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High Performance LeadershipOverview

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4/22/12

Prof M Sutapa Lakshmanan

Sept. 7,

Introduction
High Performance Leadership Objectives:

To familiarize students with the criticality of leadership for high performance and sustenance of business To expose students to various leadership theories and styles of leadership To expose students to leadership competencies To familiarize students to various aspects of leadership in action

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Coverage

Leadership Theories, Styles and Skills Leadership Lessons through Literature Team work & Team Building Interpersonal Skills Conflict Management Positive Thinking- Attitudes , Beliefs Martin Seligman's theory of Learned Optimism & Helplessness

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What is Leadership?
Leadership is defined as the process by which an individual determines direction, influences a group and directs it towards a specific goal or organizational mission

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Why Leadership?

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From an industrial & manufacturing based society to an information and service-based society

Environmental & Economic Changes

Increase in information flow is causing jobs to become obsolete

Economy has shifted from a manufacturing base to a service base


Global competition is changing the way we do business Environmental consciousness and practices are required Technological advances are coming faster than before Keeping up with laws
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Workforce Composition Changes

Number of women on the job

Average age of workforce is decreasing in India & increasing in US


Workers are migrating

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The concept of leadership in the 21 st century has been undergoing a major shift

Leadership in 21st Century

The thinking around leadership is complex,

related to variables such as changes in societal values implementation of organizational change the awareness of the impact of stress on employees and the overall development of leadership understanding

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The qualifications for leadership have also shifted


Leadership in 21st Century

towards more ethical transformational styles of leadership emphasis on the importance of developing leaders within an organization.

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Skills to manage employees


Past Ability to control Delegation Directive Problem-solving Present Present Clarifying expectations Communication Coaching and Counselling Consulting Delegating Confidence Creativity Enabling Leadership Negotiating Problem-solving Team-building

Strong Authority figure Empowering Technical expertise Motivating Organizing Questioning

Source: Flaherty, J. S., & Stark, P. B. (1999). The competent 4/22/12 A powerful and practical tool kit for managers and leader:

Changing Values of Employees


Values of 1940-1950s Values of Todays Employees

Family Good craftsmanship Happy to have a job Job Stability Loyalty to boss Loyalty to Company Patriotism Savings account Technical ability

Benefits Concern for health Education Flexible Schedule High concern for self Input appreciated Interesting work Need for time off Open Communication Opportunity to advance Personal growth Recognition

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Key Tasks of Leaders


Ensuring that the future is being planned for, anticipated and secured

Serving the needs and interests of, and eliciting the support from, key constituencies

Keeping the team, organization or enterprise focused on substantive results while meeting the requirements of current realities

Building a long-term, value-added network of relationships


Source: Staub, R. E. II. (2000). The Heart of Leadership: 12 Practices of Courageous Leaders 4/22/12

Tying it all together strategically.

Learning to sellnot just producegood ideas Working through informal networks

Key Challenges to Learning to lead

Communicating clear and simple messages with emotional impact


Appropriately delegating

Improving social skills (e.g., listening, empathy and coaching)

Source: Ibarra, H. (2004, April). Tracking the Leadership 4/22/12 Transition

Leadership at Organizations

Jack Welch
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Narayan Murthy

Thank You

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