THOUGHT LEADERS & LEADING THOUGHTS

Presented by Rosy Barik(311SM1003) Sourav Dash(311SM1006) Kshyanaprava Mohanty(311SM1013) Soumya Ranjan Sahu(311SM1022) Deepti Ranjan Sahoo(311SM1025)

PETER SENGES VIEW

Leadership is about enhancing the collective capacity to do better things.

Organizations and communities rarely lack talented individuals, but they frequently fail to bring those talents together to a powerful collective force. Senges criticism to traditional view

FIVE DISCIPLINES
Personal Mastery Building Shared Vision Surfacing and Testing Mental Models Promoting Team Learning Systems Thinking

JIM COLLINSS VIEW

Focuses on Level 5 Leadership. Level 1: Highly Capable Individual Level 2: Contributing Team Member Level 3: Competent Manager Level 4: Effective Leader Level 5: Executive

CONTD

Because of the outstanding level 5 leadership, leaders have two qualities:Intense Professional:- will create superb results, demonstrate an unwavering resolve and setting high standards. Personal humility:- compelling modesty; a quiet, calm determination rather than a reliance on charisma; and an emphasis on ambition for the company, not self.
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REG REVANS VIEW.

Conditions, constrains and demands upon the leaders and managers. Favors tool culture (practical) rather than book (theoretical) culture. Complaint about the traditional leadership.

ACTION LEARNING
A process that involves a small group working on real problems, taking action, and learning as individuals and as a team which involves -Honesty about self -Seeing action, not thought as defining characteristics of human beings, -Seeing the purpose of such action as long doing the some good in the world or organization .

CONTD

Difference between Puzzle and Problems

Puzzle:- Solution can be found by applying P(Knowledge of the past) Problem:-Solution can be found by applying Q(Questioning insight)

BILL DRATH AND CHUNK PALUS

The distinction between traditional views and those of Drath and Palus views are:

The dominance and social influence or traditional view of leadership sees people as essentially passive, needing to be motivated. The 'meaning-making' view assumes that people are active, always doing something and need no motivation. They focus on leadership processes rather than the characteristics of individual leaders.
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RELATIONAL LEADERSHIP.
Drath continues the theme of leadership being relational and not personal. In this view, leadership is not about individuals, but an aspect of community (team, group, organisation, association, nation, culture) to which many individuals make specific contributions .

Drath identifies three levels or principles of leadership.

- Personal dominance. - Interpersonal influence. - Relational dialogue.

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FOUR SUGGESTIONS.

Cultivate the sense making process Explore narrative modes of understanding Develop the capacity for dialogue

Increase personal responsibility for leadership.

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RONALD HEIFETZS VIEW

Distinguishes between LEADERSHIP and AUTHORITY Authorities can resolve technical problems, but adaptive problems can only be solved by the leaders. Leadership is about adaptation, risk and learning. Leadership often does not come from high office, which is more preoccupied with responsibility and authority rather than leadership.

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CONCLUSION
A person can become a successful leader if and only if the person has knowledge and must know the right place to apply the knowledge successfully. The leader must be perfect in the followings things:-Planning -Organizing -Staffing -Directing -Controlling

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THANK YOU..
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