Leadership

Leadership
The Art of Effective Leadership

What is Leadership?
Peter Drucker:
"The only definition of a
leader is someone who has
followers."

“Leadership is like Beauty, it is hard to define…
But you know it, when you See it.”

If your actions inspire others to
dream more, learn more, do more,
and become more, you are a leader
- John Quincy Adams

Define Leadership?
• Leadership is the process of influencing the behavior of people
by making them strive voluntarily towards achievement of
organizational goals.
• Leadership indicates the ability of an individual to maintain good
interpersonal relations with followers and motivate them to
contribute for achieving organizational objectives.
According to Harold Koontz and Heinz Weihrich
“Leadership is the art or process of influencing people so that they will strive
willingly and enthusiastically towards the achievement of group goals.”

Leaders vs Managers
• A manager takes care of where you are; a leader takes you to a new place.”
• Leadership cannot replace management; it should be in addition to management.

Harley Davidson’s Values
➢ Tell The Truth
➢ Be Fair
➢ Keep Your Promises
➢ Respect The Individual
➢ Encourage Intellectual Curiosity
➢ Mutually Beneficial Relationships

1. Leadership indicates ability of an individual to influence others.
2. Leadership tries to bring change in the behavior of others.
3. Leadership indicates interpersonal relations between leaders and followers.
4. Leadership is exercised to achieve common goals of the organization.
5. Leadership is a continuous process.

The Butterfly Story
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A man goes to heaven and meets God at the Pearly Gates.
God welcomes him and then asks, “Is there any last wish,
my son, before you spend the rest of eternity in heaven?”
“Yes,” the man replies. “I would like to see what hell is like
so I can more thoroughly appreciate my good fortune.”
God says, “Fine,” snaps his fingers, and instantly they enter
hell. Before them, as far as the eye can see, is a table piled
high with the most wonderful delicacies that anyone’s heart
could desire, and on both sides of the table, also as far as
the eye can see, are millions of unhappy people starving to
death.
The man asks God, “Why are these people starving?” God
replies, “Everyone must eat from the table with 11-foot long
chopsticks.” “That’s terribly harsh,” the man says
compassionately. God snaps his fingers again, and they’re
transported to heaven.
Hell and Heaven

On entering heaven, the man is surprised to
see an almost identical scene—a bountiful
table stretching as far as the eye can see—
except that everyone is happy and well-fed.
He turns and asks God, “What do the
people eat with here? They must have
different utensils.” “No, my son,” says God,
“everyone here eats with 11-foot long
chopsticks, too.” The man is confused. “I
don’t understand. How is this possible?”
God replies, “In heaven, we feed each
other.”
Hell and Heaven

Use the following principles to delegate successfully:
1. Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability?
2. Where possible, include people in the delegation process. Empower them to decide what tasks are to be delegated to
them and when.
3. Match the amount of responsibility with the amount of authority. Understand that you can delegate some
responsibility, however you can't delegate away ultimate accountability. The buck stops with you!
4. Delegate to the lowest possible organizational level. The people who are closest to the work are best suited for the task,
because they have the most intimate knowledge of the detail of everyday work. This also increases workplace efficiency,
and helps to develop people.
5. Provide adequate support, and be available to answer questions. Ensure the project's success through ongoing
communication and monitoring as well as provision of resources and credit.
6. Focus on results. Concern yourself with what is accomplished, rather than detailing how the work should be done:
Your way is not necessarily the only or even the best way! Allow the person to control his or her own methods and
processes. This facilitates success and trust.
7. Avoid "upward delegation." If there is a problem, don't allow the person to shift responsibility for the task back to you:
ask for recommended solutions; and don't simply provide an answer.
8. Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal
recognition, and other desirable consequences. Provide recognition where deserved.
9. Establish and maintain control.

Other factors that contribute to the delegability of a task include:
• The project's timelines/deadlines.
• How much time is there available to do the job?
• Is there time to redo the job if it's not done properly the first time?
• What are the consequences of not completing the job on time?
• Your expectations or goals for the project or task(s), including:
• How important is it that the results are of the highest possible quality?
• Is an "adequate" result good enough?
• Would a failure be crucial?
• How much would failure impact other things?

Blake and Mouton Style Leadership

Contingency Leadership
• This style of leadership deals with finding the best match
between a leader and a situation.
• How does the leader's style fit the context of the situation?
Effective leadership is contingent on matching a leader's style to
the right setting.
• Contingency theory is concerned with styles and situations and
effectively matching the leader and the situation.
• In contingency theory of leadership, the success of the leader is
a function of various contingencies in the form of subordinate,
task, and/or group variables.

LPC Scale
• Used to measure a person’s leadership style
• For example, it measures your style by having you describe a coworker with whom
you had difficulty completing a job. (not necessarily someone you dislike, but
someone with whom you least like to work with)
• After you choose this person, the LPC instrument asks you to describe your
coworker on 18 sets of adjectives

Path-Goal Theory of Leadership

Trait / Directive Leadership
• Trait leadership is defined as integrated patterns of personal
characteristics that reflect a range of individual differences and
foster consistent leader effectiveness across a variety of group
and organizational situations.
• The theory of trait leadership developed from early leadership
research which focused primarily on finding a group of heritable
attributes that differentiated leaders from non-leaders.
• Leader effectiveness refers to the amount of influence a leader
has on individual or group performance, followers‘ satisfaction,
and overall effectiveness.

Path-Goal Theory
[Subordinate Characteristics]
• Need for affiliation- prefer supportive leadership
• Preferences for structure – prefer directive leadership
• Desires of control- prefer participative leadership
• Self-perceived level of task ability- prefer achievement orientated
leadership

Team Leader Effectiveness Checklist

Leader-Member Exchange Theory / Subordinate-Centred Leadership
Leader-Member Exchange (LMX)
- Leaders create ingroups and out-
groups, and subordinates with in-
group status will have higher
performance ratings, less turnover,
and greater job satisfaction.

Role-Classification Leadership

Charismatic-Visionary Leadership

Transactional / Productional Leadership

Transformational vs Transactional Leadership

Leadership Skills
• Persuasion skills
• Motivational skills
• Conflict resolution skills
• Leadership tactics

Persuasion Skills
Learn how to persuade by analyzing whom to persuade

How to Persuade Skeptics
• Skeptics are highly suspicious → Gain as
much credibility
• Skeptics trust same backgrounds → Find out
something common with him
• They don’t like oppositions or challenges
thrown to them → Handle them delicately, if
they are wrong correct smartly

How to Persuade a Charismatic
• Charismatic are talkative & enthusiastic → Persuader
should control the urge to match his enthusiasm
• They look for facts to support their emotions →
Don’t hide the facts, discuss the risk with him/her
• Charismatic have short attention span → Present
information at earliest
• While deciding they take suggestions from high
profile executes → Give them one and give time

How to Persuade Followers
• Followers rely on past decisions made
→ Make them feel confident give E.g.
• They fear making wrong choices
→ Provide testimonials & take a safe dwell
in past
• Followers like proven and reliable ideas
→ Don’t suggest out of box ideas

How to Persuade Thinkers
• Thinker are more academic and logical →
Persuader should communicate the draw –
backs initially
• They like arguments which are quantitative
and backed by data → Using presentations
and arguments to appeal their intelligence
• They don’t forget bad experiences and have
contradictory view → Talk intellectually and
proposal should appear to be best option

Objective
Each team has to persuade an independent delegate to join their team.
Setup
Dividing the group into two teams with the exception of one person who acts as an
independent delegate.
Each team occupies one side of the room while the independent person sits on a chair in the
middle of the room between the two teams.
Each team has five minutes to brainstorm and make a case to pursue the independent
delegate to join their team.
Finally, one representative from each team has one minute to present their case to the
independent person and pursue him or her to join their team.
Timing
Activity: 10 minutes
Group Feedback: 20 minutes.

Motivations Skills
Will be discussed in-length in a Separate Session

Conflict Resolution Skills
Will be discussed in-length in a Separate Session

Conflict? What to do?
Skills required are:
• Listening
• Questioning
• Communicating
• Non verbal signs
• Mediation skills

A model of Power & Influence
• Evaluate Your Boss Strength & Weakness
• Evaluate Your Strengths & Weakness
• Build a Relationship and maintain it
• Communicate, utilize his time prudently
• Setting Agenda
• Building Network
• Implementing Agenda

Absentee Leadership
I recently heard about the dean of a well-known law school: Two senior,
well-regarded faculty members called the provost to complain about
their dean because, they said, he wouldn’t do anything.’
The provost responded by saying that he had a dean who was a drunk, a
dean who was accused of sexual harassment, and a dean who was
accused of misusing funds, but the law school dean never caused him
any problems. So, the provost said, the faculty members would just have
to deal with their dean.
• Absentee leaders don’t actively make trouble, their negative impact
on organizations can be difficult to detect, and when it is detected, it
often is considered a low-priority problem.
• Absentee leaders rarely engage in unforgivable bouts of bad
behavior, and are rarely the subject of ethics investigations resulting
from employee hotline calls. As a result, their negative effect on
organizations accumulates over time, largely unchecked.

Bad Leader [Example]
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Lost Knowledge!
‘THAT’S ONE SMALL step for a man, one giant leap for
mankind,’ said Neil Armstrong on 20 July 1969. Over the next few
years, eleven other astronauts landed on the moon and got back to
earth. Certainly no mean feat then and no mean feat even now.
But can it happen again?
Why is it that we haven’t had humans back on the moon since 1972?

Lost Knowledge!
David W. DeLong in his book, Lost Knowledge: Confronting the
Threat of an Aging Workforce,1 has a very surprising answer—
“NASA no longer knows how to! He writes: That’s because sometime in the
1990s NASA lost the knowledge it had developed to send astronauts to the
moon. In an era of cost-cutting and downsizing, the engineers who designed the
huge Saturn five rockets used to launch the lunar landing craft were encouraged
to take early retirement from the space programme. With them went years of
experience and expertise about the design trade-offs that had been made in
building the Saturn rockets. Also lost were what appears to be the last set of
critical blueprints for the Saturn booster, which was the only rocket ever built
with enough thrust to launch manned lunar payload.”

Lost Knowledge!
• In 2004, a study of 240 organizations in the USA found that the
greatest impact of employee turnover was lost knowledge, not
profitability!
• Even in a country where knowledge management practices have
been around, lost knowledge had negatively affected a staggering
78 per cent of the organizations.
• There are 2 kinds of knowledge each of us carry about our Jobs:
Explicit and Tacit;
• Explicit knowledge is the ‘know-what’ of an Organization –
Knowledge that can be communicated using formalized language
• Tacit Knowledge is the ‘know-how’ - Knowledge that is deeply
rooted in an individual’s actions and experiences, as well as in the
ideals, values or emotions that the person embraces.

High Turnover – Cause and Effect
➢ Employees want to have the opportunity to learn new skills and
take on new challenges that help advance their career goals.
When they don’t get these opportunities, they naturally begin to
look for them elsewhere.
➢ It’s no surprise, then, that a recent survey of over 16,000 job-
hoppers found that boredom and long hours were the top two
reasons for leaving their company.
➢ Similar studies have found that career development, not financial
compensation, is the top reason people cite for taking a new job.
Companies that struggle with frequent turnover can usually trace
their retention problems back to poor employee development.

High Turnover – How to Contain?
➢ When an organization invests in leadership assessment and
development, it not only moves high-potential employees into
vital roles, it also begins to build a strong succession pipeline that
helps to avoid talent gaps and minimizes the disruptive impact
of turnover.
➢ Employees are more likely to remain with a company when they
believe they have a future there and can continue to grow
professionally.
➢ Establishing a professional development plan (pdp) early in an
employee’s career can help provide them with a sense of
direction and purpose that keeps them engaged and committed
to the organization.

Low Morale – Cause and Effect
➢ When employees don’t feel like the organization is willing to
invest in them, they’re less likely to be highly engaged in their
work. If they are repeatedly denied opportunities to learn new
skills, they’ll become easily discouraged.
➢ Unfortunately, only about 30 percent of employees are
considered engaged, which quickly translates into lower
productivity and morale. Over time, this dynamic can produce a
toxic work environment that undermines the entire organization.
➢ By contrast, ongoing training keeps employees sharp and helps
them stay inspired.
➢ Studies have shown that mastery—becoming proficient at
something a person enjoys—is one of three key factors that
contribute to high levels of motivation.

Low Morale – How to Improve?
➢ Frequently recognizing good work and increasing transparency
throughout the organization can also help employees feel like
they are valued and appreciated.
➢ Effective leaders find ways to inspire employees and keep them
actively engaged, but many current and potential leaders lack the
soft skills needed to inspire their teams.
➢ Development programs with a focus on building relationships,
empathizing with employees, and finding what values motivate
people can go a long way toward revitalizing the workplace.

Lack of Collaboration – Cause and Effect
➢ Effective managers coordinate tasks within their departments,
promoting an encouraging atmosphere for idea sharing and
cooperation.
➢ Poor management inhibits collaboration and causes employees to
focus inwardly on their own roles or departments at the expense of
the company’s larger goals.
➢ Many leaders are promoted because they are high achievers, but only
one-in-seven of them actually possess the characteristics of high-
potential leaders. This makes it difficult for them to facilitate
effective collaboration.
➢ They may take on more work themselves instead of holding team
members accountable, or they may be unwilling to listen to the ideas
of others. These bad habits can hinder a team’s ability to work
together to achieve long-term goals. Over time, they can cause team
members to become disengaged and isolated.

Lack of Collaboration – How to Improve?
➢ When teams spend more time criticizing one another, looking out
for themselves, and deflecting accountability, it may be time to
consider whether leadership is setting the wrong example for them
to follow.
➢ With the right leadership development programs in place, it’s
possible to turn these teams around, but it will take time for leaders
to build the trust and credibility needed to facilitate productive
collaboration.
➢ While an organization with poor leadership development may suffer
from high turnover, low morale, and a lack of collaboration, it
doesn’t have to completely replace its workforce to get back on
track.
➢ Well-designed assessment and development programs can help to
identify the problem areas in leadership and begin the process
of providing the support struggling leaders need to be successful.

Leadership Issues
Managing Power

Leadership Issues – Managing Power
• Legitimate power - and authority are the same. Legitimate power
represents the power a leader has as a result of his or her position in
the organization. Although people in positions of authority are also
likely to have reward and coercive power, legitimate power is
broader than the power to coerce and reward.
• Coercive power - is the power a leader has to punish or control.
Followers react to this power out of fear of the negative results that
might occur if they don’t comply. Managers typically have some
coercive power, such as being able to suspend or demote employees
or to assign them work they find unpleasant or undesirable.
• Reward power is the power to give positive rewards. A reward can
be anything that a person values such as money, favorable
performance appraisals, promotions, interesting work assignments,
friendly colleagues, and preferred work shifts or sales territories.

• Expert power is power that’s based on expertise, special skills,
or knowledge. If an employee has skills, knowledge, or expertise
that’s critical to a work group, that person’s expert power is
enhanced.
• Referent power is the power that arises because of a person’s
desirable resources or personal traits. If I admire you and want
to be associated with you, you can exercise power over me
because I want to please you. Referent power develops out of
admiration of another and a desire to be like that person.
– Managing Power [Contd.]

Leadership Issues
Developing Trust

Leadership Issues – Developing Trust
Developing Trust - In today’s uncertain environment, an
important consideration for leaders is building trust and
credibility, both of which can be extremely fragile.
• The main component of credibility is honesty.
• Trust is closely entwined with the concept of credibility, and, in
fact, the terms are often used interchangeably. Trust is defined
as the belief in the integrity, character, and ability of a leader.

- Developing Trust [Contd.]
Research has identified five dimensions that make up the concept of
trust
• Integrity: honesty and truthfulness
• Competence: technical and interpersonal knowledge and skills
• Consistency: reliability, predictability, and good judgment in
handling situations
• Loyalty: willingness to protect a person, physically and
emotionally
• Openness: willingness to share ideas and information freely

Leading Across Cultures
One general conclusion that surfaces from leadership
research is that effective leaders do not use a single style.
They adjust their style to the situation. Although not
mentioned explicitly, national culture is certainly an
important situational variable in determining which
leadership style will be most effective.

New Leaders
Avoid these 6 common pitfalls

1. “I need to focus on understanding my role; I
will figure out the organizational dynamics later”
• We have to prioritize internal relationships.
• We have to understand the lay of the land and invest in
building a network.
• We need to ask questions, listen deeply and observe
mindfully.
• In today’s context, we need others to succeed, more than
ever before.
• In any case, most of us know our jobs and that is why we
have been hired in the first place.

2. “My team needs to earn my trust
before I give it”
• We can’t start with the premise that people need to prove
themselves to earn our trust – frankly it is equally important the
other way around.
• Worse still; we can’t go & hire someone from the outside
immediately even without understanding our current team’s
roles, accomplishments, strengths & skill gaps.
• This will not just create insecurity & fear but we will also lose
institutional knowledge.
• Getting our house in order is crucial but it needs to be done
thoughtfully & meticulously.

3. “First I need to solve for what I have inherited
and then build for the future”
• Yes – we all get a legacy from our predecessors – some of it
good and some not so good.
• But as leaders we don’t have the luxury of saying that we will
address the challenges with the ‘here & now’ and then move on
the building for the future; it has to be done simultaneously –
else we will always be playing catch up.

4. “But in my previous company…”
• We can’t make constant comparisons to our previous company/
companies.
• The most successful leaders know when they need to unlearn
and they cultivate curiosity.
• We can’t allow our expertise to become our baggage by
narrowing our thinking and limiting our viewpoint.
• It is our natural instinct & human to make comparisons but it
needs to be curtailed.

5. “I can’t ask for help at my level – it will make
me look weak”
• Perhaps somebody told us at some point that as leaders we need
to have all the answers.
• But nobody has it all figured out. Nobody.
• Until we ask questions or seek help; we will miss out on the
valuable knowledge others have to share.
• And, remember we have to survive in the short term to make
any impact in the medium to longer term.
• If possible, we need to find someone in our team/ organization
that we can lean on.

6. “I have to come up with a vision & road map
– only then I will make decisions”
• Nobody expects us to propose a vision on Day / Week/ Month
1 especially not without co-opting your team in the process and
without understanding the organization.
• But some small wins and day – to – day decisions & addressing
what needs our attention are important to build momentum &
establish credibility while we are figuring out the medium /
longer term plan.

The One Minute Leader
Self-Leadership

What Motivates You?
Succeeding at Workplace

Workplace Motivators
• Interesting work
• Full appreciation of work done
• Feeling of being “in” on things
• Job security
• Good wages
• Good working conditions
• Promotion and growth within the
organization
• Personal loyalty to employees
• Sympathetic help with personal
problems
• Tactful disciplining

Workplace Motivators
• Each of us has different things that motivates us. so, what motivates you today may
change tomorrow, right?
• Our Bosses are not mind-readers; is it fair to expect them to understand what
motivates each of us?
Is it fair to them – or to us?
“It’s in our own best interest to accept responsibility
for getting what you need to succeed in the workplace”

Assumed Constraint
Belief Perseverance

The Business Card Trick
Can you cut a hole from a business card large enough to stick your head
through? This trick demonstrates the power of challenging assumed
constraints. To master it, follow these four steps:
1. Take a business card and fold it in half lengthwise. Starting from the
folded edge, cut a series of slits one-quarter inch apart to within
about one-half inch of the opposite side.
2. Turn the card completely around so that the open edges are facing
you. Between the slits, cut more slits going in the opposite direction,
stopping about one-half inch from the opposite end of the card.
3. Slip the scissors into the fold starting after the first slit. Cut along
the folded edge, stopping at the last slit, being careful to leave one-
quarter inch of the fold intact at each end.
4. Carefully unfold the card, pulling the slits apart as wide as they will
go, and slip the paper ring over your head.

Elephants and Chains
A man was passing by an elephant enclosure in a zoo when he
noticed that the huge animals were being restricted using only a
small rope tied to their front leg. There were no chains and no
cages. Clearly, these elephants could break out of these bonds
without much effort. The man was intrigued and asked the mahout
about it. The mahout smiled and said, ‘Right from the time when
the elephants are small, we use the same rope to tie them. At that
age, this rope is enough to hold them. As they grow up, they are
conditioned to believe they cannot break away. They believe that the
same rope can still restrain them, so they never try to break free.’
This is a phenomenon called
‘belief perseverance / assumed constraint’.

Belief Perseverance
As philosopher Gordon Livingston said more articulately,
‘It is difficult to remove by logic an idea not placed there by
logic in the first place.’
The elephants are not the only ones bound by the story in their
heads. It happens to all of us, and it also happens in organizations.
Belief perseverance can help us understand why it is so hard to
change entrenched views. All of us who have tried to implement
any change—change in culture, transformation, new approach or
strategy—would certainly have faced this challenge.
This is why when individuals, teams and employees in an
organization believe in something contrary to the change one is
trying to incorporate, the resistance is enormous.

Situational Leadership
Paul Hersey and Ken Blanchard developed a leadership theory that has gained a strong
following among management development specialists. This model, called situational
leadership theory (SLT), is a contingency theory that focuses on followers’ readiness.

When I am at D1 - Enthusiastic beginner level
When I am at D1, the enthusiastic
beginner level of development, with
low competence and high
commitment, I need:
____________________________
__________________
____________________________
__________________

When I am at D2 - Disillusioned learner level
When I am at D2, the disillusioned
learner level of development, with
low to some competence and low
commitment, I need:
____________________________
__________________
____________________________
__________________

When I am at D3 - Capable but cautious level
When I am at D3, the capable but
cautious level of development, with
moderate to high competence and
variable commitment, I need:
____________________________
__________________
____________________________
__________________

When I am at D4 - Self-reliant achiever level
When I am at D4, the self-reliant
achiever level of development, with
high competence and high
commitment, I need:
_______________________________
_______________
_______________________________
_______________

“There is Joy in diagnosing your development level
and getting the direction and support you need to achieve your goal.”
BE PROACTIVE!
GET WHAT YOU
NEED TO
SUCCEED!

“As a self leader, it is
your responsibility to
get the feedback,
direction, and support
you need”
“The two most
powerful words
to get what you
need to
succeed are,
‘I NEED.’”

What makes the ‘I need’ phrase so powerful?
• “When you tell someone you want something, their
first thought is often, We all want things we can’t have.
• When you use the I need phrase, you’re coming from a
position of strength.
• You’ve thought about what it’s going to take to succeed
and are requesting a person’s help.
• It’s amazing, but human beings love to feel needed.
• They love to think they can help you.
• ‘I need’ is very compelling.”

One Minute Magic
Making a Fine Magician [Manager]

One-Minute Manager
Teach others
the magic of
self leadership

Leadership

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