Description
This is a presentation describes on the parameters of leadership and leadership framework.
Leadership
Introduction
1
1
Overview
? Conceptualizing Leadership
? Leadership Definition
? Components of the Definition ? Followers & Leadership
2
2
Pre Work Reflections:
„Why? Leadership? Does everyone need to be a leader? Why do you want to learn leadership? What applications do you see of leadership in your personal and professional life?
3
Best Leader/Worst Leader
? Think of who you know/have experienced as ? ? ? ?
best/worst leader. Why do you label as you do? List the reasons. Individual exercise Time 5 minutes
4
4
Parameters
Now divide your answer in these categories ? Behavior ? Trait ? Style ? Impact ? Intention
5
5
Conceptualizing Leadership
Some definitions view leadership as:
? The focus of group processes ? A personality perspective ? An act or behavior ? The power relationship between leaders
& followers
? An instrument of goal achievement
? A skills perspective
6
6
Your own Leadershi p Style
Environm ental Context 7
Organizati onal Structure
7
Learning Leadership
? Self assessment- Who are you? What traits do you have? What is your
style? You?ll be more effective in which types of organizations or what situations within organizations?
? Leadership Tasks and Context ? Organizational Structure ? Compare 5-6 leaders- their traits, Context, Situations. E.g. Gandhiji in
?42 & ?47- create kaleidoscopic understanding of leadership process
8
8
Learning Leadership, contd
Integrate ? IQ- Conceptual learning of Leadership
? EQ-Self Management- Know yourself so you manage yourself
with all your limitations
? SQ- Self Development- What kind of ignorance, wrong notions
about yourself do you have? What is your world-view?
9
9
4 Capabilities Leadership Framework
? Sense making: making sense of the world
around us, coming to understand the context in which we are operating. ? Relating: developing key relationships within and across organizations. ? Visioning: creating a compelling picture of the future. ? Inventing: designing new ways of working together to realize the vision. MIT SLOAN
10
10
Anyone participated in
? LDP?
? MDP?
? What is the difference?
11
11
Teaching Leadership…
“When I teach Leadership to MBAs, I don?t believe in 30 sessions I immediately make them better leaders. What I hope, however, is that I have taught them capacity for deeper & more thoughtful reflections and experiences so that they can learn from them & therefore become better leaders.”
Noharia, What makes a Good Leader, Feb. 2001,
HBR Bulletin
12
12
Let us look at the course outline
? Androgogy- what are the assumptions about the
learner? ? Content ? Self learning opportunitiesWho will create a blog? Who will lead film viewing? Who will lead book/articles reading?
13
13
Leadership Defined
Leadership
is a process whereby an individual influences a group of individuals to achieve a common goal.
14
14
Leadership can be seen as
? A Moment (Situation) ? A Process (Spread over time) ? A Role (Designated or evolved) ? Character or Personality
15
15
Components Central to the Phenomenon of Leadership
Leadership
? Is a process
? Involves influence ? Occurs within a group context ? Involves goal attainment
Leaders
? Are not above followers ? Are not better than followers ? Rather, an interactive relationship with followers
16
16
LEADERSHIP DESCRIBED
? Trait vs. Process Leadership ? Assigned vs. Emergent Leadership ? Leadership & Power ? Leadership & Coercion ? Leadership & Management
17
17
Trait vs. Process Leadership
Trait definition of leadership:
? Certain individuals
have special innate characteristics or qualities that differentiate them from nonleaders.
? Resides in select
LEADER
• Height • Intelligence • Extroversion • Fluency • Other Traits
Leadership
people ? Restricted to those with inborn talent
18
FOLLOWERS
18
Trait vs. Process Leadership
The process definition of Leadership:
? Leadership is a property
or set of properties possessed in varying degrees by different people (Jago, 1982).
? Observed in leadership
LEADER Leadership (Interaction)
behaviors ? Can be learned
FOLLOWERS
19
19
Assigned vs. Emergent Leadership
Assigned
? Leadership based on occupying
Emergent
? An individual perceived by others as the most influential member of a group or organization regardless of the individual?s title ? Emerges over time through communication behaviors ? Verbal involvement ? Being informed ? Seeking others? opinions ? Being firm but not rigid
a position within an organization ? Team leaders ? Plant managers ? Department heads ? Directors
20
20
Leadership & Power
Power
? The capacity or potential
Bases of Social Power French & Raven (1959)
? Referent
to influence.
? Ability to affect others?
? Expert
? Legitimate ? Reward
beliefs, attitudes & actions
Power is a relational concern for both leaders and followers.
21
? Coercive
21
Leadership & Power
Five Bases of Power
? REFERENT POWER – Based on followers? identification and liking for the
leader. ? ex. A teacher who is adored by students has referent power.
? EXPERT POWER – Based on followers? perceptions of the leader?s
competence.
? ex. A tour guide who is knowledgeable about a foreign country has expert
power.
? LEGITIMATE POWER – Associated with having status or formal job authority.
? ex. A judge who administers sentences in the courtroom exhibits legitimate
power
22
22
Leadership & Power
Five Bases of Power
? REWARD POWER – Derived from having the capacity to
provide rewards to others.
? ex. A supervisor who gives rewards to employees who work hard is
using reward power.
? COERCIVE POWER – Derived from having the capacity to
penalize or punish others.
? ex. A coach who sits players on the bench for being late to practice
is using coercive power.
23
23
Leadership & Management
Kotter (1990)
Management Activities
“Produces order and consistency”
• Planning & Budgeting • Organizing & Staffing • Controlling & Problem Solving
Leadership Activities
“Produces change and movement”
• Establishing direction • Aligning people • Motivating / Inspiring
24
Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper.
24
Leadership & Management
Zaleznik (1977)
Managers
Unidirectional Authority
• Are reactive • Prefer to work with people on problem solving • Low emotional involvement
Leaders
Multidirectional Influence
• Are emotionally active & involved
• Shape ideas over responding to them
• Act to expand available options • Change the way people think about what is possible
25
25
Your Challenge
? Manager or Leader? ? Integrate both and know when to be what
26
26
Next Step
? Complete Leadership Wheel Questionnaire
? Enter your insights in the journal- how well do I
know myself? How different people perceive me differently? ? Identify what are you passionate about and create a 5 minute inspirational speech or create a story of your leadership moment that will inspire others.
27
27
doc_352685873.pptx
This is a presentation describes on the parameters of leadership and leadership framework.
Leadership
Introduction
1
1
Overview
? Conceptualizing Leadership
? Leadership Definition
? Components of the Definition ? Followers & Leadership
2
2
Pre Work Reflections:
„Why? Leadership? Does everyone need to be a leader? Why do you want to learn leadership? What applications do you see of leadership in your personal and professional life?
3
Best Leader/Worst Leader
? Think of who you know/have experienced as ? ? ? ?
best/worst leader. Why do you label as you do? List the reasons. Individual exercise Time 5 minutes
4
4
Parameters
Now divide your answer in these categories ? Behavior ? Trait ? Style ? Impact ? Intention
5
5
Conceptualizing Leadership
Some definitions view leadership as:
? The focus of group processes ? A personality perspective ? An act or behavior ? The power relationship between leaders
& followers
? An instrument of goal achievement
? A skills perspective
6
6
Your own Leadershi p Style
Environm ental Context 7
Organizati onal Structure
7
Learning Leadership
? Self assessment- Who are you? What traits do you have? What is your
style? You?ll be more effective in which types of organizations or what situations within organizations?
? Leadership Tasks and Context ? Organizational Structure ? Compare 5-6 leaders- their traits, Context, Situations. E.g. Gandhiji in
?42 & ?47- create kaleidoscopic understanding of leadership process
8
8
Learning Leadership, contd
Integrate ? IQ- Conceptual learning of Leadership
? EQ-Self Management- Know yourself so you manage yourself
with all your limitations
? SQ- Self Development- What kind of ignorance, wrong notions
about yourself do you have? What is your world-view?
9
9
4 Capabilities Leadership Framework
? Sense making: making sense of the world
around us, coming to understand the context in which we are operating. ? Relating: developing key relationships within and across organizations. ? Visioning: creating a compelling picture of the future. ? Inventing: designing new ways of working together to realize the vision. MIT SLOAN
10
10
Anyone participated in
? LDP?
? MDP?
? What is the difference?
11
11
Teaching Leadership…
“When I teach Leadership to MBAs, I don?t believe in 30 sessions I immediately make them better leaders. What I hope, however, is that I have taught them capacity for deeper & more thoughtful reflections and experiences so that they can learn from them & therefore become better leaders.”
Noharia, What makes a Good Leader, Feb. 2001,
HBR Bulletin
12
12
Let us look at the course outline
? Androgogy- what are the assumptions about the
learner? ? Content ? Self learning opportunitiesWho will create a blog? Who will lead film viewing? Who will lead book/articles reading?
13
13
Leadership Defined
Leadership
is a process whereby an individual influences a group of individuals to achieve a common goal.
14
14
Leadership can be seen as
? A Moment (Situation) ? A Process (Spread over time) ? A Role (Designated or evolved) ? Character or Personality
15
15
Components Central to the Phenomenon of Leadership
Leadership
? Is a process
? Involves influence ? Occurs within a group context ? Involves goal attainment
Leaders
? Are not above followers ? Are not better than followers ? Rather, an interactive relationship with followers
16
16
LEADERSHIP DESCRIBED
? Trait vs. Process Leadership ? Assigned vs. Emergent Leadership ? Leadership & Power ? Leadership & Coercion ? Leadership & Management
17
17
Trait vs. Process Leadership
Trait definition of leadership:
? Certain individuals
have special innate characteristics or qualities that differentiate them from nonleaders.
? Resides in select
LEADER
• Height • Intelligence • Extroversion • Fluency • Other Traits
Leadership
people ? Restricted to those with inborn talent
18
FOLLOWERS
18
Trait vs. Process Leadership
The process definition of Leadership:
? Leadership is a property
or set of properties possessed in varying degrees by different people (Jago, 1982).
? Observed in leadership
LEADER Leadership (Interaction)
behaviors ? Can be learned
FOLLOWERS
19
19
Assigned vs. Emergent Leadership
Assigned
? Leadership based on occupying
Emergent
? An individual perceived by others as the most influential member of a group or organization regardless of the individual?s title ? Emerges over time through communication behaviors ? Verbal involvement ? Being informed ? Seeking others? opinions ? Being firm but not rigid
a position within an organization ? Team leaders ? Plant managers ? Department heads ? Directors
20
20
Leadership & Power
Power
? The capacity or potential
Bases of Social Power French & Raven (1959)
? Referent
to influence.
? Ability to affect others?
? Expert
? Legitimate ? Reward
beliefs, attitudes & actions
Power is a relational concern for both leaders and followers.
21
? Coercive
21
Leadership & Power
Five Bases of Power
? REFERENT POWER – Based on followers? identification and liking for the
leader. ? ex. A teacher who is adored by students has referent power.
? EXPERT POWER – Based on followers? perceptions of the leader?s
competence.
? ex. A tour guide who is knowledgeable about a foreign country has expert
power.
? LEGITIMATE POWER – Associated with having status or formal job authority.
? ex. A judge who administers sentences in the courtroom exhibits legitimate
power
22
22
Leadership & Power
Five Bases of Power
? REWARD POWER – Derived from having the capacity to
provide rewards to others.
? ex. A supervisor who gives rewards to employees who work hard is
using reward power.
? COERCIVE POWER – Derived from having the capacity to
penalize or punish others.
? ex. A coach who sits players on the bench for being late to practice
is using coercive power.
23
23
Leadership & Management
Kotter (1990)
Management Activities
“Produces order and consistency”
• Planning & Budgeting • Organizing & Staffing • Controlling & Problem Solving
Leadership Activities
“Produces change and movement”
• Establishing direction • Aligning people • Motivating / Inspiring
24
Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper.
24
Leadership & Management
Zaleznik (1977)
Managers
Unidirectional Authority
• Are reactive • Prefer to work with people on problem solving • Low emotional involvement
Leaders
Multidirectional Influence
• Are emotionally active & involved
• Shape ideas over responding to them
• Act to expand available options • Change the way people think about what is possible
25
25
Your Challenge
? Manager or Leader? ? Integrate both and know when to be what
26
26
Next Step
? Complete Leadership Wheel Questionnaire
? Enter your insights in the journal- how well do I
know myself? How different people perceive me differently? ? Identify what are you passionate about and create a 5 minute inspirational speech or create a story of your leadership moment that will inspire others.
27
27
doc_352685873.pptx