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Work Shop Contracting
Circle of Influence
Controlling those things we can control
Norm For Earning Points
A Good & Relevant Question
Norm For Losing Points
Late Coming for Any Session - Per Team Member Per Minute Late Coming for Any Session - For Team Leader Per Minute Mobile Ringing Below the Belt Remarks
A Good Joke Value Addition (Sharing Relevant Experience or an Insight) Team Presentations
HTTT (Hostility Towards the Trainer)
Depends on the Severity
Role-plays / Activities Fair Play
Situational Leadership 1 .
Style Range and Flexibility.Objectives • To understand various aspects of Leadership so as to Develop sensitivity while Managing People • Assess and Hence Develop an Insight into One’s Own Style of Leadership. . • Develop Subordinates by way of Achievement Motivation.
.What Is Leadership? A Leader is a person whom people choose to follow to a place where they wouldn’t go by themselves.
and enables others to share and achieve them Leadership is a state of mind…. spirit.What is Leadership ? A leader articulates and embodies a vision and goals. getting diverse individuals to work together as a team .leadership is about vision. and character.
Why Is Leadership Style Situational ? • Individual behaviour is not consistent • Different people behave differently • Certain situations may demand a specific style E.g. An Army officer facing attack at the front would need to take an instant decision .
Task Behavior “ The extent to which the leader engages in one way communication by explaining what each follower is to do as well as when . the tasks are to be accomplished.” . where and how .
When. How.Task Behavior Activities Indicating Task Behavior : • Initiate structure / rules & regulation.. • Directional.. • High concern for task. . Where etc. • Set goals / define targets. What... • Involvement in.
and facilitating. listening. supporting.” . providing socioemotional support.Relationship Behavior “ The extent to which the leader engages in two way communication.
Developmental. Counseling to motivate & develop Subordinate. . Sharing ideas / seeking suggestions.Modus operandi. Concern for well being.Relationship Behavior Activities Indicating Relationship Behavior Consideration. Allow flexibility on task .
Leadership Styles HIGH PROVIDING SUPPORTIVE BEHAVIOR RELATIONSHIP BEHAVIOUR High Relationship and Low Task S3 PARTICIPATING High Task and High Relationship S2 SELLING Low Relationship and Low Task S4 DELEGATING LOW TASK BEHAVIOUR High Task and Low Relationship S1 TELLING HIGH PROVIDING DIRECTIVE BEHAVIOR .
Situational Leadership .
What Is Readiness? “Willingness To Assume Responsibility” Confidence Commitment Conviction “Ability To Assume Responsibility” Education / Training Experience .
(High) LOW TASK & HIGH RELATIONSHIP S3 HIGH TASK & HIGH RELATIONSHIP S2 LOW TASK & LOW RELATIONSHI P S4 HIGH TASK & LOW RELATIONSHI P S1 (Low)---------------------Task Behavior------------------------(High) R4 HIGH R3 R2 R1 LOW MODERATE .(Low) ----------Relationship Behavior---------.
Doshion Leadership Profiling .
Style Adaptability Effective style S IO EN N HR/LT HT/LR RELATIONAL BEHAVIOUR EF F IVE CT E S NE DI S M LR/LT HT/LR S3 HR/LT S4 LR/LT S2 HT/LR S1 HT/LR +24 E IV +12 CT E +6 FF E +18 HIGH RE LATION SHIP AND LOW TASK LOW RE LATION SHIP AND LOW TASK © HIGH TASK AND HIGH RELATION SHIP HIGH TASK AND LOW RELATION SHIP TASK BEHAVIOUR 0 -12 -18 -24 F EF IN E IV CT E Ineffective styles .
3. Understand different styles of leadership and their implications so as to develop sensitivity while managing people. Assess and hence develop an insight into one’s own style of leadership. .Objectives of Understanding Leadership Styles Implications 1. Relate above leadership styles to day-to-day situations and their implications as an input for self development. 2. style range and style adaptability.
Leader Capable Of Lowering / Raising Socio-emotional Support Leader Is Uncomfortable Unless Provides Structure & Direction Project “ No one Can Do Things Well As I Can” Effective With Subordinates With Low To Moderate Maturity Effective When Pressure Of Results Or Handling Crisis But Lacks Developmental Abilities As • Style Profile 1-2 H 3 R 2 1 T 4 L H . 5.Situational Leadership Implications 1. 3. 2. 4.
Problem Arises With Discipline And Immature Groups 4. Unable To Delegate Responsibility To Competent Subordinates Style Profile 2-3 H 3 R 2 1 T 4 L H .Situational Leadership Implications 1. “Safe Style” 2. Leader Effective With Subordinates Of Moderate High Level Of Maturity 3.
3.Situational Leadership 1. H 3 R 2 1 T 4 L H . Implications Capable Of Lowering / Raising Socio-emotional Support When Necessary Most Effective With Subordinates Of Above average Maturity & Competence Levels Leadership Fails Miserably When Required To Handle Low Maturity Groups Requiring Disciplinary Interventions Style Profile 3-4 2.
Implications Profile Similar To ‘Good Guy-Bad Guy Syndrome’ Based On Assessment Of Competence Than Personal Attachment Effective At ‘Crisis Intervention’ Capable Of Making Disciplinary Intervention Lacks Developmental Skills Effective With Subordinates With Low Or High Maturity Effective To Stretch The Potential 2. Style Profile 4-1 H 3 R 3.Situational Leadership 1. 4. 2 11 T 4 4 L H . 5.
Leader Lacks Developmental Ability. 4 L 4. Style Profile 2-4 2. Feels Insecure If Not Able To Give Direction As Well Develop A Personal Relationship. H . Occasionally May Delegate But More By Default . May Not Be Capable Of Delivering Results Due To Sense Of Dependency. Implications Leader Tends To Have S2 Basic Style. Act Of Delegation May Get Misinterpreted As “Why Me?” As Maturity Level May Get Blocked At M2.Situational Leadership 1. H 3 R 2 1 T 3.
Bad Guy’ Syndrome. Implications ‘Good Guy.. 2 1 T 4 L 5. 4. A Couple Of Mistakes By Subordinate May Result In Change Of Style From S3 To S1. H . Judgments Are Based On Personal Attachments Than On Competence Of The Individual. Self Motivated Etc. 3. Labels Some People As Unreliable And Irresponsible And Others As Creative. Lack Of Development. Style Profile 1-3 H 3 R 2. Subordinates Get Pulled Up From M2 To M3 Or Pushed To M1. Provides Support To ‘Good Guys’ & Closely Supervises ‘Bad Guys’.Situational Leadership 1.
SUMMARY Leadership for the Future • • • Exploring the importance of flexibility. confidence and productivity Understanding the need for a specific leadership style based on the individual’s needs in any given situation . adaptability and how to manage diversity and change Beliefs and building blocks to help you understand the concept of “no best style” Why leadership is situational Diagnosis: The First Skill of Situational Leadership • • Assessing an individual’s competence and commitment levels to determine how to build motivation.
Flexibility: The Second Skill of Situational Leadership • • Becoming comfortable with a variety of leadership styles Matching your leadership style to your people's and situation’s need Partnering for Performance: The Third Skill of Situational Leadership • • How to empower people to contribute their best to your organization’s success Exploring new ways to open up communication and reach consensus with others .
Taking the Right Action • Transferring your new awareness and situational leadership skills into your work relationships and leadership responsibilities • Practice…practice…practice .
Leaders vs. Managers w LEADERS: q q q q q q q q q w MANAGERS: q q q q q q q innovate focus on people inspire trust have a long-range view ask what and why have eyes on horizon originate challenge status quo do the right thing q q administrate focus on systems and structures rely on control have a short-range view ask how and when have eyes on bottom line initiate accept status quo do things right .
Empower.SEVEN SECRETS TO BUILDING: EMPLOYEE LOYALTY • Set high expectations • Communicate constantly • Empower. Empower • Invest in their financial security • Recognize people as often as possible • Counsel people on their career • Educate them .
Leadership Development and Attributes Leadership Attributes Emotional • • • • • • • Trust Confidence Respect Commitment Character Courage Passion Rational • • • • • Communicator General Knowledge Technical Skills Example Risk Taker Ethical • • • • • • Honesty Integrity Equitable Impartial Unbiased Moral .
Peers begin to follow your example. 4. The most effective leaders make no demands. 3.Signs You are Becoming a Leader 1. People ask you for help. Acknowledged company leaders ask you to help on a major project. You’re not afraid to run the copying machine late at night and you know where to find dinner for your team. 5. . People ask you what you think. 2. and get in front of the team. they just define and communicate the course. provide resources.
Leadership Styles and Your Career • • • Not all people can or should be leaders — followers are important too! Decide what you are or want to be If you choose to be a leader – – – – – – – – Prepare Practice Take Acceptable Risks Be Accountable Develop a Sense of Humor Keep Your Perspective Manage Your Emotions Lead by Example Leadership — the essence of creating change out of random thoughts and events. .
Exercise • Think of three managers you have known. or qualities. Which ones keep recurring? What factors match those for your effective managers? • • • • . What factors. recur on each list? Select four leaders from national or organisational life and list their qualities. List the qualities of those you rate as being more effective managers Do a separate list for three less effective ones.
Entrepreneurship Entrepreneurs – Individuals who notice opportunities and take the responsibility for mobilizing the resources necessary to produce new and improved goods and services. . • Entrepreneurs start new businesses and carry out all of the management functions. • Entrepreneurs assume all of the risks for losses and receive all of the returns (profits) from their ventures.
or researchers) who work inside an existing organization and notice an opportunity for product improvements and are responsible for managing the product development process. . • Intrapreneurs frustrated with the lack of support or opportunity at their firm often leave and form their own new ventures.Entrepreneurship Intrapreneurs – Individuals (managers. scientists.
Entrepreneurship and New Ventures Characteristics of entrepreneurs—most share these common traits: – Open to experience: they are original thinkers and take risks. – Internal locus of control: they take responsibility for their own actions. . – High need for achievement: they set high goals and enjoy working toward them. – High self-esteem: they feel competent and capable.
– New venture division: allowing a division to act as its own smaller company. – Skunkworks: keeping a group of intrapreneurs separate from the rest of the firm. . – Rewards for innovation: linking innovation by workers to valued rewards.Intrapreneurship and Organizational Learning Learning organizations encourage their employees to act as intrapreneurs: – Product champions: taking ownership of a product from concept to market.
com • email@example.com • 09374025383 .STAY IN TOUCH • NEERAJ BHARDWAJ • neerajb@doshion.
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