DEVELOPING LEADERSHIP FOR

TOMORROW
Module-3
FOUR CHALLENGES OF LEADERSHIP
Leaders face challenges: Ramnarayana (2007)

 Leader as cognitive tuner – a leader has to appreciate changes. An

organization may decide to pursue the objective to strengthen interface
management among the key functions for developing new products.
➢ For success of the change effort, employees need behavioral modification;
they need to behave in ways that would be qualitatively different from the
manner in which they are used to. Juniors must be empowered to express
difficulties, talk openly and voice opinions without fear at meetings, go beyond
functional boundaries and act assertively in multiple directions.
➢ On the other hand, seniors have to accept opinions on scrutiny, encourage
juniors and support efforts to modify dysfunctional procedures.
➢ Thus, people at all levels have to tune themselves to suit the organization’s
emerging needs. Obviously, the, mindset changes are the need of the day.
 Leader as a people catalyser – leaders need to mobilize support and the
support should be spontaneous. They must be skilled in initiating dialogues to
both understand prevailing mindsets and make people aware of their
mindsets.
➢ Top mgt. Should not confine themselves within the limited perspective of
education and exhortation.
➢ It is needless to mention that change is a long and difficult journey, and during
this journey, managers need to listen to diverse views, enact the changes in a
variety of settings and keep up the momentum of the change campaign.
➢ .
➢ Leaders are required to build supporting coalitions, evaluate interests of
people in different set-ups, alter people’s incentives for change, frame and
create change messages in a way that evokes support, institute a process
that is open and transparent
 Leader as system architect – as a systems architect, leaders create
cross-functional linkages in the organization, create new routines for
improvement and execute change..
➢ A leadership challenge is to facilitate modification of mindsets by attending
to four requirements – exposing people to alternative perspectives,
enabling people from different functions to work together, identifying and
removing roadblocks to modify existing routines and creating new routines
to focus the organization’s attention on continuous improvement.
➢ Leadership is essential to establish contexts that facilitate these four
requirements.
➢ This is achieved through the creation of an appropriate architecture made
up of roles, responsibilities, system and procedures.
 Leader as efficacy builder – a leader has to build change capacity.
Following the liberalization process, Indian organizations are also
operating in a global village.
 In the changing business scenario, to cope with the changes, a leaders
has to ultimately build change capacity.
 It is leadership shown by leaders that can make impossible things
possible.
 An effective leader understands his/her strengths and limitations and
team up with leaders having complementary strengths so that the
leadership team can all the four roles.
LEADER DEVELOPMENT

Leader development is essential as

 Leaders make differences

 Leaders have to perform different roles
 Leaders to face challenges
LEADER QUALITIES

1. Integrity - Full devotion to the highest personal and

professional standards.
2. Loyalty - Faithfulness to superiors, peers, and
subordinate, and above all to the organization.
3. Commitment - Attachment and dedication to duty to
achieve team goals, and purpose of the organization to
the maximum extent.
LEADER QUALITIES
4. Energy - Enthusiasm, enterprise, and drive to take
initiative.
5. Decisiveness - Willingness to act and courage to
decide.
6. Selflessness - Preparedness to sacrifice personal
objectives and gains for a larger purpose of the
organization.
 LEADER PROFILES
A leader has to
 Show concern for excellence
 Lay emphasis on creativity and innovation
 Push benchmarks and set trends
 Pursue boundary management
 Be visionary to see the future
 Build network and culture
 Mentor and counsel
 Multiply through empowerment
 DISTINGUISHING LEADER QUALITIES

Organizations excel through leader qualities

 Internality
 Creativity
 Humility
 Values
 Networking
 INTERNALITY

 Grand vision - by virtue of which a leader can devise

strategies and prioritize
 Internality – helps a leader make people want to do
what he wants them to do
 Optimism - Optimism leads a person to effectiveness
in any sphere of work life
 Professional will fetches effectiveness
 CREATIVITY
 Creativity drives the generation of ideas
 Creativity is ability to discover new relationships
and ideas
 A person needs opportunity to be creative
 Apply creative potential in work area
 Creativity must be followed by innovation
 Innovation is practical implementation of the ideas
in the workplace
 HUMILITY

 Humility means humbleness, modesty

 Refers to unassuming nature of person
 It comprises
✓ Self-restraint
✓ Empowerment
✓ Culture building
 SELF-RESTRAINT
 Key characteristics of most successful leaders
 A part of ethos of most Asian cultures
 A tendency to postpone gratification, satisfaction
 Leads to achieve long-term goal
 It is of vital importance to be rewarded with success
 EMPOWERMENT

 A process of passing authority & responsibility to

juniors
 Ensures greater degree involvement & higher
degree of responsibility
 To verify that junior has right mix of
✓ Information and knowledge
✓ Power and reward
 CULTURE BUILDING
 Culture is an organization’s environment
 Employees can breathe without trouble
 See innovative ways of doing work
 Freely exchange ideas
 View the positive aspects - not the negative
 Learn from experiences
 Feel to stay and work forgetting to go home
It is the moral responsibility of leaders to
develop an enabling and empowering culture
 VALUES

Organizations to day need value based leadership;

value incorporates four characteristics
1. Value orientation

2. Ethics

3. People first

4. Social concern
 VALUE ORIENTATION
Components of value orientation
 Personal integrity
 Sense of equity and justice
 Ethics at the core
Effective leaders lay much emphasis on values
 Place high values on empowerment,
participation and involvement, and sharing
of credits and gains
 They discuss ‘failure stories’ for learning
and share success to enthuse others
 ETHICS AND VALUES

 Ethics are moral values, code, and principles

 People appreciate with time. This justifies - ‘People
first’
 Social concern emphasises discharging of corporate
social responsibility
 NETWORKING

Networking is building bridges of relationship

It has four characteristics
 Communication
 Networking competence
 Synergy building
 Customer orientation
 NETWORKING CHARACTERISTICS
 Communication - All messages must reach the
targets without any absorption
 Networking competence - networking with key
individuals and strategic groups outside
 Synergy building – to promote working in teams
 Customer orientation – translating ‘voices’ into
actions through design parameters
 NEED FOR LEADERSHIP DEVELOPMENT
1. Customers today are cost-sensitive and quality
conscious
2. High attrition, careerism, and declining employee
morale and loyalty
3. Decreasing organizational citizenship behaviours
4. Rapid changes are taking place in the technological
and industrial scenario
 NEED FOR LEADERSHIP DEVELOPMENT
5. Problems faced by managers arising out of
✓ Automation
✓ Intense market competition
✓ Growth of new markets
✓ Rising customer consciousness
✓ Enhanced labour participation
 NEED FOR LEADERSHIP DEVELOPMENT
6. Leaders are increasingly recognizing the company’s
social & public responsibility
7. Size and complexity of the organizing are ever
increasing.
8. Labour union management relations are becoming
more and more intricate.
9. The socio-economic forces, effective market forces,
changes in public policy and concepts of social, etc.
 CONCEPTS OF LEADER DEVELOPMENT
 An executive needs development throughout
his work life
 Gap exists a between ‘required performance
level’ and the ‘capacity’
 Knowledge/skill must be filled in
 Some personal variables (age, habits, level of
motivation, etc.) retard the individual
growth
 Involvement and participation are
inescapable for growth
 LEADERSHIP DEVELOPMENT OBJECTIVES
 To provide the organization required
numbers of leaders
 To supply ability to meet the present &
future organizational needs
 To instil leader capabilities among the
managers
 To sustain good performance & gain
competence
 To enhance
✓ Sense of self-dependency
✓ Achievement
✓ Affiliation to team members
 LEADERSHIP DEVELOPMENT TECHNIQUES
The techniques lay emphasis
 Not on the skill
 On the capacity of handling complex situations
 Dealing with tough-minded & negative persons
 Solving managerial problems
 LEADERSHIP DEVELOPMENT TECHNIQUES
Generally used techniques are
 Creation of ‘Assistant to’ position
 Making member of junior boards of management
 Coaching and counselling
 Syndicate
 ROLE OF CRUCIBLES
❑ Bennis and Thomas (2002) use the term ‘Crucibles’ and defined it as follows:
➢‘Crucibles refers to an experiential dimension in the lives of all the leaders – an intense,
transformational experience that set them on the road to where they are now’.
❑ Four major types of crucibles are:

 Mentoring relationships – have always been found to influence and develop

leadership in their protégé's or mentees.
➢Some mentors attract mentees when the process of mentoring happens automatically.
This is called as natural mentoring.
➢In many cases, organizations, in a planned way, select employees to be mentored by one
senior, which is termed as ‘planned mentoring’.
➢In the knowledge industry, often a younger person mentors an elder person and this is
termed as ‘reverse mentoring’.
➢Mentors offer valuable advice to protege, develop work leadership and help them to
advance in their professional career.
 Enforced reflection – this crucible refers to an opportunity for both exploration and
reflection, found in such events as going away to a school or to an ashram.
➢Through these crucibles, individuals learn preparedness – an alertness to the rich signals
that surround them- and a willingness to experiment in the interest of advancing self-
knowledge and by extension, knowledge of the world around them.
 Experiencing a new world – leaders demonstrate a remarkable capacity not only to
survive in new situations, but also to derive profound insights from them.
➢For example, for Mahatma Gandhi, the crucible experience was his stay in South Africa.
 Disruption and loss –
➢Personal loss of a parent, a grown child, bankruptcy, failure in an important assignment or
undertaking, marriage of a girl whom one loves very much, cheating by a wife or any
similar loss or a defeat can stimulate a search for greater understanding of self and
relationships, a striving to explore, venturing into problem-solving and larger webs of
affiliation.
a) Crucibles can be positive or negative.

b) A leader should react to crucibles in a positive and help his followers likewise.
 DEVELOPMENTAL MECHANISMS
Leadership Developmental Mechanisms

 Recruitment
 Training
 Delegation
 360-degree appraisal
 Mentoring
 RSDQ MODEL
RSDQ stands for

 Role
 Style
 Delegation
 Quality
 RSDQ - ROLES
Extent to which the individual plays
 Leadership roles and activities
 Managerial roles and activities

Every manager perform

 Transformation roles (leadership roles)
 Transactional roles (managerial)
 RSDQ - ROLES
Some of the roles managers perform are
1. Articulating and communicating vision and values
2. Formulating long term policies and strategies
3. Introducing and managing new technology and
systems
4. Inspiring, developing, and motivating juniors
 RSDQ - ROLES
5. Managing juniors and colleagues
6. Working with seniors
7. Culture building
8. Internal customer management
9. External customer management
10. Managing unions and associations
 RSDQ - STYLE
Styles may be

 Benevolent or Paternalistic leadership style

 Critical leadership style
 Developmental leadership style
 RSDQ - DELEGATION
 An important part of a senior executive’s
effectiveness
 Offloads self to divert the time to perform creative
higher order tasks
 Delegation helps developing juniors’ decision-making
skills
 A critical variable of leadership
 A determinant of managerial effectiveness
 RSDQ - QUALITY
 Managers should gain and exhibit qualities of world-
class managers
 Qualities not only affect effectiveness
 Qualities produce impacts on the leadership style
 CHALLENGES TO ORGANIZATIONS
 Converting excellent managers to leaders
 Creating a global leadership pool
 Developing talents
 Talents to bubble up from bottom to top
 The need is flexibility-culturally and in working
methods
 Talents development needs managing expectation
LEADERSHIP PASSAGES
 Passage One: From Managing self to Managing
Others
 Passage Two: From Managing Others to
Managing Managers
 Passage Three: From Managing Managers to
Functional Manager
 Passage Four: From Functional Manager to
Business Manager
 Passage Five: From Business Manager to Group
Manager
 Passage Six: From group Manager to Enterprise
Manager