What is leadership?

Raman
LEADERSHIP –LEAD+ER+SHIP
1. To guide someone through uncharted paths
2. A dynamic process that uses influence and persuasion to
motivate and coordinate individual and collective effort
3. Someone who uses formally designated power and
authority, for example, as a nominated team leader or the
appointed leader of a steering committee.

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What can we infer?

FROM CLAIMS 1, 2 AND 3 WE CAN DEDUCTIVELY

STATE THAT LEADERSHIP IS HAS TO ATTRIBUTES

LEADERSHIP AS A SKILL AND IS RELATED BUT

DIFFERENT FROM AUTHORITY

LEADERSHIP AS A RELATIONSHIP

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LEADERSHIP IS AN EVOLVING
RELATIONSHIP
IT IS A SET OF
IT IS A
BEHAVIOURS
DISTINCTIVE
AND PRACTICES
FORM OF
THAT CAN BE
EMOTIONAL
LEARNED BY
LABOUR
ANYONE

IT IS AN EVOLVING
RELATIONSHIP IT AS AN ONGOING
BETWEEN THOSE PROCESS REQUIRES
WHO LEAD AND THE LEADER TO
THOSE WHO ENLIST THE
FOLLOW AND
LEADERSHIP SUPPORT OF A TEAM
ENTAILS WITHOUT WHICH
DEVELOPING A NO LEADER CAN
RELATIONSHIP ATTAIN HER OR HIS
WITH TEAM OBJECTIVES
MEMBERS

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HOW DO GREAT LEADERS LEAD?

Leaders-TAKE PERSONAL RESPONSIBILITY AND

SET AN EXAMPLE FOR THE BEHAVIOUR THEY
EXPECT FROM OTHERS

Leaders-Provide a vision a possibility which none has

yet foreseen and share this vision so everyone is
onboard, motivated and sold to that shifting milestone

Leaders-Challenge the way things are done,

challenge adversity head on to take opportunities to
lead organisations to new places

Leaders-project trust, consistency and

collaboration, they engage other people to
join their quest as their question

Leaders-Genuinely take care of their team-

members and let them know it.

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Leadership Management
Working on the system
Create opportunities
Seek opportunities
Change organizational rules
Provide a vision to believe in and
strategic alignment
Motivate people by satisfying basic
human needs
Inspire achievement and energize
people
Coach followers, create self-leaders
and empower them
Working in the system
React
Control risks
Enforce organizational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
The traits any follower expects
• Functional honesty and authenticity
• Competency, experience and and analytical ability intuitive judgement
• Inspiring-to communicate the vision with enthusiasm to persuade
listeners
• Forward thinking to provide an alternative reality to the current status-
quo

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Now watch this

• https://www.youtube.com/watch?v=kHgsOppb1WM

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QUESTION TIME-take five minutes to
reflect and answer these questions.
• Write down what values you hold that set you apart from other
leaders? What priorities define who you are? Is it possible to
allow your beliefs(what are they) to drive your decisions always?
• Do your values match with the values of your organisation?
Where do they differ?
• How do you let your constituents know your values? What are
some of the ways you articulate or communicate them?
• What are three things on an everyday basis through which you
demonstrate your values? Are there things that you can say,
actions you can take, habits that you can form?
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Now what is transformational in leadership?
• This form of leadership often enables the leader to
command great loyalty from followers, and to also
wield considerable influence over them. When this
influence is used in the best interests of followers to
assist them to achieve and to develop as people, it is
referred to as transformational leadership (Bass, 1985,
1998).

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Leadership traits
• Examine the past –analysing the mistakes and avoiding them and if
wise choices were made earlier could be applied in today’s context?

• Living in the present-listen, hear understand, empathise and execute-

after stocktaking and not just flowing in a routine-honeycomb vision
and big picture thinking.
• Connect with your vision with passion-what is the vision of the future
that you are willing to work, suffer and sacrifice for?

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Coming back to Self awareness and EI.
• https://www.youtube.com/watch?v=-L1zxUPaPMw

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Emotional intelligence
• 1. Self-awareness – the ability to recognise one’s own emotions as they arise, and
to acknowledge whether an emotion is likely to have a negative or positive impact
on one’s mood, and on one’s effectiveness in relating to others.
• 2. Self-regulation – the ability to regulate and control one’s own emotions,
including the ability to take active steps to overcome negative emotions such as
anger or frustration, which might impede one’s ability to operate effectively in
social settings.
• 3. Recognising emotions in others – the ability to recognise and acknowledge
emotions in others, and to understand the effects that these emotions might have
on their behaviour.
• 4. Managing the emotions of others – the ability to influence, regulate and
manage emotions in other people; for example, the capacity to placate someone
who is angry or to calm someone who is feeling flustered or agitated.
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Next what is Organisational climate?
Organisational climate is a
term that refers to the mood,
feeling or perceptual
environment cultivated by a
leader and experienced by
those being led.
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Leaders and managers, through
their behaviours and in their
dealings with others,
effectively create a social and
psychological environment that
can either enhance or impede
individual performance and
well-being.
Leaders are architects or
creators of climates that can
influence the capacity of others
to carry out work tasks, and
can shape the effectiveness
with which individuals are able
to contribute to organisational
goals.
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Types of leadership
• Autocratic:

o Leader makes decisions without reference to anyone else

o High degree of dependency on the leader
o Can create de-motivation and alienation
of staff
o May be valuable in some types of business where decisions need to be made
quickly and decisively

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Types of leadership
Encourages decision making
from different perspectives –
leadership may be
emphasised throughout the
organisation
• Consultative: process of
consultation before decisions are
DEMOCRATIC taken
• Persuasive: Leader takes decision
and seeks to persuade others that
the decision is correct

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Types of leadership
Laissez-Faire:

1. ‘Let it be’ – the leadership responsibilities

are shared by all
2. Can be very useful in businesses
where creative ideas are important
3. Can be highly motivational,
as people have control over their working life
4. Can make coordination and decision making
time-consuming and lacking in overall direction
5. Relies on good team work
6. Relies on good interpersonal relations
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Types of leadership

Obligation

Independent PATERNALISTIC Tough love and

Decision making
with consultation LEADER tough trauma

NEED FOR
SUPPORT
STAFF

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Stop, think and respond
• What are the things people are doing and the things they are using?
What things material and immaterial do people rely on to complete
their tasks? What processes and procedures specified, unspecified and
implied they work under? How do they structure their days?

• Notice the things they are using on the periphery of their workplace-
Things that might not help them in their task but help them to be more
productive or make their day more pleasant. What organisational and
interpersonal tools do they use most? How do they interact?

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And SMALL WINS-REFLECTION TIME
• THINK OF ONE SMALL THING YOU WOULD DO AT A TIME TO
GENERATE A SMALL WIN. IF YOUR GOAL IS CUSTOMER
SERVICE THEN HOW WILL YOU HELP THE CUSTOMER IN A
MINOR BUT UNEXPECTED WAY THAT WOULD GIVE YOU
AND YOUR TEAM SOMETHING TO CELEBERATE?

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