefit all parties.


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Habit 5: Seek first tounderstand, then to be

understoodVery few of us everpractice the highestform of listening --

empathic listening.

Communication:

10% by the words

30% by our sounds

60% by bodylanguage.


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Habit 6: Synergize

How to make people work together?

The whole is greater than the sum of its parts.


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Habit7:Sharp

en

theSaw


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Leadership assessment are

you?


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What type of leadership areyou?


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What type of leadership areyou?


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Styles & Attitudes of leaders


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Leadership styles


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Leadership Attitudes

Theory X: people generally dislike work, lack ambition

and work for money.

Restrictive controls are neccessary

Theory Y: work is as natural as rest or play.

Self-direction and self-control can be used to pursue

valued objectives.

Environments must be created for workers.

Theory Z: workers should be hired for their talents.


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Myths donts & dos


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Myths of Leadership

Leadership is a rare skill

Leaders are born not made

Leaders are charismatic

Leadership exists only at the top of anorganization

The leader controls, directs, prods,manipulates

Bennis and Nanus 1985


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Personal Change Is

Required Insanity

- Doing the Same Things and Expecting

Better Results

The Only Person Who Enjoys a Change is aWet Baby

If You Cant Change Your Mind You CantChange Anything--George B. Shaw

Those Who Fail to Respond to TheirChanging World Will Have Less Influence in

It


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Ways to Develop LeadershipSkills

Read books and articles

Attend courses

Discuss the subject with colleagues

Practice, Practice, Practice, ..Becoming a leader is like

learning to play the violin in public

Anonymous


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McClellands AchievementMotivation Theory


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McClellands AchievementMotivation Theory

McClelland and colleagues studied thebehavioral effects of three needs

Need for Achievement Need for Power

Need for Affiliation

Emphasized the Need for Achievement,although they investigated all threeneeds


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McClellands AchievementMotivation Theory (Cont.)

Product of an impressive long-runningresearch program

Controversy over measurementmethods

Recent study shows the validity of

different measures


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Strong need for achievement people Take responsibility for results of behavior

Willing to take calculated risks Set moderate achievement goals

Prefer to set performance standards forthemselves

Prefer nonroutine tasks to routineassignments

Welcome feedback about how well theyare doing


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Acquire the Need for Achievementthrough socialization to cultural values

Presence of Need for Achievementthemes in folklore, mythology, art

Need for Achievement societies had

high levels of economic development


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Strong Need for Power people Focuses on "controlling the means of

influencing the behavior of another person Having strong effects on other people

Means of influence: anything available tothe person to control the behavior of

anotherActively searches for means of influence

Example: use superior-subordinate relationship

or external rewards to control the behavior of another


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Two ways of expressing the Need forPower

Dominance, physical aggression,exploitation

View situations from a win-lose perspective

Must win and the other party must lose

Did not feel such power behavior resultedin the type of leadership required byorganizations


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Two ways of expressing the Need forPower (cont.)

Persuasion and interpersonal influence Tries to arouse confidence in those he or she

wants to influence

Clarifies groups goals and persuades members

to achieve those goals Emphasizes group members ability to reach

goals


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Two ways of expressing the Need forPower (cont.)

Tries to develop a competence belief in groupmembers

McClelland felt this type of power behaviorcharacterized effective leaders in organizations


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Strong Need for Affiliation people

Focuses on "establishing, maintaining, and

restoring positive affective relations withothers"

Want close, warm interpersonalrelationships

Seek the approval of others, especiallythose about whom they care

Like other people, want other people to

like them, and want to be in the company


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Need for achievement and behavior

Money: important to both high and low

achievers, but for different reasons High achiever wants concrete feedback about

performance

Making a profit, or receiving a bonus, is a

statement about success or failure Symbol of success and feedback about job

performance


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Need for achievement and behavior(cont.)

High achiever wants a challenging job andresponsibility for work

Want to feel successful at doing somethingover which they have control


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Need for achievement and behavior(cont.)

Low achiever views monetary reward as anend in itself

Get increased performance from low Needfor Achievement person by rewarding withmoney


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Managers and executives usually have astronger Need for Achievement than

people in other occupations Evidence points to strong Need forAchievement as an entrepreneur

characteristic Nature of Need for Achievement

behavior fits well with such role

demands


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Need for Achievement and Need forPower: some relationships

Strong Need for Achievement person Task centered

Future oriented

Performs to internal standard of excellence


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Need for Achievement and Need forPower: some relationships (cont.)

Strong Need for Power person Draws attention

Risk taking

Present oriented

Assesses situations for change potential


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Need for Achievement and Need forPower: some relationships (cont.)

Both types of people important forsuccessful organizations

Strong Need for Achievement managerskeep an organization going

Strong Need for Power people bringdramatic change and innovation


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Any questions..!!!!!!!


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Reference

Stephen Covey, 7 habits of highly effective people,Ist edition.

Ronald D. Snee, Develop leadership skills, Tunnell

Consulting, Roanoke, VA, 2002.

Julian Lapiton, Principles of leadership andmanagement, IRRI,web article-ppts.

Doan Xuan Huy Minh, Lecture on leadership,

motivation & problem solving.

Unit 2 - Traits of Leadership

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