DIFFERENT STROKES

FOR DIFFERENT FOLKS

SITUATIONAL LEADERSHIP!

1
WHAT IS ESSENTIAL FOR SUCCESS
IN ALL FUNCTIONS AND
AT ALL LEVELS ?

1) INNOVATION
2) PRODUCTIVITY ( QUANTITY, QUALITY )
3) LEADERSHIP

2
 BEFORE I BEGIN…
CHALLENGE YOU TO
–STRIVE FOR A LIFE OF EXCELLENCE
–BECOME ALL THAT YOU ARE CAPABLE OF BECOMING

BUT I MUST… CAUTION YOU THAT

– EXCELLENCE IS NOT FOR EVERYONE
– NOR IT IS RESERVED FOR A SPECIAL FEW.

4
“HE WHO WOULD ACCOMPLISH
LITTLE MUST SACRIFICE LITTLE;
HE WHO WOULD ACHIEVE MUCH
MUST SACRIFICE MUCH;
HE WHO WOULD ATTAIN HIGHLY
MUST SACRIFICE GREATLY.”

5
 WHAT IS EXCELLENCE
TO YOU?

WHO DO YOU THINK OF WHEN YOU THINK

OF PEOPLE THAT YOU FEEL EMBODIED
THE TRUE MEANING OF EXCELLENCE…

6
 WHAT IS A LEADER?
• ONE WHO CAN INFLUENCE OTHERS, MENTALLY
AND EMOTIONALLY, TO MOVE IN THE DIRECTION
WANTED BY THE LEADER AND ACHIEVE MUTUALLY
AGREED SMART AND PURE GOALS. SPARK PLUG.
• ONE WHO ALSO HAS A VISION.MENTAL IMAGE OF
THE FUTURE POSSIBLE STATE OF THE COMPANY
OR OF EACH TEAM MEMBER.
• MANY PEOPLE ARE “ADMINISTERED”, NOT LED.
THUS, THEIR SUPERIORS ARE ADMINISTRATORS
BUT NOT LEADERS.

7
 WHAT IS A LEADER?
• FUNDAMENTALS OF WHAT SALES LEADERS DO,
– HAVE CLEAR GOALS.
– DO NOT JUST MAKE PEOPLE DO THINGS, THEY
GET PEOPLE TO ACTUALLY WANT TO DO THEM OF
THEIR OWN ACCORD.
– INSPIRITIONAL QUALITY IN THE WAY LEADERS
DEAL WITH THEIR TEAM.
• SALES LEADERS MUST PROVIDE PEOPLE BOTH
MATERIAL AND EMOTIONAL WELL-BEING.
– HE MUST GIVE HIS STAFF OPPORTUNITY AND
MEANS FOR HANDSOME EARNING.
– MUST MAKE PEOPLE FEEL GOOD ABOUT
THEMSELVES.
8
 LEADING AND MANAGING
• LEADING IS NOT THE SAME AS MANAGING. LEADING
IS ONE OF THE PHASES OF MANAGEMENT.
• MANAGING IS MUCH BROADER IN SCOPE AND IT
FOCUSES ON NON-HUMAN AS WELL AS HUMAN
ISSUES OF MANAGEMENT.
• LEADING EMPHASIZES MAINLY ON HUMAN ISSUES.
LEADERS ARE PEOPLE-FOCUSED. NOT ALL
LEADERS ARE GOOD MANAGERS.
• LIKEWISE, NOT ALL MANAGERS ARE GOOD LEADERS.
BUT EFFECTIVE AND EFFICIENT MANAGERS
(OUTSTANDING MANAGERS) ARE ALSO GOOD
LEADERS.
9
 SOURCES OF LEADERSHIP
FOUR SOURCES OF LEADERSHIP:
1. PERSONAL QUALITIES
2. TREATING STAFF
3. POSITOIN WITHIN THE ORGANIZATION
4. WAYS OF WORKING
PERSONAL QUALITIES:
- NO TWO LEADERS ARE THE SAME
- ALEXANDER THE GREAT, NAPOLEON BONAPARTE,
HENRY FORD, LEE IACOCCA ARE NOT AVERAGE
PEOPLE

10
 PERSONAL QUALITIES
OF A LEADER

CERTAIN PERSONAL QUALITIES MOST LEADERS

HAVE IN COMMON

11
MAJOR QUALITIES OF A LEADER

1) HAS VISION, PEOPLE AND CLEAR GOAL

ORIENTED / DRIVEN. ABLE TO CONVEY TO
HIS TEAM AND STICK THROUGH ADVERSITY.
2) ROLE MODEL, SUPERIOR PERFORMER,
PROBLEM SOLVER.
3) MENTALLY AND PHYSICALLY ENERGETIC.
4) PLEASANT PERSONALITY, REMAINS CALM.

12
 MAJOR QUALITIES OF A LEADER

5) GOOD COMMUNICATION SKILLS, GOOD

LISTENER
6) THINKS POSITIVELY, COURAGEOUS, TAKES
RISK, DETERMINED AND DECISIVE.
7) HAS CONCEPTUAL SKILLS
8) HAS GOOD INTERPERSONAL SKILLS
9) CREATES +VE WORKING ENVIRONMENT.
10) HAS GOOD UNDERSTANDING OF HIS PEOPLE

13
MAJOR QUALITIES OF A LEADER
11) OFTEN INVOLVES SUBORDINATES IN DECISIONS.
KEEPS THEM WELL INFORM. TEAM BUILDER
12) EMPOWERMENT OF EMPLOYEES
13) DELEGATES
14) HAS MUTUAL RESPECT, TRUST AND CONFIDENCE

14
MAJOR QUALITIES OF A LEADER
15) FAIR IN DEALINGS. PROMOTES A FEELING
OF SECURITY IN TEAM
16) GIVES RECOGNITION / REWARD
17) TAKES BOTH RESPONSIBILITIES AND
CONSEQUENCES / FEELS ACCOUNTABLE
18) RESOURCEFUL, GOOD NETWORKING

15
MAJOR QUALITIES OF A LEADER
19) HAS A SENSE OF HUMOR
20) HAS STRONG CHARACETER
21) ABLE TO INSPIRE PEOPLE TO BELIEVE IN
HIMSELF AND HIS GOALS.ABILITY TO INSPIRE
LARGELY DEPEND UPON THE ABILIT TO
CONVEY LEADER’S OWN ENTHUSIASM IN AN
UNDERSTANDABLE MANNER
22) TENDENCY TO WORK HARD AS NO ONE WILL
WORK HARDER THAN THE LEADER. MUST SET
AN EXAMPLE
23) POSITIVE & OPTIMISTIC ATTITUDE

16
MAJOR QUALITIES OF A LEADER
24) SHOWS UNSELFISHNESS. NEVER PUT HIS OWN
SELFISH NEEDS OVER THOSE OF THE TEAM.
25) USES WISDOM.
26) HAS AN EXCELLENT MEMORY. MUST KNOW DETAILS
ABOUT EACH PERSON’S WORK. NOT EASY TO
MISLEAD.
27) GIVES ATTENTION TO DETAILS. STAFF WILL SEE
THEIR MISTAKES.
28) INDIFFERENT TO POPULARITY AND NEVER MAKE A
BAD DECISION JUST TO WIN FAVOUR.

17
MAJOR QUALITIES OF A LEADER
29) HAS ABILITY TO USE POWER WISELY AND
GIVES RESPECT TO PEOPLE HE LEADS. FEELS
HAPPY TO DELEGATE POWER AND
RESPONSIBILITY WHEN APPROPRIATE
30) DEMONSTRATES CONSISTENCY
31) IS SINGLE-MINDED, BUT ALSO WILLING TO
ADAPT AND CHANGE. NEVER GIVES UP AS
LONG AS HE HAS CHANCE OF WINNING.

18
EVERYONE IS A POTENTIAL
TOP PERFORMER

SOME PEOPLE JUST NEED

A LITTLE HELP ALONG THE WAY

19
HELP PEOPLE REACH
THEIR FULL POTENTIAL

CATCH THEM DOING

SOMETHING RIGHT

20
THE BEST MINUTE
I SPEND
IS THE ONE
I INVEST
IN PEOPLE

21
 TREATING STAFF
• A SALES LEADERSHIP IS ESSENTIALLY A
LEADERSHIP OF PEOPLE
• IF A PERSON CANNOT WORK WITH PEOPLE, HE
WILL FAIL
– SALES LEADER MUST UNDERSTAND HIS
PEOPLE, HOW TO INSPIRE THEM, HOW TO
DISCIPLINE THEM, AND HOW TO HELP THEM

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 ELEVEN FUNDAMENTAL
PRINCIPLES OF HANDLING
PEOPLE

23
 HANDLING PEOPLE BY A LEADER
• DEALING WITH PEOPLE :
- SUBORDINATES
- PEERS AND
- SUPERIORS
IS PROBABLY THE BIGGEST CHALLENGE FOR A SALES
MANAGER. WHY?
PEOPLE ARE LIVING CREATURES OF EMOTIONS.
• RESEARCH HAS SHOWN THAT, IN ALL BUSINESS
FUNCTIONS, 15% OF A SALES LEADER’S SUCCESS IS DUE
TO HIS SPECIALIZED FUNCTIONAL (TECHNICAL)
KNOWLEDGE AND 85% IS DUE TO HUMAN SKILLS AND
FOLLOWING THE PRINCIPLES OF HANDLING PEOPLE.

24
 ELEVEN FUNDAMENTAL PRINCIPLES
OF HANDLING PEOPLE
1) HAVE TRUST AND CONFIDENCE, GIVE RESPECT TO
YOUR SUBORDINATES.
2) SMILE
PEOPLE WHO SMILE, THEY MANAGE, TEACH AND
SELL BETTER.
A) IT COSTS NOTHING
B) IT CREATES A POSITIVE FELLING IN
OTHERS.
C) IT OCCURS IN A FLASH BUT ITS MEMORY
LASTS LONG.
3) BE A GOOD LISTENER

25
 ELEVEN FUNDAMENTAL PRINCIPLES
OF HANDLING PEOPLE
4) GIVE HONEST AND SINCERE APPRECIATION.
SINCERE APPRECIATION COMES FROM HEART.
WHY GIVE SINCERE APPRECIATION?
A) TO MAKE A PERSON REPEAT GOOD
BEHAVIOUR OR PERFORMANCE
B) TO CREATE A FEELING OF IMPORTANCE

26
ELEVEN FUNDAMENTAL PRINCIPLES
OF HANDLING PEOPLE
• APPRECIATION IS HIGHLY NEGLECTED. MANY
MANAGERS DO THE OPPOSITE.
A) IF THEY DO NOT LIKE A THING / BEHAVIOUR,
THEY CRITICIZE THE SUBORDINATE.
B) IF THEY DO LIKE IT, THEY SAY NOTHING.
• HONEST AND SINCERE APPRECIATION IS NOT
FLATTERY. FLATTERY IS:
I) INSINCERE AND SELFISH. DOES NOT COME
FROM THE HEART, IT COMES FROM THE MOUTH.
II) UNIVERSALLY CONDEMNED, NOT ADMIRED.

27
 ELEVEN FUNDAMENTAL PRINCIPLES
OF HANDLING PEOPLE
5) DO NOT CRITICIZE OR CONDEMN SUBORDINATES. WHY?
A) CRITICISM PUTS A PERSON ON DEFENSE AND HE
STRIVES TO JUSTIFY HIMSELF.
B) DEMORALIZES EMPLOYEES, KILLS AMBITION.
C) BEEHIVE IS DESTROYED
6) CORRECT SUBORDINATE’S MISTAKES THROUGH NEUTRAL
COMMENTS.
7) TALK FROM OTHER PERSON’S POINT OF VIEW.
HIS INTEREST, MOTIVE, PROBLEM ETC.
8) SHOW GENUINE INTEREST IN DEVELOPING SUBORDINATES.
THEY WILL GIVE YOU LOVE, HARD WORK AND RESULTS.

28
 ELEVEN FUNDAMENTAL PRINCIPLES
OF HANDLING PEOPLE
9) AVOID ARGUMENTS. RESPECT OTHERS’ OPINION
AND NEVER SAY, “YOU ARE WRONG”
10) IF YOU ARE WRONG, ADMIT IT QUICKLY.
11) SET MUTUALLY AGREED SMART AND PURE
GOALS.

29
DEVELOPING RIGHT RELATIONSHIP
• SALES LEADER SHOULD BE FAMILIAR WITH HIS
STAFF TO LAUGH, JOKE, AND CAJOLE INFORMALLY
BUT
• FAMILIARITY MUST NOT PREVENT HIM LAYING
DOWN THE LAW WHENEVER NECESSARY
• NEVER APOLOGIZE FOR YOUR ACTIONS. WHY?
• THIS WILL ENCOURAGE STAFF TO QUESTION YOUR
AUTHORITY. ALWAYS GIVE REASONS FOR ACTIONS

30
INTERPERSONAL SKILLS

31
 INTERPERSONAL SKILLS
• ABILITIES NEEDED TO WORK WELL AND
GET ALONG WITH PEOPLE OF DIVERSE
NATURE, BOTH AS A MEMBER AND AS A
LEADER OF THE GROUP

32
INTERPERSONAL SKILLS

SUBORDINATES
MANAGER / OF DIVERSE
LEADER NATURE

33
 INTERPERSONAL SKILLS
• THE PRINCIPLE GOVERNING THE NEED
FOR INTERPERSONAL & COMMUNICATION
SKILLS IS:
THE MORE TIME A MANAGER OR A PERSON
SPENDS WITH PEOPLE, THE MORE HE NEEDS.
INTERPERSONAL AND COMMUNICATION SKILLS
• EXTREMELY IMPORTANT AT ALL LEVELS OF
MANAGEMENT.

34
 INTERPERSONAL SKILLS
• MAJOR INTERPERSONAL SKILLS ABILITY TO :
1. CREATE POSITIVE WORKING OR LEARNING
ENVIRONMENT
2. SHARE INFORMATION
3. ENCOURAGE SUCCESS
4. MOTIVATE SUBORDINATES
5. REMOVE GRIEVANCES AND FAILURES
6. CREATE TEAM-SPIRIT AMONG PEOPLE OF DIVERSE
NATURE
7. GET ALONG WITH OTHERS, BOTH AS MEMBER AND
AS A LEADER
8. CONVINCE OTHERS

35
POSITIVE LEARNING / WORKING
ENVIRONMENT
AN ENVIRONMENT WHICH ENCOURAGES:
a) LEARNING
b) PERFORMANCE IMPROVEMENT
c) FREE EXCHANGE OF IDEAS
d) OFFERS HELP
e) NO THREATS BY A SENIOR

36
POSITION WITHIN THE ORGANIZATION
EFFECTIVE LEADERSHIP REQUIRES SUFFICIENT
AUTHORITY, POWER, PRESTIGE, AND FREEDOM OF ACTION
WITHIN ORGANIZATION.THE KEY AREAS IN WHICH A SALES
MANAGER SHOULD HAVE RESPONSIBILITY ARE:
1. RECRUITMENT AND DISMISSAL
2. PAY REVIEWS
3. PROMOTIONS
4. DISCIPLINE
5. SETTING INDIVIDUAL PERFORMANCE GOALS
6. ORGANIZING TRAINING
7. ESTABLISHING AND DEFINING WORKING PRACTICES

37
POSITION WITHIN THE ORGANIZATION
STICK AND CARROT RULE

STICK RULE:
1. DISCIPLINE
2. NO PROMOTION
3. DISPLEASURE
4. SUBORDINATE’S POOR PERFORMANCE

38
 POSITION WITHIN THE
ORGANIZATION
CARROT RULE:
1. PROMOTION
2. PAY REVIEW
3. GOODWILL
4. SUBORDINATE’S IMPROVED PERFORMANCE

IF YOUR SUBORDINATES DO NOT CARE ABOUT

PLEASING OR DISPLEASING YOU, OR DO NOT THINK
YOUR ADVICE WILL IMPROVE THEIR PERFORMANCE,
THEY WILL NOT LISTEN TO YOU

39
 POSITION WITHIN THE
ORGANIZATION
• SUBORDINATES MUST KNOW:
– THEY WERE RECRUITED ON YOUR SAY-SO
– THEY WILL PROGRESS ON YOUR SAY-SO
– THEY WILL BE DISMISSED ON YOUR SAY-SO

IF PEOPLE DO NOT SEE YOU RESPONSIBLE, THEY

MAY SEE THE PEOPLE WHO ARE RESPONSIBLE FOR
THEM AND NOT YOU

40
 POSITION WITHIN THE
ORGANIZATION
• A SALES LEADER IS MASTER OF HIS OWN
HOUSE
• MUST RESPOND QUICKLY TO CHANGING
CIRCUMSTANCES (WITHIN THE TEAM OR IN THE
MARKET) AS HE SEES FIT
• IF HE HAS TO REFER EVERY DECISION UP THE
LINE, SUBORDINATE WILL BE DEMORALIZED OR
LOSE RESPECT FOR THE SALES LEADER

41
 WAYS OF WORKING
PUTTING THINGS INTO PRACTICE THROUGH
1. TIME MANAGEMENT
2. ORGANIZATION
3. APPEARANCE
4. EFFICIENCY

42
 WAYS OF WORKING
1. TIME MANAGEMENT:
TIME IS MOST VALUABLE PERSONAL RESOURCE
SO USE IT, DO NOT LOSE IT
TIPS FOR TIME MANAGEMENT:
– 1. PLAN YOUR DAY THE NIGHT BEFORE AND
PREPARE A LIST OF THINGS TO DO

43
 WAYS OF WORKING
2. RE-PLAN YOUR WORK EACH MORNING:
• MAKE CHANGES IN THE LIGHT OF
THE NEW DAY

3. PRIORITIZE YOUR WORK:

• TASKS SHOULD BE PRIORITIZED
ACCORDING TO
• IMPORTANCE
• URGENCY

44
 WAYS OF WORKING

HIGH CAN WAIT MUST BE DONE

IMPORTANCE

QUIT WOULD LIKE TO DO

LOW

LOW HIGH
URGENCY

45
 WAYS OF WORKING
2. ORGANIZATION:
• VITAL FOR SUCCESS
• IF YOU ARE DISORGANIZED, YOUR STAFF WILL ALSO BE
DISORGANIZED
• LESS CHANCES OF MAKING MISTAKES AND MISS
OPPORTUNITIES AND LOSING IMPORTANT INFORMATION
• ENSURES DEADLINES TO BE MET
• RECORD KEEPING GREATLY HELPS IN ORGANIZATION
SUCH AS:
- PERFORMANCE FEEDBACK, CAREER DISCUSSIONS,
REWARDS, DISCIPLINARY NOTES, PROMISES

46
 WAYS OF WORKING
• BASE DECISIONS AND ACTIONS ON RECORDS,
FIGURES AND DATA.
• NEVER GUESS
• SOLUTION OF PROBLEM LIES IN DETAILS, NOT IN
GENERALIZATION

47
 DIFFERENT STROKES
FOR DIFFERENT SUBORDINATES

48
 COMPETENCE AND COMMITMENT
COMPETENCE / ABILITY
RELEVANT EDUCATION, KNOWLEDGE AND SKILLS
NEEDED TO DO A SPECIFIC JOB-RELATED TASK.

• COMMITMENT:
• WILLINGNESS TO ACCEPT THE TASK AND HAVING
NEEDED CONFIDENCE TO DO A SPECIFIC JOB-
REALTED TASK.

49
 SUBORDINATE’S FOUR TASK-RELEVANT
DEVELOPMENT OR READINESS LEVELS
DEVELOPMENT OR READINESS LEVEL WITH RESPECT TO A
SPECIFIC TASK, IS A COMBINATION OF COMPETENCE AND
COMMITMENT

HIGH HIGH SOME LOW

COMPETENCE COMPETENCE COMPETENCE COMPETENCE

• • • •
HIGH VARIABLE LOW LOW
COMMITMENT COMMITMENT COMMITMENT COMMITMENT
D4 / R4 D3 / R3 D2 / R2 D1 / R1

DEVELOPED DEVELOPING
50
 EMPLOYEE ANALYSIS
• AMIR HAS WORKED WITH YOU FOR SIX MONTHS.
HE IS ABLE TO DO SOME JOB-RELATED TASKS
WELL BUT SEEMS TO BE WEEK ON OTHER JOB-
RELATED TASKS. HE FEELS THAT HE IS NOT
LEARNING THE TOTAL JOB QUICKLY ENOUGH.

_________________ COMPETENCE

_________________ COMMITMENT

________________ DEVELOPMENT LEVEL

51
 EMPLOYEE ANALYSIS
• KASHIF IS A NEW EMPLOYEE IN YOUR TEAM. HE
HAS BEEN ANXIOUS TO JOIN YOU FOR A LONG
TIME BUT THIS POSITION OPENED UP RECENTLY.
HE HAS LITTLE JOB-RELATED SKILLS.

_________________ COMPETENCE

_________________ COMMITMENT

_________________ DEVELOPMENT LEVEL

52
 EMPLOYEE ANALYSIS
• SHAHID, IS A SENIOR MEMBER OF YOUR TEAM,
WORKS WELL ON HIS OWN. HE KNOWS JUST
WHAT TO DO AT THE RIGHT TIME. HE HELPS
OTHERS LEARN AND ADDS TO THE SUCCESS OF
THE TEAM.

_______________ COMPETENCE

_______________ COMMITMENT

_______________ DEVELOPMENT LEVEL

53
 EMPLOYEE ANALYSIS
• SAQIB KNOWS THE SKILLS NEEDED FOR THE JOB.
THUS, HE CAN MANAGE ALL JOB-RELATED TASKS
BUT SOMETIMES HE THINKS HE CANNOT REALLY
MAKE THINGS HAPPEN.

_________________ COMPETENCE

_________________ COMMITMENT

________________ DEVELOPMENT LEVEL

54
 EMPLOYEE ANALYSIS
• YOUR SUBORDINATE MR. __________________

• SPECIFIC JOB-RELATED TASK __________________

_______________ COMPETENCE
_______________ COMMITMENT
_______________ DEVELOPMENT LEVEL

• WHICH ACTIONS WOULD YOU TAKE TO MOVE THE

SUBORDINATE TOWARDS HIGH COMPETENCE /
COMMITMENT.

COMPETENCE
___________________________________
COMMITMENT 55
___________________________________
 LEADERSHIP STYLE
IS A COMBINATION OF
A) DIRECTIVE BEHAVIOUR OF THE LEADER
• INVOLVES:
• - CLEARLY TELLING THE SUBORDINATE WHAT TO
DO?
- HOW TO DO IT? WORK METHODS
- WHERE TO DO?
- WHEN TO DO AND COMPLETE IT?
- AND THEN CLOSELY SUPERVISING AND
EVALUATING HIS PERFORMANCE AGAINST THE
YARDSTICK SET BY THE LEADER.

56
 LEADERSHIP STYLE
IS A COMBINATION OF
B) SUPPORTIVE BEHAVIOUR OF THE
LEADER INVOLVES:
- LISTENING TO THE SUBORDINATE,
PROVIDING SUPPORT,ENABLERS AND
ENCOURAGEMENT FOR HIS EFFORTS
- ENSURING HIS INVOLVEMENT IN
PROBLEM SOLVING AND DECISION
MAKING.

57
 LEADERSHIP STYLES
HIGH HIGH SUPPORTIVE & HIGH DIRECTIVE &
LOW DIRECTIVE HIGH SUPPORTIVE
BEHAVIOUR BEHAVIOUR
S3 S2
PARTICIPATING SELLING
BEHAVIOUR
SUPPORTIVE

SUPPORTING COACHING

LOW SUPPORTIVE & HIGH DIRECTIVE &

LOW DIRECTIVE LOW SUPPORTIVE
BEHAVIOUR BEHAVIOUR
S4 S1
DELEGATING TELLING DIRECTING

LOW DIRECTIVE BEHAVIOUR HIGH

58
SITUATIONAL LEADERSHIP
THE FOUR LEADERSHIP STYLES
HIGH SUPPORTIVE & HIGH DIRECTIVE &
HIGH
LOW DIRECTIVE HIGH SUPPORTIVE
BEHAVIOUR BEHAVIOUR

S3 S2
BEHAVIOUR
SUPPORTIVE

PARTICIPATING SELLING
SUPPORTING COACHING

LOW SUPPORTIVE & HIGH DIRECTIVE &

LOW DIRECTIVE LOW SUPPORTIVE
BEHAVIOUR BEHAVIOUR

S4 S1
DELEGATING TELLING DIRECTING
LOW
DIRECTIVE BEHAVIOUR HIGH
D4 / R4 D3 / R3 D2 / R2 D1 / R1 59
 LEADERSHIP STYLES
THE DIRECTING LEADERSHIP STYLE:

• SETS GOALS
• DECIDES A PLAN OF ACTIONS, WORK
METHODS OR SOLUTIONS
• GIVES SPECIFIC DIRECTIONS
• CLOSELY SUPERVISES AND EVALUATES
SUBORDINATE’S WORK AGAINST YARDSTICK
SET BY HIM
• ANNOUNCES DECISIONS

60
 LEADERSHIP STYLES

THE COACHING LEADERSHIP STYLE

SETS GOAL:
• DEVELOPS A PLAN OF ACTIONS, WORK
METHODS OR SOLUTIONS
• BUT MAKES FINAL DECISION ABOUT GOALS,
ACTIONS OR SOLUTIONS AFTER HEARING
THE SUBORDINATE’S IDEAS, OPINIONS AND
FEELINGS

61
 LEADERSHIP STYLES
THE COACHING LEADERSHIP STYLE:

• PRAISES SUBORDINATE’S EFFORTS

• CONTINUES TO GIVE SPECIFIC DIRECTIONS
• CLOSELY SUPERVISES AND EVALUATES
SUBORDINATE’S WORK
• EXPLAIN DECISIONS TO THE SUBORDINATE
AND ASK FOR HIS IDEAS

62
 LEADERSHIP STYLES
THE SUPPORTING
LEADERSHIP STYLE
- SUPPORTS THE SUBORDINATE IN PROBLEM
SOLVING AND IN GOAL SETTING
- HELPS THE SUBORDINATE IN DEFINING THE
PLAN OF ACTIONS, SOLUTIONS ETC.
- PROVIDES SUPPORT, RESOURCES AND
IDEAS IF REQUESTED

63
 LEADERSHIP STYLES
THE SUPPORTING LEADERSHIP STYLE:

- PRAISES SUBORDINATE’S WORK EFFORTS

- LISTENS TO THE SUBORDINATE AND GUIDES
HIM AS HE MAKES DECISIONS
- EVALUATES A SUBORDINATE’S WORK WITH HIM
- ALLOWS THE SUBORDINATE TO MAKE HIS OWN
DECISIONS

64
 LEADERSHIP STYLES
THE DELEGATING LEADERSHIP STYLE:

• ALLOWS THE SUBORDINATE TO SET HIS GOALS OR

IDENTIFY HIS PROBLEMS
• ALLOWS THE SUBORDINATE TO MAKE HIS OWN PLAN
OF ACTIONS OR SOLUTIONS
• ACCEPTS EMPLOYEES DECISION
• LETS EMPLOYEE MONITOR AND EVALUATE HIS OWN
WORK
• LETS EMPLOYEE TAKE CREDIT AND FEEL SELF
SATISFACTION OF HIS WORK
• PROVIDES SUPPORT, RESOURCES AND IDEAS IF
REQUESTED

65
 LEADERSHIP STYLE
• YOUR SUBORDINATE MR. ___________________

• SPECIFIC JOB-RELATED TASK ___________________

______________ COMPETENCE
______________ COMMITMENT
______________ DEVELOPMENT LEVEL
______________ LEADERSHIP STYLE NEEDED
______________ LEADERSHIP STYLE YOU HAVE BE USING

• WHAT WILL YOU DO DIFFERENTLY? __________________

• __________________________________________________

66
 NEXT STEP
CONSIDER A SUBORDINATE YOU HAVE BEEN
THINKING ABOUT DURING THIS MODULE

• WHICH ACTIONS WOULD YOU TAKE TO

MOVE THE SUBORDINATE TOWARDS HIGH
COMPETENCE / HIGH COMMITMENT LEVEL
SO THAT YOU ADOPT THE DELEGATION
LEADERSHIP STYLE TOWARDS HIM

67
CLOSING

68
 QUALITY IMPROVEMENT
 CAUSING QUALITY IN AN ORGANIZATION BY
IMPLEMENTING CERTAIN NEW JOB RELATED
SKILLS, IS HARD BECAUSE PEOPLE WANT
TO STICK TO THE STATUS QUO

69
SKILL ADOPTION PROCESS
AWARE

INTEREST

UNDERSTANDS, EVALUATES, LIKES, PREFERENCE

IMPLEMENTS REPEATEDLY

ADOPTS
(BECOMES A HABIT AND PART OF BEHAVIOUR)

70
WE REMEMBER AND RETAIN FROM WHAT
WE . . . .

READ 10% HEAR AND SEE 50%

HEAR 20% SAY OURSELVES 70%

SEE 30% DO OURSELVES 90%

71
 IMPLEMENTATION
START IMPLEMENTING SKILLS (ONE BY ONE)
WITHIN 72 HOURS

TO ACHIEVE PERFORMANCE EXCELLENCE

• THE DIFFERENCE BETWEEN ORDINARY AND

EXTRAORDINARY IS THAT LITTLE “EXTRA”
SYLLABLE.
72
CHANGE AND IMPROVEMENT

WE CANNOT BECOME
WHAT WE WANT TO BE
BY REMAINING WHAT WE ARE

THUS, CHANGE AND IMPROVEMENT

IS NECESSARY

73