1. Behavioral Traits
Of Leadership

2. ▶ Abhinav Mehta
▶ Adhiraj SinghShekhawat
▶ Amisha Pokharna
▶ Ankit Malvi
▶ Ashutosh Singhal
▶ Ashwin Shrimali
▶ Aviraj Nahar
▶ AyushAgarwal
▶ Ayush Harkawat
▶ Charul Jain
▶ ChayanTripathi
▶ DeepakSharma
GroupMembers

3. Behavioral Traits are about the way we
conduct ourselves –What wesay and do, and
How we say and do it. Personality traits don’t
change over time but we can alter behavior
traits to a extend.
BehavioralTraits

4. LEADERSHIP
FOLLOWER
-SHIP
VISION
INFLUENCE
Leadership

5. 1. Trustworthiness
2. Self-Leadership
3. Communication of vision and strategy
4. Creating engagement
5. Coaching and development
6. Creating and leading effective teams
CORE BEHAVIORALTRAITS
OFLEADERSHIP

6. 7. Organizational and collective
leadership
8. Creating a culture of robust dialogue
9. Performance management
10. Planning leading change
11. Commercial judgment and thinking
12. Client/Customer focus

7. ▶ What makes a great leader? You are probably thinking it’s
something buzzword-worthy like confidence, vision, Or
emotional intelligence, you hear about that one all the
time. For sure, those are all good qualities for a leader to
have,but the answer is actually trustworthiness.
Technically, it’s not just being trustworthy that is key, but
being seen astrustworthy.
▶ When your team trusts you as a leader, it increases
commitment to team goals. Communication improves, and
ideas flow more freely, increasing creativity and
productivity.
TRUSTWORTHINESS

8. ▶ Recognize that building trust takes hard work
▶ Be honest andsupportive
▶ Commit to followthrough
▶ Be consistent
▶ Model the behavior you seek
▶ Build inaccountability
WAYSLEADERSCANBUILDTRUST

9. VIRATKOHLI(IndianCricketTeamCaptain)

10. ▶ Self-leadership is the process by which you influence yourself to
achieve your objectives.
▶ Self-leadership should be the foundation of any Leadership
Development or Executive Coaching Program because self-
leadership is a solution for a volatile, uncertain, complex &
ambiguous world.
▶ Self Leadership is ‘Inside-Out’Leadership
SELF LEADERSHIP

11. ▶ Selfawarenessisaboutknowingyourintentionsandvalues,aswellas
knowingwhatcan‘pushyourbuttons’andderailyou.
▶ Selfconfidencecomesfromknowingyourstrengthsandabilities.Aswe take
actionsanddevelopskills,webecomemoreconfident.
▶ Selfefficacyisthebeliefthatwhatevercomesourway,wecanhandle it.We
cantakethefeedback,accept,adjustandadvance.Withself-efficacywecan
bemorecreativeandinnovative.
▶ ForSelfleadershiptooccurwehavemetoursurvivalneedsoffoodand
shelterandbegintolookformeaninginourlives.
▶ Intentionprecedesanypurposefulaction(behavior)-ratherthana
reaction.Actions haveeffectswhichtheself-leader evaluatesvia
feedback.
▶ Influenceistheresultofpurposefulaction.Wemustpositivelyinfluence
ourselvesandtheworldaroundusifwearetomakeachange.
▶ Impactishowintentionandinfluenceis measured in the world.

12. ▶ Self Leadership or Leadership Development Self leadership
should be at the foundation of any leadership development
initiative, and it should be reviewed at each career
progression. Intention and identity will change with
advancement and the need to effectively influence and
impact will increasedramatically.

13. BESTEXAMPLEOFSELFLEADERSHIP

14. ▶ A vision is your big picture of the way things
ought to be.It is your billboard image of what
you are workingtowards.
Communication of visionand
strategy
What exactly is vision?

15. ▶ Because no one can decide to follow you until they
know what direction you're headed in.
▶ Avision gives people a bigger picture of what things
can be like. It helps people raise their hopes and
expectations; it inspires them. When people are
inspired, they are more likely to work on something
people will joinyou in reaching towards your goals
WHYDOYOUNEED TOCOMMUNICATE
YOURVISION
TOOTHERS?

16. ▶ Keep the message simple, but deep in meaning
▶ Build behavior based on market and customer insights
▶ Use the discipline of a framework
▶ Think broader than the typical CEO-delivered message
and don’tdisappear
▶ Put on your “real person” hat
▶ Tell astory
▶ Use 21st-century media and be unexpected
▶ Make the necessaryinvestment
Communication ofStrategy

17. Employee engagement is a workplace approach
resulting in the right conditions for all members of an
organisation to give of their best each day, committed to
their organisation's goals and values, motivated to
contribute to organisational success, with an enhanced
sense of their own well-being.
Creating engagement

18. ▶ Show appreciation. If an employee has done well,let
them know you know it
▶ Givefeedback
▶ Reward goodwork
▶ Create an engagingatmosphere
▶ Involve employees
▶ Keep them up to date
▶ Encourage suggestions &input
▶ Link employee objectives to the overall company goals
Stepsto createengagement

19. EXAMPLE

20. ▶ An effective team has certain characteristics
that allow the team members to function more
efficiently andproductively.
Creating andleading
effectiveteam

21. Whatarethecharacteristics of
effective team?

22. BEST EXAMPLE OF LEADING
EFFECTIVE TEAM
MS Dhoni
(Indian International
Cricketer)

23. Organizational leadership (OL) is a field of work that includes
setting goals for both individuals and groups of people. This
field of work may include working on large projects with
businesses and corporations, and even smaller projects with
groups of people who share similar outlooks. The ability to see
both the small and big picture is necessary. It takes someone
who can meet the needs of many different types of people who
are working together towards a goal. It is also an attitude and a
work ethic that empowers an individual in any role to lead from
the top, middle, or bottom of an organization
ORGANIZATIONAL
LEADERSHIP

24. ▶ Collective leadership is a social process aimed at
accomplishing collective rather than individual goals
and it requires collective and coordinated action.
▶ Collective leadership as a group of people working
together toward a shared goal .When collective
leadership is happening,people are internally and
externally motivated—working together toward a
shared vision within a group
COLLECTIVELEADERSHIP

25. SUNDARPICHAI
(CEO,GOOGLE)

26. ▶ According to T.J.Addington Robustdialogue
has been defined as “the ability to address any issue in
the team or organization as long as there are no
hidden agendas or personal attacks”.
▶ Aim is to invite multiple viewpoints, see the pros and
cons of each one,and try honestly
and candidly to construct new viewpoints.
Creatinga cultureof Robust
dialogue

27. ▶ Help to openlyexpress
▶ Bring outreality
▶ Open, tough ,focused andinformal
▶ Surface out of boxidea
▶ Make organizationeffective
Characteristics ofRobust
Dialogue

28. ▶ Be Open with Each Other
▶ Poll Others WhereAppropriate
▶ Support OtherIdeas
▶ Be Helpful
▶ Challenge Ideas
▶ Balance Courage &Consideration
▶ Generate Light; NotHeat
▶ Provide Feedback
HowTeamLeadercreatea cultureof
Robust Dialogue?

29. ▶ A management process for ensuring employees are
focusing their work efforts in ways that contribute to
achieving the company’smission.
▶ Thefundamental goal of performance management is
to promote and improve employee effectiveness. It is
a continuous process where managers and employees
work together to plan, monitor and review an
employee's work objectives or goals
PerformanceManagement– What&
Why?

30. ▶ Performance reviews give leaders the information
they need to analyze the data and help improve their
team’sperformance.
Roleof LeadershipinPerformance
Management
▶ There are many moving parts to performance
management that need oversight including aspects
like performance reviews to make sure employees
stay ontrack.

32. ▶ THE IMPORTANCEOFCHANGE
Companies that pursue and embrace changes are healthy,
growing and dynamic organizations while companies fear to
change are stagnant entities on their way to slow and painful
death.
▶ IDENTIFYING THENEED FORCHANGE
The need for change exist in every organization other
than irrational change solely for sake of change.
PLANNING LEADINGCHANGE

33. ▶ LEADINGCHANGE
we cannot lead the change without understanding the
landscape of change.There are four responses to change.
1. TheVictim
2. The Neutral Bystanders
3. TheCritics
4. TheAdvocate
▶ MANAGING CHANGE
1. Vision alignment
2. Responsibility
3. Authority

34. 8stepprocess:Leadingchanges

35. Customerservice is a series of activities designed to
deliver customer satisfaction. The process of
providing customer satisfaction is based on an
understanding of what customers want and need.
Effective businesses aim to anticipate and meet or
exceed these needs. It also requires effective
communication.
Client/Customer focus

36. ▶ Get everyone involved
▶ Benchmark your current level of customer focus
▶ Make it real – Define what “customer focus” means
in yourbusiness
▶ Put customers on the agenda
▶ Hire people with a customer focused mindset
WAYSTOCREATECUSTOMERFOCUS

37. EXAMPLE

38. THANK YOU