HUMAN SKILLS TOPIC :- leadership Class :- F.Y.

BMS - A

COLLEGE : LORDs UNIVERSAL COLLEGE

Introduction:

In business, leadership is welded to performance. Effective leaders are those who increase their companies' bottom lines. To further confuse the issue, we tend to use the terms "leadership" and "management" interchangeably, referring to a company's management structure as its leadership, or to individuals who are actually

managers as the "leaders" of various management teams. To be effective, a leader certainly has to manage the resources at her disposal. But leadership also involves communicating, inspiring and supervising - just to name three more of the main skills a leader has to have to be successful. Is a leader born or made? While there are people who seem to be naturally endowed with more leadership abilities than others, I believe that people can learn to become leaders by concentrating on improving particular leadership skills.

Definition:
A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. Put even more simply, the leader is the inspiration and director of the action. He or she is the person in

the group that possesses the combination of personality and skills that makes others want to follow his or her direction.

Principles of Leadership:
1. Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking selfimprovement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.

2. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.

3. Seek

responsibility and take responsibility for your actions - Search for ways to guide your
organization to new heights. And when things go wrong, they always do sooner or later -- do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.

4. Make sound and timely decisions - Use good problem solving, decision making, and planning tools.

5. Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi.

6. Know your people and look out for their well-being Know human nature and the importance of sincerely caring for your workers.

7. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.

8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities.

9. Ensure

that tasks are understood, supervised, and accomplished - Communication is the key to this
responsibility.

10. Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs.

11. Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

Factors of leadership
There are four major factors in leadership:

Follower
Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes.

Leader
You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader who determines if a leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your

followers, not yourself or your superiors, that you are worthy of being followed.

Communication
You lead through two-way communication. Much of it is nonverbal. For instance, when you "set the example," that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees

Situation
All are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Various forces will affect these factors. Examples of forces are your relationship with your seniors, the skill of your people, the informal leaders within your organization, and how your company is organized.

Leadership Models
Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself in to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken. Two models will be discussed, the Four Framework Approach and the Managerial Grid.

Four Framework Approach

In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic. The style can either be effective or ineffective, depending upon the chosen behavior in certain situations.

Structural Framework
In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation.

Human Resource Framework

In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. while in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization.

Political Framework
In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation. Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary.

Symbolic Framework
In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors.

What Makes a Good Leader?

When discussing business leadership, the distinction between good management and good leadership is often made. Managers are thought to be the budgeters, the organizers, the controllers the ants, as one observer puts it while leaders are the charismatic, big-picture visionaries, the ones who change the whole ant farm. But such a construction, those interviewed for this article agree, erroneously leads to a bimodal way of looking at something that should really be evaluated on two separate scales. "Everybody has got a little bit of each in them," says John Kotter, who admits he is sometimes guilty of using the dichotomy in an effort at simplification. "It's much better to think in terms of measuring people on a zero-to-ten scale for each quality." If leaders disclosed all their concerns and doubts, stock prices would plummet, their competitors would be all over them, and employees would be jumping ship. There might be a lot of leaders in your area, but there are only a few who know exactly what makes a good leader. As a leader, youre expected to bring you and your team to success. As a leader, your team looks up to you for guidance and support.

1) Teamwork
A leader might be the head of the organization or team, but he or she cannot function well without teamwork. Unfortunately, a lot of leaders let their position get into their heads. They move without consulting the rest of the team. What makes a good leader is a sense of teamwork. Although you might be the one calling the shots, you cant completely disregard the people youre responsible for.

2) Strength
Another important factor of what makes a good leader is strength. Whether its strength in making a decision, or strength in overcoming challenges, a good leaders knows not to show weakness. A good leader doesnt cower from the enemy. He or she doesnt fear challenges or obstacles; but instead, he or she deals with them head-on.

3) Good Example
A good leader sets a good example for his or her

subordinates. If youre very particular about tardiness, then you have to make sure that youre always on time, if not earlier than the others. If you have strong feelings against cheating, then you yourself should not be tempted to cheat. Set a good example for the people in your team. Actions speak louder than words.

4) Responsibility
A good leader takes responsibility. He or she doesnt try to figure out a way to escape the mess that might have been created. Instead, a good leader faces the issue and deals with the problems as they come. Being responsible also means avoiding disaster and making the right decisions. Keep in mind that youre accountable for the rest of your team.

5) Quick Thinking
Quick thinking is an essential leadership skill. Most of the time, this is what saves the day. A good leader must know how to act swiftly and must encourage quick thinking among his or her people. The success of a group has a lot to do with both the leader and the team. Its never just about one person

only. As long as you remember what your goal is, youll be alright. And these additional tips on what makes a good leader will only help you become a better person.

Communication Is Key
"Communication is the real work of leadership," says HBS professor Nitin Nohria, who documented the importance of persuasion in his 1992 book Beyond the Hype: Rediscovering the Essence of Management . Nohria believes effective leaders are masters of the classical elements of rhetoric, as outlined by Aristotle centuries ago. "You can reach people through logos or logic, by appealing to their sense of what is rational," he explains. "You can use pathos, appealing to their emotions, or you can make an argument based on their sense of values or ethos." Great leaders, he notes, "spend the bulk of their time communicating, and they know how to employ all three of Aristotle's rhetorical elements."

Traits of a Good Leader

Honest - Display sincerity, integrity, and candor in all
your actions. Deceptive behavior will not inspire trust.

Competent - Base your actions on reason and moral

principles. Do not make decisions based on childlike emotional desires or feelings.

Forward-looking - Set goals and have a vision of the

future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.

Inspiring - Display confidence in all that you do. By

showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.

Intelligent - Read, study, and seek challenging

assignments.

Fair-minded - Show fair treatment to all people.

Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others.

Broad-minded - Seek out diversity. Courageous - Have the perseverance to accomplish a

goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.

Straightforward - Use sound judgment to make a good

decisions at the right time.

Imaginative - Make timely and appropriate changes in

your thinking, plans, and methods. Show creativity by

thinking of new and better goals, ideas, and solutions to problems. Be innovative!

DUTIES OR A LEADER:
1. Getting and Giving Information
Getting and Giving Information is probably the #1 competency required of leaders. If you cannot communicate effectively, then no other leadership skill will compensate for this lack. First and foremost, you must be able to exchange information effectively and accurately. There are three distinct aspects to communication, or getting and getting information: Getting it, retrieving it, and giving it.

Getting Information
When getting or receiving information, you may be watching for a variety of clues to gather meaning: not only verbal or written information, but nonverbal behavior as well. If you are not careful, facts will be forgotten or distorted. This is because both the

individual sending and the person receiving the information may unintentionally obscure the message. There are two ways you can insure that the information you receive will not be forgotten or distorted:

Take notes. Always write down key information received. Repeat back what you think you heard the person say.

While you may think you understand what you think you heard, you may in fact have gotten it totally wrong. Clarify and verify! In a communication exchange, the sender controls what and how is said, or the content of the message. The recipient controls what is heard and the feedback given. To encourage good communication, you need to encourage others to speak freely.

Show interest by leaning forward, paying attention, nodding in agreement, taking notes, and so forth. Greet new ideas with interest. Give the individual your undivided attention. Maintain eye contact. Use the individual's name. Smile, relax, and be friendly.

Retrieving Information

Information received may have to be recalled at a later time. There are many different ways to store and retrieve information. Today, we naturally think of computers as a means for storing and retrieving information. The medium is not as important as what your write and how you store the information. You can employ a variety of methods to help you remember details, including note-taking, repeating back, memorization, and mnemonic devices.

Giving Information

When giving information, use all five senses whenever possible. In addition, Speak clearly. Use language that everyone understands. Vary your tone and pace. Move from the general to the specific. Use visuals charts, maps. and diagrams. Eyeball the listener. Encourage two-way flowask questions and get them asking questions of you. Don't pass judgment on the question or the questioner. Use feedback and reflective listening to keep your verbal and non-verbal communication in sync. Take notes of the main ideas and review your notes soon afterwards to make sure they continue to make sense.

2.Knowing and Understanding the Resources of the Group

Sounds like a mouthful, and it is. "Resources of the Group." What are

those?

That's exactly where we want you to start thinking. Because we believe an imaginative leader thinks openly and creatively about resources. They aren't just limited to the physical resources, but include people's skills, attitudes, background. We help individuals learn about member's backgrounds and experiences is an effective technique for bringing a group together and creating commitment to common goals. We teach leaders that the group's ability to recognize and utilized diverse resources tremendously affects what the group can accomplish. When you use the group's resources, you can involve more people in active leadership by giving each a part according to his or her resources. All groups go through the process of uncovering their resources. It's often informal and unstated. We help individuals improve as leaders by bringing this skills to the forefront.

Helping members learn about group resources

This competency enhances the accidental, serendipitous encounter. It provides an informal but recognized stage where group leaders and members can learn about more each other. Our process increases the intensity of the exchanges, promoting honesty and trust. It accelerates the rate at which the group begins to coalesce and develop commitment to a common purpose. Greater productivity and increased quality are the results. As a leader, it is a good idea to introduce activities that help the individuals in the group to become acquainted with one another's skills, knowledge, and abilities. Showing off a school transcript or resume is not what we mean. We challenge individuals and the group to draw on each other for resources and assistance. In this way they get a hands-on experience about exactly what resources are and how to use them!

3.Controlling the Group

This competency enables a learner to: Identify two forces influencing control of the group. List three actions a leader can take that influence the behavior of the group. List three factors influencing a leader's ability to control the group. List three methods a leader can use to recognize and reward member's contributions to the group's tasks and goals. List three methods a leader can use to correct members who are not contributing to the group's tasks and goals. List three methods a leader can use to influence group member's attitudes List three characteristics of a good group facilitator. Name two methods a leader can use to control large groups, or groups of groups.

About Controlling the Group

A group exists for a purpose. Control is the throttle on the group's enginethe energy that gives it direction. As a leader exerts control, he balances whats the group is working towards (its purpose or task) and keeping the group happy and satisfied. Controlling Group Performance is a close companion of the competency
Setting the Example.

Coordinating individual efforts for collective purpose is externally and internally controlled by the leader and each individual. Setting the Example is a personal, internal manner of control that we hope others will model (when it's positive and appropriate).

Control is most often an overt behavior of the leader. There are specific actions a leader can take to exert influence over a group. The leader in a group deploys the people in his patrol in a manner to promote control, breaking up destructive cliques, to encourage greater participation, etc. He stands at certain times to maintain or assert

control. He counsels an individual to help him "set a better example."

4. Counseling

This competency enables the learner to: List five elementary counseling skills. List three reasons to counsel with people. List three ways you know someone might need to talk. List two environmental settings that support a counseling session. Name one reason you should not offer advice. List two circumstances when you must report a person's problems to someone in authority.

About Counseling

Counseling is a private talk with someone that helps the individual with a personal problem. Takes away minor aches and painscommon sense stuff.

What to do until the doctor arriveshelp the person tell you "where it hurts" and send for help. As a leader, people will come to you with problems. Because you are a leader, you will spot people with problems. You can't turn them away or just let them suffer, because the ignored problem, if serious, will almost inevitably become a group problem. Counseling is considered pretty difficult. Professional counselors, like lawyers, bankers, clergymen, vocational counselors, teachers, psychiatrists and others, sometimes spend years learning how to counsel in their fields. People often pay large amounts of money to be counseled.

5.Representing the Group

This competency enables the learner to: List four things you can do to represent a group effectively.

List three reasons representing a group is important. List three competencies important to representing a group. List three things you can do to assess individuals feelings Identify who can perform as a representative of the group.

About Representing the Group

Representing the Group is accurately communicating to non-group members the sum of group members' feelings, ideas, etc., and vice versa. A leader must represent his team on a great variety of issues. Some of these issues and the need for a decision representing group interests will be known in advance; others will not be. Under any circumstances, to faithfully represent the group, you must: Fully understand the nature of the problem.

Know how the decision (if any) was reached and be able to communicate it to others. Accurately and responsibly communicate from and back to the original group. Realize that other groups may derive their entire picture of another group through you, the representative. You must be consistent, possess integrity, and be fair to all parties.

6. Planning

This competency, sometimes also called problemsolving, enables the learner to: List the seven steps of planning. Define each step of the planning process. List three competencies that influence planning. List five resources to be considered when planning. Describe why considering alternatives is an important step. Draw a diagram of the planning process.

List four things to consider when reaching a decision. Describe four reasons to write down your plan. List four standard questions for evaluating a written plan. Name two ways that planning contributes to group success.

About Problem-Solving

Problem-Solving has six "phases": Consider the Task What is the task? Legitimize it. How does it feel? What's the real problem? What's the best/worst/most probable result likely if we solve this problem? Who has ownership? State as a question. Problem as given/Problem as understood (PAG/PAU). Lasso. Is/Is not. Diagram. Analysis

Why is it a problem? (Basic questions). Break it down/component parts. Force Field analysis (forces for sustaining the problem/forces against/restraining the problem). Generalize/exemplify. Ask the Expert. Generate Alternatives Win/Win (consensus) Both/And Build up/synthesize Straw voting Negative voting Focus on Agreements Back off Implementation Concurrent evaluation. Sharing leadership. Keeping group together. Getting the job done. Evaluation Feedback. Strengths/Weaknesses. Improvements.

Feed-forward. Problem-solving. Using specified skills to identify the nature of a given situation or task. Alternative methods for determining the appropriate solution Applying guidelines for analyzing a task or problem in order to solve it.