leadership - module i & ii

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Introduction to

LeadershipAuthor

Dr. Ravi KanningatePhD, M.Phil., M.Com., MBA, MDBA.

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Module1

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In this topic, we will discuss about:• Introduction• What is a leader?

Session AAre you a Leader?

introduction

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Successful

Unsuccessful

What sets apart the successful organization from unsuccessful organization“The

Dynamic and

Effective leadership”

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Of every one hundred new business establishment started, approximately one half go out of business with in two years. By the end of five years, only one third of the original one hundred remain active in the business.

10050

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??

1st year

2nd year

5th year

Most of the organization failure can be attributed to the ineffective leadership. The shortage of leadership is everywhere.

Successful Leaders

New Business

Leadership is not lack of people, but people with significant ability to get the job done effectively.

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Activity 1 So, what is leadership is all

about? Write down in your view what a leader should be?

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Is it a magnetic personality? or A popular oratory skill? or Just “making friends and influencing

people”

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Leadership means VISION!

Lifting of a man’s vision to higher sights.

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Leadership means PERFORMANCE!

Raising of a man’s performance to a higher standard.

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Leadership means PERSONALITY!

Building of a man’s personality beyond its normal limitations.

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• Leadership means: the ability to inspire followers with devotion and enthusiasm.

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A good leader:

► Who talks little;► When his work is done, his aim

fulfilled;► He will say, “We did the work”.

Loa-Tzu, Chinese Philosopher, 6th Century BC.

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Each leaders have their own:PhilosophyAttitudesSkillsPersonalityStyles and Approaches

to the task

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‘You will be judged by the caliber of your

communication skills’

Ronald Reagan maintained his honey-smooth voice

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May I ask you a question that:

Are leaders born? Or

Are they made?

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My answer would be:

Some are inborn and

Some can be developed

George Washington (1732-99), despite having had virtually no formalschooling, became commander-in-chief of the Continental army during the American Revolution, and later the first president of the United States.

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Mahatma Gandhi (1869-1948) the Indian nationalist leader, trained as alawyer and, having spent twenty years in South Africa fighting for better treatment of Indians there, returned to his native country, leading the campaign for home rule.

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Sir Winston Churchill (1874-1965) had a privileged background – as theson of a Lord – and was probably the best-loved and most famous Britishleader in the last century. In his early life he had trained as a soldier.

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Nelson Mandela (1918 - 2013) was also a lawyer, and the son of a tribalchief. He became South Africa’s first non-white president, despite having been imprisoned for sabotage and treason from 1964 to 1990.

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So, what opinion do you have on Hitler or Stalin?

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Read the biographies of the world’s leaders and learn from their habits,

inspirations and philosophies. Cultivate the important practice of

active role modeling.

Leadership in organization where leaders are not born with special qualities, but learn leadership as they progress.

Leadership

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Readers are leaders. The more you read, the better you know.

Some top performers read a book a day. US Ex President Bill Clinton read more than 300 books during his short time at Oxford University.

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Module 2

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Topics for this Session ;• What qualities does a leader need?

Session A

Are you a leader?

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What qualities does a leader need? Let’s look at some example:

Frank was passenger on a ship that hit a freighter and started to sink. Many people onboard panicked, but Frank kept calm and helped the crew organize lifeboats. Then he took the lead in getting other passengers to safety. When they all go to dry land, Frank was praised for his presence of mind and leadership qualities.

Khalid was a team leader of aircraft mechanics in his country’s air force. During an emergency operation, it was the job of Khalid’s team to keep the aircraft flying. This involved long, painstaking work under trying conditions. A single mistake could have caused an aeroplane to crash, which would have jeopardized the whole mission. When the operation was over, Khalid’s commanding officer congratulated him on his devotion to duty and remarkable leadership.

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Noura led a team of computer operators, that had worked away steadily for several years in large company. The quality of the team’s work was consistently high, staff turnover low and the team was the envy of many other first line managers. Noura’s leadership qualities were recognized and , when a vacancy arose, she got promoted to departmental manager.

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Leadership

Frank

Khalid

Noura

Can you spot the differences between the three cases?

Similarly, what similarities that you can find in them?

Frank wasn’t even an appointed leader and yet took charge when an emergency situation arose.

Leadership

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an outgoing personality

Both Khalid and Noura led a team; Khalid had to inspire his mechanics to put in a supreme effort during a limited exercise.

Leadership

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highly motivated team leadership

In Noura’s case, although conditions weren’t particularly arduous, she set herself the task of maintaining very high team standards over a long period.

Leadership

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professional managerial leadership

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Activity 2 (Duration: 5 minutes)

What characteristics were common to the three leaders above? Jot down two or three features that apply to all three cases.

1.They have the ability to influence others, such as:

Persuasive skills; Tact and diplomacy; Polite but firm in getting

people to do what they had wanted.

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Activity 2 (Duration: 5 minutes)

What characteristics were common to the three leaders above? Jot down two or three features that apply to all three cases.

2. The ability to inspire confidence:

By setting an example and/ or

imposing high standards

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Activity 2 (Duration: 5 minutes)

What characteristics were common to the three leaders above? Jot down two or three features that apply to all three cases.

3. Managerial skills :

The ability to organize, co-ordinate, communicate well and to support and motivate.

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Activity 2 (Duration: 5 minutes)

What characteristics were common to the three leaders above? Jot down two or three features that apply to all three cases.

4. In addition, they had:

Sound personal qualitiesfor others to believe in them and want to follow them.

Determinationin abundance.

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Activity 3 (Duration: 5 minutes)

Read the above list once again. Are there any other characteristics displayed by effective leaders, that we haven’t mentioned?

Think of the day-to-day running of a work team, or think instead of any leader you particularly respect and admire.

What other qualities does a team look for in a leader? Try to list two points

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You may have included such leadership characteristics as: Dependability

never letting the team down; Integrity

being uncompromising in keeping to a set of values; Fairness

not taking sides, but being even-handed; Being a good listener

rather than always trying to dominate discussion; Consistency

not changing values or rules to suit the circumstances; Having a genuine interest in others

liking people and identifying with them; Showing confidence in the team

being prepared to delegate power, authority and responsibility to the team;

Giving credit where it’s duerather than claiming all the credit for the leader;

Standing by the team when it’s in troubleand not trying to disclaim responsibility for the problem

Keeping the team informedand not hiding behind a ‘cloak of mystery’

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Leaders have: A good leader will: The ability to inspire confidence Be fair Managing skills Be a good listener Sound personal qualities Be consistent Determination Have a genuine interest in others Integrity Show confidence in the team A history of success and achievement Give credit where it’s due

Stand by the team when it’s in trouble

Keep the team informed

Good leaders have a history of success and achievement. So let’s remind ourselves what we’ve covered so far.

That doesn’t mean all leaders are strong in all these areas.

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‘How can I be sure that what they are telling me is correct?’

‘How can I assess their performance?’

‘How can I monitor and understand what is going on?’

‘How can I avoid looking foolish and ignorant, faced with all this expert knowledge?’

A leader might ask:Most difficulties may be overcome once there is trust.

The best and easiest way of assessing performance is by results.

We can’t all be experts in everything, but most technical information can be put in a form that the non-expert can understand.

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When you are leading a team with specialists:

• Try to build a trust;• Don’t be afraid to question;• Get synopses and

explanations in non-expert language;

• Judge by results;• If necessary, cross-check

performance and information with other experts.

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Expertise helps, but it isn’t necessary.

• However, it is important to recognize the possible problems, and to make provisions for dealing with them.