High Performance Leadership

M Sutapa Lakshmanan

Coverage

 Leadership Styles  Leadership Skills

Leadership Styles
 Charismatic  Transactional  Transformational  Principle-centered

Charisma

Charismatic Leadership Style

Charisma: A certain quality by which a person is set apart from ordinary people and treated as endowed with exceptional qualities Characteristics of Charismatic Leaders:
Vision and articulation Personal Risk (high risk, self-sacrifice) Sensitivity to follower needs(abilities, needs, feelings) Unconventional Behavior

Process:
Appealing vision Vision statement setting high performance expectations express confidence in followers Set an example emotion inducing unconventional behavior

Charismatic Leadership Style- Communication

Management by inspiration
 Using metaphors and analogies  Choosing language to different audience

Management by anecdote

Developing Charisma
 Create vision for others  Enthusiasm, Optimism, Energy  Sensibly Persistent  Remember names of people  Make an impressive appearance  Be candid(direct)  Display an In-your-Face attitude (positive, warm, humanistic)

Transactional Leadership Style

The Transactional Leader

Contingent reward:

Contracts exchange of rewards for effort. Recognizes accomplishment. Watches and searches for deviations from rules and standards. Takes corrective action. Intervenes only if standards are not met.

Management by exception (active):

Management by exception (passive): Laissez-faire:

Abdicates responsibility. Avoids making decisions.

Inspiration

Transformational Leadership
The Transformational Leader Charisma: Provides vision and sense of mission. Instils pride. Gains respect and trust. Communicates high expectations. Uses symbols to focus efforts. Expresses important purposes in simple ways Promotes intelligence. Acts rationally. Exhibits careful problem solving Gives personal attention. Treats each person separately. Coaches. Advises.

Inspiration:

Stimulation:

Individualism:

Principle-centered Leadership

The 7 Habits??

The 7 Habits
 Habit 1: Be Proactive
The habit of being proactive, or the habit of personal vision, means taking responsibility to make things happen
 Habit 2: Begin with the end in Mind

This is the habit of personal leadership. Start with a clear destination to understand where you are now, where you re going and what you value most  Habit 3: Put First things First This is the habit of personal management, which involves organizing and managing time and events  Habit 4: Think Win-win Win-win is the habit of interpersonal leadership, seeking mutual benefit. This thinking begins with a commitment to explore all options until a mutually satisfactory solution is reached, or to make no deal at all.

The 7 Habits
Habit 5: Seek First to understand ,Then to be Understood
This is the habit of empathic communication. Understanding builds the skills of empathic listening that inspire openness and trust

Habit 6:Synergize
This is the habit of creative co-operation and teamwork. Synergy results from valuing differences by bringing different perspectives together in the spirit of mutual respect

Habit 7: Sharpen the Saw

This is the habit of self-renewal. Preserving and enhancing your greatest asset, yourself, renewing the physical, spiritual, mental and social/emotional dimensions of your nature

Success on a farm
Requires adherence to natural principles
 Prepare the ground  Seed  Cultivate  Weed  Water

Leadership and Farming

Leadership is also governed by natural principles

shortcuts and

quick fixes will not work in the long run

Leadership requires character and skill development related to natural law and principles

Leadership Levels
 Personal  Interpersonal  Managerial  Organizational

First Level- Personal

 Leadership starts with the person  Leaders must be trustworthy

 Leadership requires character and competence

Power
 Used for personal gain  Used to help others

Five Bases of Power

    

Reward Power Coercive Power Legitimate Power Expert Power Referent Power

Second Level- Interpersonal

 Leadership requires effective interpersonal skills and expectations  Leadership requires trust  Trust builds communication, empathy and productive interdependency

Third Level- Managerial

 Leadership requires skills such as
 Teambuilding  Delegation Communication  Empowerment

Level Four- Organizational

 Leadership requires creating an effective system  Communication, training, rewards, vision, strategy must be aligned and mutually supportive  Creating a vision and providing proper strategic leadership

Management Paradigms
NEED Physical/ Economic METAPHOR Stomach PARADIGM Scientific Authoritarian PRINCIPLE Fairness

Social/ Emotional

Heart

Human Relations (benevolent Authoritarian) Human Resource

Kindness

Psychological

Mind

Use and development of Talent Meaning

Spiritual

Spirit (whole person)

Principle-centered Leadership

Leadership Roles
OPERATIONS Accountable for business results. Set challenging goals, establish detailed cost-benefit analyses, take risks, have a thorough knowledge of the organization and markets, know the threats, opportunities and challenges. Provide advice, guidance and support regarding a specific functional area. Often responsible for developing broad functional capability and interpretation and application of functional policies. Possess in-depth knowledge of the organization and excellent people skills. Highly conceptual, able to influence others. Emerged from the trend toward flatter, matrixed organizations. Lack direct authority of operational positions. Accountable for key business results. Highly proactive, extremely flexible, communication style adaptable to the situation, people and culture, tenacious in seeking out information.

ADVISORY

COLLABORATIVE

Leadership in Action
Vision Effectively setting the company s general tone and direction

Management

Setting specific goals and focusing resources to achieve them

Empowerment

Selecting and developing subordinates who are committed to the organization s goals. Establishing coalitions with people inside and outside the organization to achieve the organization s agenda. Observing and listening carefully to all stakeholders (e.g., employees, team members, clients) and sharing information in a manner that is beneficial for all

Diplomacy

Feedback

Leadership in Action
Entrepreneurialism: Finding new opportunities a hallmark of successful leadership.

Personal style:

Exhibiting effective personal style that sets an overall organizational tone of integrity, competence, inspiration and optimism. Balancing conflicting personal and work demands (including the physical demands of leadership travel, long hours, conflict, stressful decisions) Having a comfort level and previous experience to manage individuals and organizations over a wide range of demographic, geographic and cultural borders

Personal energy:

Multicultural awareness:

Leadership Styles across generations

Generation X (1965-1980) Respect the experiences that have shaped their beliefs and thinking Tell them the truth Clearly identify boundaries Honour sense of work/life balance Offer mentoring programs Clearly communicate that repetitive tasks and quality checks are part of the job Offer learning opportunities. Be clear about expectations and long-term goals Offer mentoring programs Generation Y (Born after 1980) Take time to orient with respect to the organization s culture Provide structure and strong leadership

Global Leadership

Most people who want to get ahead do it backward. They think, 'I'll get a bigger job, then I'll learn how to be a leader.' But showing leadership skill is how you get the bigger job in the first place. Leadership isn't a position, it's a process.

-- John Maxwell