leadership emp
TRANSCRIPT
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8/14/2019 Leadership EMP
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Administers Maintains
Focuses on systems &structure
Relies on control Short-range view
Eye on the bottom line
Imitates
Accepts status quo
Surrenders to externalforces
Does things rightly
Innovates
Develops
Focuses on people
Inspires trust
Long-range view Eye on the horizon
Originates
Challenges the status quo
Conquers over volatile,turbulent and ambiguoussurroundings
Does the right things
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8/14/2019 Leadership EMP
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Aims at change andmovement
Develops a visionfor the future andcreates direction
Is more concernedwith establishingdirection, aligningpeople andmotivating andinspiring people
Aims at producingconsistent results
Creates the strategiesfor ensuring realisationof vision and mission
Is concerned withplanning, budgeting,organising, staffing,controlling andproblem-solving
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8/14/2019 Leadership EMP
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A Leader sees: More Farther and BeforeOthers. It is not the position that makes a leader It is the leader that makes a position. In the case of a manager things happen
when he is there;
In the case of a Leader, things happeneven when he is not there.
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8/14/2019 Leadership EMP
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For every S you get 10 points For every G you get 5 points For every W and ? you get zero points.
Interpretation of Scores:
80 to 100 - Excellent
50 to 79 - Good
30 to 49 - Average
Below 30 - Poor
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8/14/2019 Leadership EMP
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Resistance to stress Tolerance for uncertainty
Social objectivity
Inner work standards
Passion Adaptability
Self-confidence
Self-objectivity Introspection
Entrepreneurial Ability
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8/14/2019 Leadership EMP
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Trait Theories Behavioral Theories
Contingency Theories
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8/14/2019 Leadership EMP
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8/14/2019 Leadership EMP
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S3: Participating/
Encouraging
S4: Delegating/
Monitoring
S2:Selling/
Explaining
S1: Telling/
Directing
Task Behavior
R
E
LA
T
I
O
N
S
H
I
P
B
E
HAV
IUOR
High Relationship/
Low Task
High on Relationship/
High on Task
Low Relationship/
Low Task
Low Relationship/
High Task
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8/14/2019 Leadership EMP
9/19
Transactional Leader:
Contingent Reward: Recognises accomplishments,rewards good performance.
Management by Exception: Watches and searches for deviations from rules and
standards, takes corrective action.
Charismatic Leader: Motivates and directs followers by developing in
them a strong emotional commitment to a vision andset of shared values
Influences followers by appealing to their emotionsat a deep level
Transformation Leader: Anticipates future trends, Inspires followers to understand and embrace a new
vision of possibilities Develops others to be leaders
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8/14/2019 Leadership EMP
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Criteria for Decision Making:
1. Rationality
2. Acceptance
Rational Emotive Therapy is the method ofdecision making where both the above criteriaare taken care of.
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8/14/2019 Leadership EMP
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Decision Styles:AI : Autocratic. No information sharing, No search for information,
managing with available info. You take your own decision.AII: Autocratic but may seek some information, speak to a few
people. True facts not shared.CI: Consultative approach. Problem sharing with relevant
individuals (subordinates) on a one to one basis. Then you takea decision which may or may not reflect your subordinatesviews.
CII: Consultative approach. Problem sharing with yoursubordinates in a group collectively obtaining their ideas andsuggestions. Then you take the decision which may or may notreflect their views.
GII: Consensus Group Decision-making. You share yourproblems with you subordinates in a group. Together yougenerate and evaluate alternatives and attempt to reach aconsensus. You do not try to influence the group to adopt yoursolution and you are willing to accept and implement anysolution that has the support of the entire group.
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8/14/2019 Leadership EMP
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QUALITY1. Information:
Sufficient Relevant Complete
2. Complexity3. Goal Congruity
Time Availability
ACCEPTANCE
1. Conflict Rule2. Fairness Rule3. Acceptance Priority
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8/14/2019 Leadership EMP
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Rule 1: Unexplained change is uncomfortable For people to commit to any change process it
is necessary to explain its reasons and benefits
to the people affected by itRule 2: The goals of change always appear
impossible at first
This is because we view all change fromthe perspective of our past experience(rear view mirror perspective).
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8/14/2019 Leadership EMP
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Rule 3: Most change is seen as losing something The biggest challenge of the leader is to
enable the paradigm shift from :Change is anticipated to bring lossNot changing is sure to bring lossTherefore changing is likely to lead to gain.
Rule 4: If change is not seen as beneficial for the
system it will not sustain itself The only exception is drastic change where to
go back is impossible. But unless there iseffective selling, commitment will not happen
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8/14/2019 Leadership EMP
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Living life is all about making choices:
Choosing to be a victim
Choosing to be a Master
In terms of the challenges I face today, what do I needto do if I want to be a Master and not a victim?
Start Doing Stop Doing Continue to do
HOLD ON to what is working LET GO of what is not working TAKE ON new learning and exploration of options
MOVE ON to new commitments.
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8/14/2019 Leadership EMP
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8/14/2019 Leadership EMP
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Integrity
Clarity and Focus
Ability to influence
Trustworthiness Emotional Stability
Adaptability
Effective Communication Skills
Ability to take unpleasant Decisions Humility
Ability to keep others before self
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8/14/2019 Leadership EMP
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8/14/2019 Leadership EMP
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You are the leader of a group of fourengineers (includingyourself), Ajay, Vijay, and Rakesh who have to reportfor the night shift duty. To reach your workplace,which is at a distance from the city, you have to passthrough a dark tunnel. Unfortunately you only haveone torch with you. The tunnel is such that only oneperson can accompany the torch bearer. While youtake 1 minute, Ajay takes 10 minutes, Vijay takes 2minutes, and Rakesh takes 5 minutes to cross thetunnel.
What is the minimum time required for all the four ofyou to pass the tunnel.