high performing leadership

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High Performing High Performing LeadershipLeadership

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ContentsContents

1.1. Six Trait of Effective LeadersSix Trait of Effective Leaders

2.2. Managerial Grid of LeadersManagerial Grid of Leaders

3.3. Contingency Model of LeadershipContingency Model of Leadership

4.4. Elements of High Performing LeadersElements of High Performing Leaders

• Leader as Vision CreatorLeader as Vision Creator

• Leader as Team BuilderLeader as Team Builder

• Leader as Task AllocatorLeader as Task Allocator

• Leader as People DeveloperLeader as People Developer

• Leader as Motivation StimulatorLeader as Motivation Stimulator

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Six Key Traits of Six Key Traits of Effective LeadersEffective Leaders

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What is Leadership ?What is Leadership ?

A leader articulates and embodies a vision and A leader articulates and embodies a vision and

goals, and enables others to share and achieve goals, and enables others to share and achieve

themthem

Leadership is a state of mind….leadership is Leadership is a state of mind….leadership is

about vision, spirit, and character; getting about vision, spirit, and character; getting

diverse individuals to work together as a teamdiverse individuals to work together as a team

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Six Traits of LeadersSix Traits of Leaders

DriveDrive Desire to Desire to LeadLead

IntegrityIntegrity

Self-Self-ConfidenceConfidence

IntelligenceIntelligence Job-relevant Job-relevant KnowledgeKnowledge

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DriveDrive

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 Desire to LeadLead

Leaders have a strong desire to influence

and lead others, they demonstrate the

willingness to take responsibility

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IntegrityIntegrity

Leaders build trusting relationship between

themselves and followers by being truthful

and by showing consistency between word

and deed

Self-Self-ConfidenceConfidence

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

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IntelligenceIntelligence

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-Job-Relevant Relevant

KnowledgeKnowledge

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.

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Managerial Grid of LeadersManagerial Grid of Leaders

Concern for TasksConcern for Tasks

Concern Concern for for

PeoplePeople

11 55 99

11

55

99 9.9. Team Management9.9. Team

Management

1.9. Country Club Management


5.5. Middle of the Road Management 5.5. Middle of the

Road Management

9.1. Task Management


1.1. Impoverished Management


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The leaders focuses on being supportive

and considerate of employee to the

exclusion of concern for task efficiency

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

The leaders concentrates on task

efficiency but shows little concern for the

development and morale of employee

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9.9. Team Management

9.9. Team Management



The leader facilitates task efficiency and

high morale by coordinating and

integrating work-related activities

The leader facilitates task efficiency and

high morale by coordinating and

integrating work-related activities

The leaders exerts minimum of effort to

accomplish the workThe leaders exerts minimum of effort to

accomplish the work

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Contingency Model of LeadershipContingency Model of Leadership

Leader Behavior• Directive• Supportive• Participative• Achievement

Oriented

Environmental Contingency Factor• Task Structure• Formal Authority System• Work Group

Environmental Contingency Factor• Task Structure• Formal Authority System• Work Group

Employee Contingency Factor• Locus of Control• Experience• Perceived Ability

Employee Contingency Factor• Locus of Control• Experience• Perceived Ability

Outcomes• Performance• Satisfaction

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• Lead to greater satisfaction when tasks are

ambiguous and stressful than when they’re

highly structured and well laid out

• Will lead to higher employee satisfaction

when there’s substantive conflict within

work group

• Will satisfy employees with an external

locus of control

• Are likely to be perceived as redundant

among employees with high perceived

ability or with considerable experience

Directive Directive

LeadersLeaders

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• Creates high employee performance and

satisfaction when employees are

performing structured tasks

• Are needed when the formal authority

relationships are clear and bureaucratic

Supportive Supportive

LeadersLeaders

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• Will satisfy employees with internal locus of

control (those who believe they can control

their own destiny)

Participative Participative

LeadersLeaders

• Will increase employees’ expectancies that

effort will lead to high performance when

tasks are ambiguously structured

Achievement Achievement

Oriented Oriented

LeadersLeaders

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Elements of High Performing LeadershipElements of High Performing Leadership

Leader as Leader as

Vision CreatorVision Creator

Leader as Leader as

Tasks AllocatorTasks Allocator

Leader as Team Leader as Team

BuilderBuilder

Leader as Leader as

Motivation Motivation

StimulatorStimulator

Leader as Leader as

People DeveloperPeople Developer

High Performing High Performing

LeadershipLeadership

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Leader as Leader as Vision CreatorVision Creator

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Leader as Vision CreatorLeader as Vision Creator

Creating Creating

VisionVisionSetting Setting

GoalsGoals

Developing Developing

Action PlanAction Plan

Monitoring Monitoring

Action Action

Plan Plan

ExecutionExecution

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Creating Creating

VisionVision

Analysis of external Analysis of external

opportunities and opportunities and

threatsthreats

Analysis of internal Analysis of internal

capabilities and areas capabilities and areas

for improvementfor improvement

"What is our vision for the team/organization

— where should the team be headed, what

kind of team/organization do we want to

become?"

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Setting Setting

GoalsGoals

• 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.

• Setting objectives and then

measuring whether they are

achieved or not help managers track

an team's progress.

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Four Characteristics of Goal SettingFour Characteristics of Goal Setting

Goal Goal

DifficultyDifficulty

Goal Goal

SpecifitySpecifity

• Increasing your employees' goal difficulty

increases their challenges and enhances the

amount of effort expended to achieve them

• The more difficult goals lead to increased

performance if they seem feasible

• When given specific goals, employees tend to

perform higher • Telling them to do their best or giving no

guidance increases ambiguity about what is

expected

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Four Characteristics of Goal SettingFour Characteristics of Goal Setting

FeedbackFeedback

Participation Participation

in Goal in Goal

SettingSetting

• Providing feedback enhances the effects of

goal setting

• Performance feedback keeps their behavior

directed on the right target and encourages

them to work harder to achieve the goal

• Employees who participate in the process,

generally set higher goals than if the goals

were set for them• It also affects their belief that the goals are

obtainable and increases their motivation to

achieve them

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Developing Developing

Action PlanAction Plan

• Action plan are the means for accomplishing

objectives

• Action plan must be concrete, measurable

events that must occur

• Plan also establishes a priority for the tasks

• 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.

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Monitoring Monitoring

Action Plan Action Plan

ExecutionExecution

• The final step is to follow up, measure, and

check to see if the team is doing what is

required.

• This kind of leader involvement validates that

the stated priorities are worthy of action.

• For the leader it demonstrates her

commitment to see the matter through to a

successful conclusion.

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Leader as Leader as Team BuilderTeam Builder

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Great TeamGreat Team

Leader as Team BuilderLeader as Team Builder

• Clear GoalsClear Goals

• Clear measures of Clear measures of

performanceperformance

• Clear job rolesClear job roles

• Team identity and Team identity and

spiritspirit

• Sense of fun and Sense of fun and

enjoymentenjoyment

• Open and honest Open and honest

communicationcommunication

TaskTaskTaskTask PeoplePeoplePeoplePeople

Effective Leaders Effective Leaders develop and develop and nurture……nurture……

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Cultivate a cohesive teamCultivate a cohesive team

Promote team problem solvingPromote team problem solving

Be loyal to your membersBe loyal to your members

Help your members to manage and

learn from their challenges Help your members to manage and

learn from their challenges

Care about your membersCare about your members

Leader as Leader as

Team BuilderTeam Builder

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Cultivate a

cohesive teamCultivate a

cohesive team

• Know when to step in and when to

stay out of team conflicts.

• Plan occasional team events that

let people get together without the

pressures of work.

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Promote team

problem

solving

Promote team

problem

solving

• Be accessible for consultation with

your employees if problems arise,

but don't micromanage.

• Establish a guideline that whenever

employees bring you a problem,

they are expected to also bring you

at least one possible solution.

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Be loyal to your

team memberBe loyal to your

team member

• Be the voice of your team at the

management table.

• Share the credit with your team for

its achievements and ensure that

those above you know about its

successes.

• Don't publicly point a finger when

something goes wrong.

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Help your

members to

manage and

learn from their

challenges

Help your

members to

manage and

learn from their

challenges

• Find out what gets in the way of

their doing their best.

• Delegate, but don't abdicate.

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Care about your

membersCare about your

members

• Make small talk with your

employees when the opportunity

presents itself.

• Greet employees by name when

you make first contact each day.

• Be a positive, encouraging force.

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Leader as Leader as Tasks AllocatorTasks Allocator

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Leader as Tasks AllocatorLeader as Tasks Allocator

Leaders get things done through people……..

LeadersLeaders

TasksTasks

PeoplePeople

Result Result

Effective leaders, therefore, need to understand the value of the value of

allocating tasks or delegatingallocating tasks or delegating and know how to do it

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DelegationDelegation

• The assignment of authority to

another person to carry out specific

activities.

• 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.

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What to What to

delegatedelegate

• Recurring and routine tasks

• Tasks that would increase or

develop an employee’s skills or

knowledge

• Occasional duties or tasks

• Tasks I do that are in someone’s

area of expertise or interest

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Who to Who to

delegate delegate

toto

• A person who is already able and

willing to take on responsibility for

doing a task

• A person who wants to learn the

task in order to develop or extend

their skills

• A person who wants to make their

job more interesting and challenging

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Steps to Delegate Effectively 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

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Clarify the

Assignment

• 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.

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Specify the

employee’s

Range of

Discretion

• Every act of delegation comes with

constrains.

• You need to specify what those

parameters are so that employees

know, in no uncertain terms, the range

of their discretion.

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Allow the

employee to

Participate

• 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.

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Inform

Others that

Delegation

has Occurred

• 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.

• Let them know, too, that you have

complete confidence in the

employee’s ability to succeed in the

task.

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Monitor

Results

• Monitoring allows you to make any

necessary adjustments to the way the

task is being done.

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Leader as Leader as People DeveloperPeople Developer

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Leader as People DeveloperLeader 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

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LeaderLeader

EmployeeEmployee

Employee Employee

Development and Development and

Learning PlanLearning Plan

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• 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.

Employee Employee

Development Development

and Learning and Learning

PlanPlan

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Employee Employee



PlanPlan

• The plan is the outcome of one or The plan is the outcome of one or

more discussion sessions that more discussion sessions that

address:address:

• the employee's and manager's

perspective on the employee's

effectiveness in her current role

• mutual suggestions for increasing

impact in the current role

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Employee Employee



PlanPlan

• Things to consider in designing Things to consider in designing

Development Plan : Development Plan :

• Identify the core competencies for

every level of employee in the

organization.

• Understands that each person learns

differently and that employees need to

have tailored learning plans that suit

their learning styles.

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Employee Employee



PlanPlan

Employees benefit because they can :Employees benefit because they can :

• reflect on and communicate their own

interests, skills, and achievements to their

managers

• volunteer for participation in satisfying

assignments, special projects, and learning

activities

• relate personal goals to the bigger picture of

the organization's long-term business plan

• seek feedback about specific development

needs and interests

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Employee Employee



PlanPlan

Managers benefit because they can:Managers benefit because they can:

• share the responsibility for developmental

planning with employees rather than

assuming full responsibility

• get a clearer picture of employees' interests

and goals and relate those interests to new

tasks and assignments

• energize and retain employees by providing

new challenges in their current roles as well

as preparing them for other roles

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Leader as Leader as Motivation StimulatorMotivation Stimulator

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Leader as Motivation StimulatorLeader 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

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Three C’s of Three C’s of

MotivationMotivation

CollaborationCollaboration

ContentContent

ChoiceChoice

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CollaborationCollaboration

ContentContent

ChoiceChoice

People feel more motivated to work hard

when they’re inspired to cooperate, when

they have an opportunity to help one another

succeed


when they understand how their work add

value to the organization


when they feel empowered to make decisions

about their work

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Leader as Leader as

Motivation Motivation

StimulatorStimulator

Inspire by ExampleInspire by Example

Create and Create and

communicate a clear communicate a clear

vision of the goalsvision of the goals

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Inspire by Inspire by ExampleExample

• Be clear and enthusiastic about your own

life purpose and goals.

• The most inspiring leaders are

themselves inspired and excited about

the purpose of their lives or their

missions.

• 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.

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• Share stories from your own experience.

• 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.

• 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.

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• Focus on the dreams and goals of

others.

• Get to know your employees and other

people with whom you regularly interact.

Find out what they want to achieve.

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communicate communicate

a clear vision a clear vision

of the goalsof the goals

• 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.

• 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.

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communicate communicate

a clear vision a clear vision

of the goalsof the goals

• 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.

• 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.

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Recommended Further Readings:

1. Stephen Robbins and Mary Coultar, Management, Prentice Hall

International

2. Bryn Hughes, The Leader's Tool Kit: Hundreds of Tips and

Techniques for Developing the Skills You Need, Kingsway

Communications

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