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HIGH PERFORMANCE

LEADERSHIP

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WHO IS A LEADER?

A leader can be defined as" a person who influences agroup of people towards the

achievement of a goal”

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3 P‟s OF A LEADER

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QUALITIES OF A LEADER Self starter

Visionary

Motivator

Communicator Mentor

Change agent

Risk taker

Strategic thinker

Committed

Responsible

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A LEADER C.A.R.E.SCreative tension

Active choice

Resilience under pressure

Empathic relationships

Self awareness

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CREDIBILITY OF A LEADER

“A leader’s credibility begins with

personal success. It ends with helping

others achieve personal success”

To gain credibility a leader has to consistently

demonstrate 3 things

Initiative : you have to get up to go up Sacrifice: you have to give up to go up

Maturity: you have to grow up to go up

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LEADERS – BORN OR MADE?

Leaders are mostly made

We may be born with certain innate

abilities but it is up to us to developthem to their complete potential

Traits of leadership can be acquired

Link these with desire and nothing cankeep you from becoming a leader

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CRITICAL INDICATORS OF

LEADER‟S CREDIBILITY

Strong goal orientation

Integrity

Close engagement with others

Contextual perception

Resilient resourcefulness

Resonant communication

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MANAGERS

VS

LEADERS

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“Managers are people who do

things right, while leaders are

people who do the right thing.”

- Warren Bennis

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LEADERS VS MANAGERS LEADERS:

• Innovate

• Focus on people

• Inspire trust

• Have a long-range view

•

Ask what and why

• Have eyes on horizon

• Originate

• Do the right thing

MANAGERS:

• Administrate

• Focus on systems and

structures

• Rely on control

• Have a short-range view

• Ask how and when

• Have eyes on bottom line

• Initiate

• Do thin s ri ht

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WHAT IS LEADERSHIP?

Leadership is a process whereby

an individual influences agroup of individuals to achieve

a common goal.

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HALLMARKS OF LEADERSHIP

Direction

Inspiration

Building teams

Leading by example

Acceptance

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CLASSICLEADERSHIP

STYLES

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LEADERSHIP STYLES

The expression “Leadership Styles” is

vague.

It is the total pattern of a leader’s explicitand implicit actions as seen by followers.

Leadership style represents acombination of skills, traits and attitudes

that are manifested in a leader’s behavior.

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POSITIVE AND NEGATIVE LEADERS

If approach emphasizes rewards, we havepositive leadership. If it emphasizespenalties, we get negative leadership.

Rewards may be economic or non-economic.

Negative leadership extracts high humancosts. Negative leaders are bosses rather

than leaders.

Negative leadership may not result in poorgroup performance.

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AUTOCRATIC LEADER

Leader makes decisions without reference toanyone else

High degree of dependency on the leader

Can create de-motivation and alienationof staff

May be valuable in some types of business wheredecisions need to be made quickly and decisively

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DEMOCRATIC LEADER

Encourages decision making from different

perspectives – leadership may be emphasised

throughout the organisation

Consultative: process of consultation before

decisions are taken

Persuasive: Leader takes decision and seeks to persuade others that the decision

is correct

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DEMOCRATIC LEADER

May help motivation and involvement

Employees feel ownership of the firm and its

ideas

Improves the sharing of ideas and experiences

within the business

However it can delay decision making

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LAISSEZ-FAIRE LEADER

The leadership responsibilities are shared by all

Useful in businesses where creative ideas are

important

Can be highly motivational, as people havecontrol over their working life

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LAISSEZ-FAIRE LEADER

Can make coordination and decision making

time-consuming

The team may be lacking in overall direction

Relies on good team work

Relies on good interpersonal relations

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COMPARATIVE STUDY Autocratic Democratic Laissez-faire

1. All determination of policy bythe leader.

2. Techniques and activity stepsdictated by the authority, oneat a time, so that future stepswere always uncertain to alarge degree.

3. The leader usually dictated

the particular work task andwork companion of eachmember.

4. The dominator tended to be“personal” in his praise andcriticism of the work of eachmember; remained aloof fromactive group participation

except when demonstrating.

All policies a matter of groupdiscussion and decision, encouragedand assisted by the leader.

Activity perspective gained duringdiscussion period. General steps togroup goal sketched; and whentechnical advice was needed, theleader suggested two or morealternative procedures from whichchoice could be made.

The members were free to work withwhomever they chose, and thedivision of tasks was left to the group.

The leader was “objective” or “fact-minded” in his praise and criticism,and tried to be a regular groupmember in spirit without doing too

much of the work.

Complete freedom forgroup or individualdecision, with a minimumof leader participation.

Various materials suppliedby the leaders, who madeit clear that he wouldsupply information whenasked. He took no otherpart in work discussion.

Complete non -participation of the

leader.

Infrequent spontaneouscomments on memberactivities unlessquestioned, and noattempt to appraise orregulate the course of events.

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LEADERSHIP STYLES Muczyk and Riemann, point out that these styles seem

to involve two separate dimensions, namely

(1) The autocratic-democratic dimension

(2) The permissive-directive dimension

The first dimension is based on the extent to whichleaders permit subordinates to take part in decisions.

The second one involves the extent to which leadersdirect the activities of subordinates.

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LEADERSHIP STYLES

By combining above two dimensions we get four

patterns of leadership behaviour.

MEMBER‟S BEHAVIOUR IN

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MEMBER S BEHAVIOUR IN AUTOCRATIC, DEMOCRATIC AND

LAISSEZ-FAIRE CLIMATE

1. Efficiency Arguments in favour of autocratic climate often claim that

democracy is not efficient enough to accomplish group goals.

Of course, in autocracy the quantity of work done is somewhatgreater.

However one of the Lippit‟s experiment showed. On the whole,groups are able to attain their goals in democracy.

Further, in democracy, the level of originality, or creativethinking, is much higher.


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2. Ascendance

Dominating ascendance is characteristic of theautocratic group

While objective and friendly ascendance arecharacteristic of the democratic group.

Most of the aggression by group members is directedagainst each other. Therefore, it may be called“displaced aggression”.


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3. Total need satisfaction

It is well established fact that autocracy is oftensatisfying to some of the needs of the leader and group

members.

Some members find satisfaction in passivity,satisfaction in not having to think and in identifying

with a strong, dominating leader image.

Autocracy is always frustrating, because it imposesbarriers to the satisfaction of individual needs.


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4. Dependence and individuality

In autocratic climate, behaviour of members may be

classified as “submissive” or “dependent”.

Dependent remarks by members is more often inautocratic climate than in democratic and laissez-faire

climates.

Conversations in autocracy are less varied


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5. More group-mindedness and more friendlinessin democracy

In autocratic climate proportion of centered remarks are more

frequent as compared to those in democracy.

In democracy spontaneous subgroups are larger.

Group-minded remarks, friendly remarks and mutual praise were

more frequent in democracy.

In democratic climate, members showed greater readiness toshare group property.

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THEORIES OFLEADERSHIP

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TRAIT THEORY

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ASSUMPTIONS OF THE

THEORY

Theories that consider personality, social, physical, orintellectual traits to differentiate leaders from non -leaders

People who make good leaders have the right (orsufficient) combination of traits.

Thus the theory assumes, critical leadership traits could beisolated and that people with such traits could then berecruited, selected, and installed into leadership positions.

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LEADERSHIP TRAITS AND

SKILLS TRAITS

Adaptable to situations

Alert to social environment

Ambitious and achievement-orientated

Assertive

Cooperative Decisive

Dependable

Dominant (desire to influenceothers)

Energetic (high activity level)

Persistent Self-confident

Tolerant of stress

Willing to assume responsibility

SKILLS

Clever (intelligent)

Conceptually skilled

Creative

Diplomatic and tactful Fluent in speaking

Knowledgeable about grouptask

Organised (administrativeability)

Persuasive Socially skilled

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LIMITATIONS

No universal traits found that predict leadership inall situations

Unclear evidence of the cause and effect of relationship of leadership and traits

Better predictor of the appearance of leadershipthan distinguishing effective and ineffectiveleaders

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BEHAVIOURAL

THEORIES OFLEADERSHIP

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MCGREGOR‟S THEORY X

& THEORY Y MANAGERS

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THEORY X MANAGERS

Theory X managers assume that the average

employee:

Dislikes work and attempts to avoid it. Has no ambition, wants no responsibility, and

would rather follow than lead.

Is self-centred and therefore does not care aboutorganizational goals.

Resists change.

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THEORY Y MANAGERS

Theory Y managers assume that:

Work can be as natural as play and rest.

People will be self-directed to meet their work objectives if they are committed to them.

People will be committed to their objectives if rewards

satisfy needs

Under these conditions, people will seek responsibility. Most people can handle responsibility because creativity

and ingenuity are common in the population.

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Thus McGregor states that leadership strategiesare influenced by a leader's assumptions abouthuman nature

Accordingly, Theory X assumptions would preferan autocratic style

Whereas one holding Theory Y assumptions would prefer a more participative style.

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MANAGERIAL GRID

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MANAGERIAL GRID The Managerial Grid is based on two behavioral dimensions:

Concern for People - This is the degree to which a leader

considers the needs of team members, their interests, and

areas of personal development when deciding how best to

accomplish a task

Concern for Production - This is the degree to which a

leader emphasizes concrete objectives, organizational

efficiency and high productivity when deciding how best to

accomplish a task.

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MANAGERIAL GRID MODEL

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IMPOVERISHED MANAGEMENT (1, 1)

This leader is mostly ineffective

He has low concern for employee satisfaction and work deadlines

As a result disharmony, dissatisfaction anddisorganization prevail within the organization.

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TASK MANAGEMENT (9, 1)

Also called dictatorial or perish style

The leader believes that efficiency can result only

through proper organization of work systems which results in high output

The employees‟ needs are not taken care of andthey are simply a means to an end which leads to

dissatisfaction amongst them

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MIDDLE-OF-THE-ROAD (5, 5 )

This is basically a compromising style wherein

the leader tries to maintain a balance

The leader does not push the boundaries of achievement resulting in average performance for

organization

Here neither employee nor production needs are

fully met.

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COUNTRY CLUB (1, 9 )

Such a leader is highly people oriented

The leader gives thoughtful attention to the needsof people thus providing them with a friendly and

comfortable environment

Thus employees are highly motivated however it

may hamper production

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CONTINGENCY

THEORIES

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FIEDLER'S

CONTINGENCY MODEL

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FIEDLER'S CONTINGENCY THEORY OF

LEADERSHIP

Leader Effectiveness = f (leader style, situation

favorability)

Group performance is a result of interaction of two

factors.

Leadership style

Situational favorableness

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LEAST PREFERRED COWORKER (LPC)

The least-preferred coworker (LPC) scale classifiesleadership styles.

Describes the one person with whom he or she worked the least well with.

From a scale of 1 through 8, describe this person

on a series of bipolar scales:

Unfriendly 1 2 3 4 5 6 7 8 FriendlyUncooperative 1 2 3 4 5 6 7 8 Cooperative

Hostile 1 2 3 4 5 6 7 8 Supportive

Guarded 1 2 3 4 5 6 7 8 Open

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LEADERSHIP STYLES Relationship oriented:

A high LPC score suggests that the leader has ahuman relations orientation

Task oriented:

A low LPC score indicates a task orientation.

Fiedler's logic:Individuals who rate their least preferred coworker in afavorable light derive satisfaction out of interpersonalrelationship; those who rate the coworker unfavorablyget satisfaction out of successful task performance

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SITUATION FAVORABILITY

The degree a situation enables a leader to exert

influence over a group

The focus is on three key situational factorsLeader-member relations

Task structure

Position power

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SITUATION FAVORABILITY

Leader-member relations:

The degree to which the employees accept theleader

Task structure: The degree to which the subordinates jobs aredescribed in detail

Position power:

The amount of formal authority the leader possesses by virtue of his or her position in theorganization.

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WHEN TO USE WHICH STYLE?

Leadership Low High Low

stlye LPC LPC LPC

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FIELDER‟S CONTINGENCY MODEL

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THE HERSEY-BLANCHARD

MODEL OF LEADERSHIP

THE HERSEY BLANCHARD

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MODEL OF LEADERSHIP

Model takes a situational perspective of leadership

The theory states that the developmental levels of a leader's

subordinates play the greatest role in determining which

leadership style is most appropriate.

Therefore, the more “ready” the followers (the more willing

and able) the less the need for leader support and

supervision.

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MODEL

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LEADERSHIP STYLES

S1: Telling / Directing Here the follower has low level of competence and

commitment

The leader shows High task focus and low relationshipfocus

The leader has to play a very directive role providing a fixed work structure for the job

The leader thus maintains a clear 'do this' position toensure all required actions are clear

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LEADERSHIP STYLES

S2: Selling / Coaching Here the follower has some competence and variable

commitment

The leader shows high task focus and high relationshipfocus

The leader thus spends time listening and advising

Where appropriate, helping the follower to gain necessaryskills through coaching methods.

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LEADERSHIP STYLES

S3: Participating / Supporting

Here the follower has high competence but variablecommitment

Hence the leader shows low task focus but highrelationship focus

The key here is very much around motivation

The leader thus spends time listening, praising andotherwise making the follower feel good when they show the necessary commitment.

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LEADERSHIP STYLES

S4: Delegating / Observing

Here the followers have High competence as well

as high commitment

Hence the leader shows low task focus as well aslow relationship focus

The leader can largely trust his followers to get the

job done

The followers do not need frequent praise or

support

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PATH GOAL THEORY

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PATH GOAL THEORY Leadership style is on the basis of how successfully leaders support their subordinates‟ perceptions of:

Goals that need to be achieved

Rewards for successful performance

Behaviors that lead to successful performance

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PATH GOAL THEORY The leader can affect the performance, satisfactionand motivation of a group by

Offering rewards for achievement of goals

Clarifying path for achievement of these goals

Removing obstacles that hinder performance

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LEADERSHIP BEHAVIOR

Directive: the leader gives specific guidance for performance

Supportive: the leader is friendly and shows concern for

subordinates

Participative: the leader consults with the subordinates and

considers their suggestions

Achievement oriented: the leader sets high goals and

expects his subordinates to achieve high level of

performance.

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PATH GOAL THEORY

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LEADER MEMBER

EXCHANGE THEORY

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LMX THEORY The importance of potential differences in the leader‟s

relationships to his followers was brought out by thismodel developed by Graen and his subordinates.

This model suggests that leaders form different kindsof relationships with different subordinates.

One group is referred as in-group , is favored by the

leaders.

Other group is out-group, is disfavored

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LMX THEORY Leaders select certain followers to be “in” (favorites)

based on competence and/or compatibility and

similarity to leader

Exchanges with these “in” followers will be higher

quality than with those who are “out”

This theory predicts that subordinates who form thein-group will have higher performance, greater job

satisfaction, and higher organizational commitment.

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TRANSACTIONAL

LEADERSHIP

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TRANSACTIONAL THEORY

This approach emphasizes the importance of therelationship between leader and followers

Transactional leaders believe that people are motivated by

reward or punishment

These leaders give clear instructions to followers about

what their expectations are.

When those expectations are fulfilled there are rewards in

store for them

While failure is severely punished

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TRANSFORMATIONAL

LEADERSHIP

TRANSFORMATIONAL

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LEADERSHIP

“Transforming leadership occurs when one

or more persons engage with others insuch a way that leaders and followersraise one another to higher levels of motivation and morality…”

-- James MacGregor Burns

TRANSFORMATIONAL

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LEADERSHIP

A leadership style focused on effecting

revolutionary change in organizations

through a commitment to the organization's

vision

TRANSFORMATIONAL

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LEADERSHIP

Transformational leaders have the ability to clearly

articulate a vision of the future…

They are the myth-makers, the storytellers

They capture our imagination with the vividdescriptions of the wonderful future we will build

together

TRANSFORMATIONAL

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LEADERSHIP

Transformational leaders inspire followers totranscend their self – interests for the good of

organization.

Transformational leadership is a process in which the

leaders take actions to try to increase their associates'

awareness of what is right and important

Such leaders provide their associates with a sense of

purpose that goes beyond a simple exchange of

rewards for effort provided

TRANSFORMATIONAL

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LEADERSHIP

These leaders attempt to optimize development,not just performance.

Development encompasses the maturation of ability, motivation, attitudes, and values. Such

Such leaders want to elevate the maturity level of the needs of their associates (from security needsto needs for achievement and self-development).

TRANSFORMATIONAL

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LEADERSHIP

They convince their followers to strive for a higherlevel of achievement as well as higher levels of moral and ethical standards.

Through the development of their associates, theyoptimize the development of their organization as

well.

High performing teams build high performingorganizations.

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CHARACTERISTICS Leaders & followers raise one another to higher

levels of motivation and morality

Empowering others to achieve a shared vision – transforms both

Appeal to individuals to better themselves

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CHARACTERISTICS

Fosters followers inborn desires for higher values,

morals, humanitarian ideals

Moves individuals beyond transactions &

interpersonal exchanges to perform beyond basic

expectations

Uses power to instill a belief followers can do

exceptional things

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CHARACTERISTICS

Commit people to action

Convert followers into leaders

Convert leaders into change agents, innovators

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CHARACTERISTICS

Believe in people

Are value driven

Are lifelong learners

Can deal with complexity

KEY COMPETENCES OF A

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TRANSFORMATIONAL LEADER

Expand a follower‟s portfolio of needs

Increase the confidence of followers

Elevate followers‟ expectations

Heighten the value of the leader‟s intended outcomes for

the follower

Encourage behavioural change

KEY COMPETENCES OF A

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TRANSFORMATIONAL LEADER

Motivate others to higher levels of personalachievement (Maslow‟s „self -actualization‟).

Setting direction

Setting an example

Communication

Alignment

Providing decision in a crisis and on the ambiguous

LEADER BEHAVIOR

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LEADER BEHAVIOR

Transformational Style Leader Behaviour

1) Idealized Behaviors:

living one's ideals

• Talk about their most important values and beliefs

•Specify the importance of having a strong sense of

purpose

•Consider the moral and ethical consequences of

decisions

•Champion exciting new possibilities

• Talk about the importance of trusting each other

2) Inspirational

Motivation:inspiring others

• Talk enthusiastically about what needs to be

accomplished

• Articulate a compelling vision of the future

•Express confidence that goals will be achieved

•Provide an exciting image of what is essential to

consider

• Take a stand on controversial issues

LEADER BEHAVIOR

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LEADER BEHAVIOR


3) Intellectual

Stimulation:

stimulating others

•Re-examine critical assumptions to

question whether they are appropriate

•Seek differing perspectives when solving

problems•Get others to look at problems from many

different angles

•Suggest new ways of looking at how to

complete assignments

•Encourage non-traditional thinking to deal with traditional problems

•Encourage rethinking those ideas which

have never been questioned before

LEADER BEHAVIOR

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LEADER BEHAVIOR


4) Individualized

Consideration:

coaching and

development

•Spend time teaching and coaching

•Consider individuals as having different needs,

abilities, and aspirations from others

•Help others to develop their strengths

•Listen attentively to others' concerns

•Promote self development

5) Idealized Attributes:

Respect, trust, and faith

•Instill pride in others for being associated with

them

•Go beyond their self-interests for the good of thegroup

• Act in ways that build others' respect

•Display a sense of power and competence

•Make personal sacrifices for others' benefit

•Reassure others that obstacles will be overcome

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Leaders are truly transformational when they increase

awareness of what is right, good, important and

beautiful, when they help to elevate followers' needs

for achievement and self-actualization, when they foster in followers high moral maturity, and when they

move followers to go beyond their self-interests for the

good of their group, organization or society."

---- Prof. Bernard Bass

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TRANSACTIONAL VS

TRANSFORMATIONALLEADERSHIP

TRANSACTIONAL TRANSFORMATIONAL

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TRANSACTIONAL LEADERSHIP

Builds on man‟s need to

get a job done and make a

living

Is preoccupied with power

and position, politics and perks

Is mired in daily affairs

Is short-term and hard

data orientated

Focuses on tactical issues

TRANSFORMATIONAL LEADERSHIP

Builds on a man‟s need for

meaning

Is preoccupied with

purposes and values,

morals, and ethics

Transcends daily affairs

Is orientated toward long-

term goals without

compromising human values and principles

Focuses more on missions

and strategies

TRANSACTIONAL TRANSFORMATIONAL

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TRANSACTIONAL LEADERSHIP

Relies on human relationsto lubricate humaninteractions

Follows and fulfils roleexpectations by striving to

work effectively withincurrent systems

Supports structures andsystems that reinforce thebottom line, maximizeefficiency, and guaranteeshort-term profits

TRANSFORMATIONAL LEADERSHIP

Releases human potential – identifying anddeveloping new talent

Designs and redesignsjobs to make themmeaningful andchallenging

Aligns internal structuresand systems to reinforceoverarching values andgoals

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Both kinds of leadership are necessary.

Transactional leadership has remained theorganizational model for many organizations

However, transformational leadership is needed tomeet the challenges of our changing times.

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EXAMPLES OF

TRANSFORMATIONALLEADERS

STEVE

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JOBS

LEADERSHIP TRAITS

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LEADERSHIP TRAITS

Focus

Passion

Innovation

Involvement

Effective communication

JOB‟S LEADERSHIP

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JOB‟S LEADERSHIP

“Innovation distinguishes a leader and a follower” – Steve Jobs

He was the man attributed with the brilliant turnaround of Apple computers

At Apple, job‟s was seen as a leader whose

brilliance and idealistic vision of “ providingcomputers to change the world” drew othertalented people to him

JOB‟S LEADERSHIP

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JOB‟S LEADERSHIP

He was a charismatic leader who aroused his

employee‟s to give their best

He enhanced the motivation, morale and

performance of his follower group

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BARACK

OBAMA

LEADERSHIP LESSONS

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LEADERSHIP LESSONS

Adopt A “Yes, You Can” Mindset.

Articulate a clear, consistent leadership vision -

and make it big

Smarts can trump experience

Passionately embrace technology and new ideas

LEADERSHIP LESSONS

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LEADERSHIP LESSONS

Engage all constituents and lead inclusively

Inspire confidence in others

Be open and creative in approach

Collaborate and win over competitors

DALAI

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DALAI

LAMA

LEADERSHIP TRAITS

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LEADERSHIP TRAITS

The Dalai Lama is a very charismatic leader

He has no overt base of power; he holds no

political position, yet he strikes a chord

For years has headed an unrecognized

government-in-exile, a 'virtual' nation of 6 million

Tibetans

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SELF

LEADERSHIP

SELF LEADERSHIP

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SELF LEADERSHIP This idea was advocated by Charles Manz and Henry

Sims.

This process involves two fold strategy of

1. leading oneself to perform naturally motivating tasks2. managing oneself to do work that is required but isnot naturally rewarding

Self – leadership requires an employee to apply thebehavioral skills of self-observation, self-set goals, self-reward, and self-criticism.

RULES FOR SELF LEADERSHIP

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RULES FOR SELF - LEADERSHIP

Set goals

Practice discretion constantly

Take initiative.

Learn to love ideas and experiments.

Champion change.

Be a life long learner

SELF LEADERSHIP

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SELF LEADERSHIP

“ Self leaders challenge assumed

constraints, celebrate their pointsof power and collaborate for success”

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SUPER

LEADERSHIP

SUPER LEADERSHIP

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SUPER LEADERSHIP

A super leader is someone who leads others to leadthemselves.

Productive thinking is the corner stone of superleadership.

It requires practicing self-leadership oneself andmodeling it for others.

Super leadership has the potential to free up manager‟s time, because employees are encouraged to managethemselves.

BENEFITS OF SUPER

LEADERSHIP

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LEADERSHIP

High team performance and flexibility

High follower development and self-confidence

High team creativity and innovation

High long-term performance

High ability of the team to work independently in

absence of leader

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HIGH PERFORMANCE

TEAMS

WHAT IS A TEAM?

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WHAT IS A TEAM?

A group of people who work together towards a shared and meaningful outcome

“ TEAM = Together Everyone Achieves More”

STAGES IN TEAM BUILDING

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STAGES IN TEAM BUILDING

WHAT ARE HIGH PERFORMANCE

TEAMS?

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TEAMS?

High-performance teams

Consistently deliver products that delight theircustomers

On predictable schedules

With agreed-to functionality

And with high quality.

WHAT ARE HIGH PERFORMANCE

TEAMS?

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TEAMS?

High-performance teams are

Proud of what they produce

Are continuously improving the way they work

Are introspective yet open and transparent.

FEATURES OF HIGHPERFORMING TEAMS

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PERFORMING TEAMS

Strong focus on long term achievement

Clearly aligned team roles

Shared leadership

Clear open lines of communication

Regular evaluation of the team's output and effectiveness

Shared recognition of team's success

KEY TO BUIDING HIGH

PERFORMING TEAMS

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PERFORMING TEAMS

Alignment of Tactical Deliverables with StrategicObjectives

Team-based Goals

Communication and Collaboration

Establish Accountability

Measure, Review and Adapt

TEAM BEHAVIOURS ANDVALUES

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VALUES

Strengths are appreciated and valued

Highly developed team morale

Honest and open communication

Effective management of conflict

Team members trust and are supportive of each other

Team decisions are respected

THE VALUE OF HIGHPERFORMANCE TEAMS

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PERFORMANCE TEAMS

Increased productivity

Improved customer service

Ability to do more with less

Increased innovation

Ability to quickly adapt to change

Ability to solve difficult, critical problems

BUILDING ROBUST TEAMS

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BUILDING ROBUST TEAMS

5 Key success factors in creating robust teams

Commitment from the top

Solid launch A stringent structure

Support and feedback mechanisms

A clear endgame

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“Coming together is a beginning,

staying together is progress, and working together is success.”

--- Henry Ford

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HIGH PERFORMANCELEADERSHIP

ELEMENTS OF HIGHPERFORMING LEADERSHIP

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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

LEADER AS A VISIONCREATOR

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CREATOR

Vision refers to a picture of the future

It indicates what people must try to create for the

future

Explaining the vision enables employees to get a

clear picture and also serves to motivate and

inspire them to achieve the set targets


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CREATOR

LEADERSHIP

CREATES

MANAGEMENT

CREATES

VISION

STRATEGIES

PLANS

BUDGETS


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CREATOR

Creating

Vision

Setting

Goals

Developing

Action Plan

Monitoring

Action Plan

Execution

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