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High Performing Leadership

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High Performing Leadership

  1. 1. High Performing Leadership
  2. 2. Contents <ul><li>Six Trait of Effective Leaders </li></ul><ul><li>Managerial Grid of Leaders </li></ul><ul><li>Contingency Model of Leadership </li></ul><ul><li>Elements of High Performing Leaders </li></ul><ul><ul><li>Leader as Vision Creator </li></ul></ul><ul><ul><li>Leader as Team Builder </li></ul></ul><ul><ul><li>Leader as Task Allocator </li></ul></ul><ul><ul><li>Leader as People Developer </li></ul></ul><ul><ul><li>Leader as Motivation Stimulator </li></ul></ul>
  3. 3. Six Key Traits of Effective Leaders
  4. 4. What is Leadership ? A leader articulates and embodies a vision and goals, and enables others to share and achieve them Leadership is a state of mind….leadership is about vision, spirit, and character; getting diverse individuals to work together as a team
  5. 5. Six Traits of Leaders Drive Desire to Lead Integrity Self-Confidence Intelligence Job-relevant Knowledge
  6. 6. Six Traits of Leaders Drive Leaders exhibit a high effort level. They have a relatively high desire for achievement, have a lot of energy, show initiative, and they’re persistent in their activities Desire to Lead Leaders have a strong desire to influence and lead others, they demonstrate the willingness to take responsibility
  7. 7. Six Traits of Leaders Integrity Leaders build trusting relationship between themselves and followers by being truthful and by showing consistency between word and deed Self-Confidence Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of goals and decisions
  8. 8. Six Traits of Leaders Intelligence Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information; and to be able create visions, solve problem, and make correct decisions Job-Relevant Knowledge Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions.
  9. 9. Managerial Grid of Leaders Concern for Tasks Concern for People 1 5 9 1 5 9 9.9. Team Management 1.9. Country Club Management 5.5. Middle of the Road Management 9.1. Task Management 1.1. Impoverished Management
  10. 10. Managerial Grid of Leaders 1.9. Country Club Management 9.1. Task Management The leaders focuses on being supportive and considerate of employee to the exclusion of concern for task efficiency The leaders concentrates on task efficiency but shows little concern for the development and morale of employee
  11. 11. Managerial Grid of Leaders 9.9. Team Management 1.1. Impoverished Management The leader facilitates task efficiency and high morale by coordinating and integrating work-related activities The leaders exerts minimum of effort to accomplish the work
  12. 12. Contingency Model of Leadership <ul><li>Leader Behavior </li></ul><ul><li>Directive </li></ul><ul><li>Supportive </li></ul><ul><li>Participative </li></ul><ul><li>Achievement Oriented </li></ul><ul><li>Environmental Contingency Factor </li></ul><ul><li>Task Structure </li></ul><ul><li>Formal Authority System </li></ul><ul><li>Work Group </li></ul><ul><li>Employee Contingency Factor </li></ul><ul><li>Locus of Control </li></ul><ul><li>Experience </li></ul><ul><li>Perceived Ability </li></ul><ul><li>Outcomes </li></ul><ul><li>Performance </li></ul><ul><li>Satisfaction </li></ul>
  13. 13. Contingency Model of Leadership <ul><li>Lead to greater satisfaction when tasks are ambiguous and stressful than when they’re highly structured and well laid out </li></ul><ul><li>Will lead to higher employee satisfaction when there’s substantive conflict within work group </li></ul><ul><li>Will satisfy employees with an external locus of control </li></ul><ul><li>Are likely to be perceived as redundant among employees with high perceived ability or with considerable experience </li></ul>Directive Leaders
  14. 14. Contingency Model of Leadership <ul><li>Creates high employee performance and satisfaction when employees are performing structured tasks </li></ul><ul><li>Are needed when the formal authority relationships are clear and bureaucratic </li></ul>Supportive Leaders
  15. 15. Contingency Model of Leadership <ul><li>Will satisfy employees with internal locus of control (those who believe they can control their own destiny) </li></ul>Participative Leaders <ul><li>Will increase employees’ expectancies that effort will lead to high performance when tasks are ambiguously structured </li></ul>Achievement Oriented Leaders
  16. 16. Elements of High Performing Leadership Leader as Vision Creator Leader as Tasks Allocator Leader as Team Builder Leader as Motivation Stimulator Leader as People Developer High Performing Leadership
  17. 17. Leader as Vision Creator
  18. 18. Leader as Vision Creator Creating Vision Setting Goals Developing Action Plan Monitoring Action Plan Execution
  19. 19. Leader as Vision Creator Creating Vision Analysis of external opportunities and threats Analysis of internal capabilities and areas for improvement <ul><ul><li>&quot;What is our vision for the team/organization — where should the team be headed, what kind of team/organization do we want to become?&quot; </li></ul></ul>
  20. 20. Leader as Vision Creator Setting Goals <ul><li>The purpose of setting goals is to convert managerial statements of team vision into specific performance targets — results and outcomes the team wants to achieve. </li></ul><ul><li>Setting objectives and then measuring whether they are achieved or not help managers track an team's progress. </li></ul>
  21. 21. Four Characteristics of Goal Setting Goal Difficulty Goal Specifity <ul><li>Increasing your employees' goal difficulty increases their challenges and enhances the amount of effort expended to achieve them </li></ul><ul><li>The more difficult goals lead to increased performance if they seem feasible </li></ul><ul><li>When given specific goals, employees tend to perform higher </li></ul><ul><li>Telling them to do their best or giving no guidance increases ambiguity about what is expected </li></ul>
  22. 22. Four Characteristics of Goal Setting Feedback Participation in Goal Setting <ul><li>Providing feedback enhances the effects of goal setting </li></ul><ul><li>Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal </li></ul><ul><li>Employees who participate in the process, generally set higher goals than if the goals were set for them </li></ul><ul><li>It also affects their belief that the goals are obtainable and increases their motivation to achieve them </li></ul>
  23. 23. Leader as Vision Creator Developing Action Plan <ul><li>Action plan are the means for accomplishing objectives </li></ul><ul><li>Action plan must be concrete, measurable events that must occur </li></ul><ul><li>Plan also establishes a priority for the tasks </li></ul><ul><li>Since many tasks must be accomplished before another can begin, establishing priorities helps your team to determine the order in which the tasks must be accomplished and by what date. </li></ul>
  24. 24. Leader as Vision Creator Monitoring Action Plan Execution <ul><li>The final step is to follow up, measure, and check to see if the team is doing what is required. </li></ul><ul><li>This kind of leader involvement validates that the stated priorities are worthy of action. </li></ul><ul><li>For the leader it demonstrates her commitment to see the matter through to a successful conclusion. </li></ul>
  25. 25. Leader as Team Builder
  26. 26. Great Team Leader as Team Builder <ul><li>Clear Goals </li></ul><ul><li>Clear measures of performance </li></ul><ul><li>Clear job roles </li></ul><ul><li>Team identity and spirit </li></ul><ul><li>Sense of fun and enjoyment </li></ul><ul><li>Open and honest communication </li></ul>Task People Effective Leaders develop and nurture……
  27. 27. Leader as Team Builder Cultivate a cohesive team Promote team problem solving Be loyal to your members Help your members to manage and learn from their challenges Care about your members Leader as Team Builder
  28. 28. Leader as Team Builder Cultivate a cohesive team <ul><li>Know when to step in and when to stay out of team conflicts. </li></ul><ul><li>Plan occasional team events that let people get together without the pressures of work. </li></ul>
  29. 29. Leader as Team Builder Promote team problem solving <ul><li>Be accessible for consultation with your employees if problems arise, but don't micromanage. </li></ul><ul><li>Establish a guideline that whenever employees bring you a problem, they are expected to also bring you at least one possible solution. </li></ul>
  30. 30. Leader as Team Builder Be loyal to your team member <ul><li>Be the voice of your team at the management table. </li></ul><ul><li>Share the credit with your team for its achievements and ensure that those above you know about its successes. </li></ul><ul><li>Don't publicly point a finger when something goes wrong. </li></ul>
  31. 31. Leader as Team Builder Help your members to manage and learn from their challenges <ul><li>Find out what gets in the way of their doing their best. </li></ul><ul><li>Delegate, but don't abdicate. </li></ul>
  32. 32. Leader as Team Builder Care about your members <ul><li>Make small talk with your employees when the opportunity presents itself. </li></ul><ul><li>Greet employees by name when you make first contact each day. </li></ul><ul><li>Be a positive, encouraging force. </li></ul>
  33. 33. Leader as Tasks Allocator
  34. 34. Leader as Tasks Allocator Leaders get things done through people…….. Leaders Tasks People Result Effective leaders, therefore, need to understand the value of allocating tasks or delegating and know how to do it
  35. 35. Leader as Tasks Allocator Delegation <ul><li>The assignment of authority to another person to carry out specific activities. </li></ul><ul><li>It allows a employee to make decisions – that is, it’s a shift of decision making authority from one organizational level to another lower one. </li></ul>
  36. 36. Leader as Tasks Allocator What to delegate <ul><li>Recurring and routine tasks </li></ul><ul><li>Tasks that would increase or develop an employee’s skills or knowledge </li></ul><ul><li>Occasional duties or tasks </li></ul><ul><li>Tasks I do that are in someone’s area of expertise or interest </li></ul>
  37. 37. Leader as Tasks Allocator Who to delegate to <ul><li>A person who is already able and willing to take on responsibility for doing a task </li></ul><ul><li>A person who wants to learn the task in order to develop or extend their skills </li></ul><ul><li>A person who wants to make their job more interesting and challenging </li></ul>
  38. 38. Steps to Delegate Effectively Clarify the Assignment Specify the Employee’s Range of Discretion Allow the Employee to Participate Inform Others that Delegation has Occurred Monitor Results
  39. 39. Steps to Delegate Effectively Clarify the Assignment <ul><li>It’s your responsibility to provide clear information on what is being delegated, the results you expect, and any time or performance expectations you hold. </li></ul>
  40. 40. Steps to Delegate Effectively Specify the employee’s Range of Discretion <ul><li>Every act of delegation comes with constrains. </li></ul><ul><li>You need to specify what those parameters are so that employees know, in no uncertain terms, the range of their discretion. </li></ul>
  41. 41. Steps to Delegate Effectively Allow the employee to Participate <ul><li>One of the best way to decide how much authority will be necessary to accomplish a task is to allow the employee to participate in that decision. </li></ul>
  42. 42. Steps to Delegate Effectively Inform Others that Delegation has Occurred <ul><li>You need to inform the employee’s colleagues, other supervisors, or senior managers, that you have delegated a particular task or duty to someone else. </li></ul><ul><li>Let them know, too, that you have complete confidence in the employee’s ability to succeed in the task. </li></ul>
  43. 43. Steps to Delegate Effectively Monitor Results <ul><li>Monitoring allows you to make any necessary adjustments to the way the task is being done. </li></ul>
  44. 44. Leader as People Developer
  45. 45. Leader as People Developer Leadership is about developing leaders, not followers Leadership is about creating a legacy, one that will propel the organization to new levels of success even when the leader has moved on
  46. 46. Leader as People Developer Leader Employee Employee Development and Learning Plan
  47. 47. Leader as People Developer <ul><li>An Employee Development and Learning Plan is a formal contract between a leader and an employee that identifies specific development activities that link the employee's interests and skills to organizational needs. </li></ul>Employee Development and Learning Plan
  48. 48. Leader as People Developer Employee Development and Learning Plan <ul><li>The plan is the outcome of one or more discussion sessions that address: </li></ul><ul><li>the employee's and manager's perspective on the employee's effectiveness in her current role </li></ul><ul><li>mutual suggestions for increasing impact in the current role </li></ul>
  49. 49. Leader as People Developer Employee Development and Learning Plan <ul><li>Things to consider in designing Development Plan : </li></ul><ul><li>Identify the core competencies for every level of employee in the organization. </li></ul><ul><li>Understands that each person learns differently and that employees need to have tailored learning plans that suit their learning styles. </li></ul>
  50. 50. Leader as People Developer Employee Development and Learning Plan <ul><li>Employees benefit because they can : </li></ul><ul><li>reflect on and communicate their own interests, skills, and achievements to their managers </li></ul><ul><li>volunteer for participation in satisfying assignments, special projects, and learning activities </li></ul><ul><li>relate personal goals to the bigger picture of the organization's long-term business plan </li></ul><ul><li>seek feedback about specific development needs and interests </li></ul>
  51. 51. Leader as People Developer Employee Development and Learning Plan <ul><ul><li>Managers benefit because they can: </li></ul></ul><ul><li>share the responsibility for developmental planning with employees rather than assuming full responsibility </li></ul><ul><li>get a clearer picture of employees' interests and goals and relate those interests to new tasks and assignments </li></ul><ul><li>energize and retain employees by providing new challenges in their current roles as well as preparing them for other roles </li></ul>
  52. 52. Leader as Motivation Stimulator
  53. 53. Leader as Motivation Stimulator Leaders establish the vision for the future and set the strategy for getting there; they motivate and inspire others to go in the right direction Motivation = the willingness to exert high level of effort to reach organizational goals
  54. 54. Leader as Motivation Stimulator Three C’s of Motivation Collaboration Content Choice
  55. 55. Leader as Motivation Stimulator Collaboration Content Choice People feel more motivated to work hard when they’re inspired to cooperate, when they have an opportunity to help one another succeed People feel more motivated to work hard when they understand how their work add value to the organization People feel more motivated to work hard when they feel empowered to make decisions about their work
  56. 56. Leader as Motivation Stimulator Leader as Motivation Stimulator Inspire by Example Create and communicate a clear vision of the goals
  57. 57. Leader as Motivation Stimulator Inspire by Example <ul><li>Be clear and enthusiastic about your own life purpose and goals. </li></ul><ul><li>The most inspiring leaders are themselves inspired and excited about the purpose of their lives or their missions. </li></ul><ul><li>Sharing your excitement is often a catalyst for others to join in the pursuit of that mission or to find their own, equally inspiring purposes. </li></ul>
  58. 58. Leader as Motivation Stimulator Inspire by Example <ul><li>Share stories from your own experience. </li></ul><ul><li>People who capture the hearts of others and leave them feeling uplifted often do so by sharing stories about their own struggles, mistakes, and life lessons. </li></ul><ul><li>Be willing to share the human, fallible side of your life experience rather than trying to maintain the image of a perfect leader who never has doubts or struggles. </li></ul>
  59. 59. Leader as Motivation Stimulator Inspire by Example <ul><li>Focus on the dreams and goals of others. </li></ul><ul><li>Get to know your employees and other people with whom you regularly interact. Find out what they want to achieve. </li></ul>
  60. 60. Leader as Motivation Stimulator Create and communicate a clear vision of the goals <ul><li>Ensure that you are clear about the goals that have been assigned to your team by management above you. Communicate these goals to your people and listen carefully to their feedback. </li></ul><ul><li>Have the team develop plans for achieving these goals. Ensure that everyone has an opportunity to participate and contribute to the plan, which will encourage buy-in by all members. </li></ul>
  61. 61. Leader as Motivation Stimulator Create and communicate a clear vision of the goals <ul><li>Help others to bring out the best in themselves. Identify the unique talents and abilities of your employees and ensure that they understand how they can contribute to the overall plan and vision. </li></ul><ul><li>Keep the vision front and center. When things seem to be going off track and people are losing their focus, remind the team of what they are working toward. </li></ul>