By

Aastha 08PGHR01
Bhavuk 08PGHR10
Priyanka 08PGHR29
Ruchika 08PGHR38
Sumit 08PGHR52
Vipin 08PGHR56
INTROUCTION
• What is leadership
• Effective leadership
1. Provide encouragement
2. Creativity
3. Think globally
4. Charismatic
• Indispensable elements
1. Sphere of influence
2. Vision to solve
3. Inspire the followers
4. Monitor actions
CHARACTERISTICS OF GOOD
LEADER
Vision
Creativity
Emotional Intelligence
Caring
Courage
Lead by Example
ROLE OF LEADERSHIP
Delegation
Open Communication
Bring Optimism
Inspire and Motivate
Attracting and Retaining Talent
Leadership Style
• Autocratic Leadership Style
• Democratic or Participative Leadership Style
• Laissez Faire Leadership Style
• Transformational Leadership
• Transactional Leadership
• Situational Leadership
• Directing Style
• Coaching Style
• Supporting Style
• Delegating Style
NEED OF LEADERSHIP
DEVELOPMENT
Organizations develop their future leaders from
within
Business and economic climate is more challenging
Competition is global
Most critical resources
WHAT TO DO
Leadership Development Strategy
Leadership Talent Identification
Creating a Culture of Leadership
Leadership Training
Mentoring
Hay Group Survey
• The annual survey of the Top 20 Best Companies
for Leaders
• Considered a total of 790 companies for the
ranking
• 86.1% of respondents feel that the urgency to
develop leaders in their organization has
increased
• The survey identifies seven best practices that are
most effective for leadership development
Results
2007 Top 10 Best Companies for 2006 Top Best Companies For
Leaders Leaders
1 General Electricals General Electricals
2 Procter & Gamble Procter & Gamble
3 Johnson & Johnson Pepsi co
4 Unilever Citigroup
5 Coca Cola Johnson & Johnson
6 Siemens HSBC Holdings
7 Pepsi Co. BASF
8 L’Oreal Home Depot
9 Toyota Motors IBM
10 HP Coca Cola
Best Practices
2007 Best Practices
1. Leadership development opportunities are
made available to managers
2. Managers are held accountable for
creating a work climate that motivates
employees to do their best
3. Training and other activities intended to
help leadership teams work together more
effectively (e.g., team coaching, training
programs for intact teams) are provided
4. Talent management led by an in-depth
analysis of the roles that need to be filled
in the future
5. Leadership training and development
opportunities intended to help leaders
transition into a new roles
6. Working abroad/international experiences
7. External hires participating in formal
orientation programs to prepare them for
leadership positions
2006 Best Practices
1. Having leaders at all levels who focus
on creating a work climate that
motivates employees to perform at
their best.
2. Ensuring that the company makes
leadership development a top priority.
3. Providing training and coaching to
help intact leadership teams, as well as
the individual leaders, work together
more effectively.
4. Rotational job assignments for high
potentials.
5. External leadership development
programs for mid-level managers.
6. Web-based self study leadership
modules for mid-level managers.
7. Executive MBA programs for midlevel
managers.
Interview 1
Mr. XYZ Operation Manager Process (Orange)
Company – Convergys India Ltd
Work-ex - 5 years in GE, 2 Years in Amex now with
Convergys for last 8 months
Scope: To understand the Leadership Development
in GE and to identify the real life challenges faced by
emerging leaders
Leadership development Program
– GE
Stage 1: GE’s Corporate Entry Leadership
Conference
2,000 new hires are brought in from all businesses
to GE’s Crotonville corporate university in New
York
Attendees learn about GE’s global strategy,
competitors and values
Heavy emphasis is put on understanding aspects
of all of GE’s businesses
Transition to Leadership - GE
Stage2: New Manager Development program
Training revolves around easing the transition
from working individually to leading others and
high-performance teams
Emphasis on developing and facilitating the
change process
Provides opportunities for managers to discuss
problems or solutions with peers
Benchmarking the competition: GE
Stage 3: Classroom Interaction
Managers are divided into their particular area of
expertise and placed into classes led by industry
experts
30% of the participating managers in each class
are from outside that specific field of study
The Final Rungs
Management development courses
Business management courses - targeted for
potential general managers and teaches business
and leadership skills needed to compete in a
global environment
Executive Development - only for potential top
managers
In the final stage of the leadership development
process, Crotonville organizes occasional officer
workshops where approximately 20-30 officers
and the chief executive meet to discuss
unresolved company-wide issues. This represents
the pinnacle of the management development
process.
Challenges faced
Challenges faced at lower level
1. Low Confidence level
2. Lack of proper guidance
3. Lack of ownership
4. Lack of exposure
Challenges faced at managerial level
1. Dependency on support functions like HR
2. Motivation of employee
3. Manage aspirations of employees
4. Legitimate use of power
5. Solving cognitive conflict
Leadership development program in BPO’s
Session 1: In this session Team Leads and Managers are
asked to discuss to work upon their interviewing skills
Session 2: Class is divided into two parts ; one of the team
leaders could be picked up as the boss of each of the
groups, they need to make 6 pictorial representations of
the best practices on the floor and depict them
This session help team leaders and managers to know
what they can do to get better scores and what are there
improvement areas, without pointing fingers to anyone of
them
Contd..
Session 3: In this session , team leaders and managers go
through a brainstorming ideas to innovate low cost
incentive plans and each member has to explain his idea
by making presentation and the session concludes with by
ranking the top 3 incentive plans
Session 4: This session a team leader needs to inoculate
leadership qualities within a representative. This would
help the representative to brush his confidence
Session 5: Question and answer
Session 6 : Presentation by training managers
Conclusion
Leadership is about commitment, consensus and
achieving excellence
Effective leaders express dissatisfaction with
statuesque and establish high standards
They must be able to utilize the whole potential
of the organization and must try to build a
learning organization