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Situational Leadership,[object Object],This is an extra slide to elongate my presentation. ,[object Object]
How using situtational leadership can make you a better leader,[object Object],Miqdaad Dohadwala,[object Object],Shruti Nambiar,[object Object]
Introduction to leadership,[object Object],Theoretical definitions of leadership,[object Object],Leadership Diamond,[object Object],Critical competencies of a leader,[object Object],Introduction to Situational Leadership,[object Object],S1 – Directive,[object Object],S2 – Coaching ,[object Object],S3 – Supporting ,[object Object],S4 – Delegating ,[object Object],The Leadership quiz,[object Object],Leadership Answers,[object Object],Questions?,[object Object],Flow,[object Object]
Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. Definitions inclusive of nature of leadership have also emerged. Alan Keith of Genentech states that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.",[object Object],Who is a Leader,[object Object],I am a Leader…. When I conquered a country,  I killed every 4th person. And impregnated every 6th.,[object Object],Yeah baby…. Hi 5,[object Object]
[object Object]
Leadership Definition : Peter Drucker : The forward to the Drucker Foundation's "The Leader of the Future" sums up leadership : "The only definition of a leader is someone who has followers.“
Leadership Definition : Warren Bennis :  Warren Bennis' definition of leadership is focused much more on the individual capability of the leader : "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Traditional Definitions of Leadership,[object Object],No Genghis Khan Jokes this time.,[object Object]
The Leadership Diamond,[object Object],ETHICS,[object Object],Be of Service,[object Object],GREATNESS,[object Object],Potential for Extraordinary Results,[object Object],VISION,[object Object],Think Big & New,[object Object],REALITY,[object Object],Have No Illusions,[object Object],COURAGE,[object Object],Act with Sustained Initiative,[object Object]
Four fundamentals of the leadership mindset ,[object Object],Base camp: Personal Accountability,[object Object],Leadership begins with personal accountability. This module focuses on creating sense of ownership for results and expanding our sphere of influence. Personal accountability is the measure of our personal effectiveness, meaning that each of us ultimately determines the quality of our own experience.,[object Object],Personal Accountability,[object Object]
Four fundamentals of the leadership mindset ,[object Object],Camp One: Vision,[object Object],Vision is the power of dreams in action and one of the most powerful human motivators. Vision allows leaders to create a compelling future for themselves and others, inspiring transformational results. A future orientation distinguishes great leaders, and this module provides the tools to create the pathway and a plan to achieve results that truly matter.,[object Object],The Power of Vision,[object Object],Personal Accountability,[object Object]
Four fundamentals of the leadership mindset ,[object Object],Camp 2: Ethics,[object Object],Ethics is about being of service and doing things that benefit the organization and community. It means acting in alignment with our moral compass, and upholding consistent values that guide us in our choices. ,[object Object],Professional Ethics,[object Object],The Power of Vision,[object Object],Personal Accountability,[object Object]
Four fundamentals of the leadership mindset ,[object Object],Camp 3: Courage in Adversity,[object Object],Leaders face reality by acting with courage in the face of adversity. Based on John Stoltz’s Adversity Quotient (AQ) theory, each of us can train our capacity to get things done in the face of continuous change, and respond positively to crisis, rejection and failure ,[object Object],Courage in Adversity,[object Object],Professional Ethics,[object Object],The Power of Vision,[object Object],Personal Accountability,[object Object]
Other critical competencies ,[object Object],Camp 4: Situational Leadership,[object Object],Situational leadership is about awareness of self and our environment, allowing us to draw upon a range of communication approaches and making resourceful choices based on clearly defined outcomes.,[object Object],Situational Leadership,[object Object],Courage in Adversity,[object Object],Professional Ethics,[object Object],The Power of Vision,[object Object],Personal Accountability,[object Object]
Other critical competencies ,[object Object],Camp 5: Building a Winning Team,[object Object],Teamwork isn’t about slogans or motivational talks, it’s about a commitment to commonly held, meaningful goals that inspire greatness. This cannot be trained or forced, and won’t happen by memorizing rules, tricks or techniques. Teamwork is achieved by each team member clearly knowing  the value and scope of his or her contribution to the goal, and sharing an understanding of the team’s significance.,[object Object],Building a Winning Team,[object Object],Situational Leadership,[object Object],Courage in Adversity,[object Object],Professional Ethics,[object Object],The Power of Vision,[object Object],Personal Accountability,[object Object]
Other critical competencies ,[object Object],Camp 6: Performance Coaching,[object Object],Performance coaching is a conversation that identifies barriers to desired results by focusing on specific behaviors and their consequences, then sets a course of action to correct these behaviors. Through a process of discovery, goal setting and specific action steps, coaching enables the realization of extraordinary results.,[object Object],Performance Coaching,[object Object],Building a Winning Team,[object Object],Situational Leadership,[object Object],Courage in Adversity,[object Object],Professional Ethics,[object Object],The Power of Vision,[object Object],Personal Accountability,[object Object]
Other critical competencies ,[object Object],Camp 7: Work-Life Balance,[object Object],Balancing our life makes us happier. When we feel in control of our life and are spending time on those things that matter to us, we are happier and more productive at work. Companies experience fewer sick days, reduced turnover and a more motivated workforce.,[object Object],Work-Life Balance,[object Object],Performance Coaching,[object Object],Building a Winning Team,[object Object],Situational Leadership,[object Object],Courage in Adversity,[object Object],Professional Ethics,[object Object],The Power of Vision,[object Object],Personal Accountability,[object Object]
Other critical competencies ,[object Object],Camp 8: Cross-Cultural Skills,[object Object],This helps build confidence, sensitivity and self-awareness among managers to improve their self-expression in cross-cultural environments. Focus is on conflict management and resolution, as well as diversity and mutual respect.,[object Object],Cross-Cultural Skills,[object Object],Work-Life Balance,[object Object],Performance Coaching,[object Object],Building a Winning Team,[object Object],Situational Leadership,[object Object],Courage in Adversity,[object Object],Professional Ethics,[object Object],The Power of Vision,[object Object],Personal Accountability,[object Object]
Other critical competencies ,[object Object],Strategic Thinking,[object Object],Cross-Cultural Skills,[object Object],Summit: Strategic Thinking,[object Object],From the mountain top that represents a future achieved, leaders create specific plans that define markets, customers, products and services, turning vision into purposeful designs that take prepare the organization to meet the challenges of tomorrow.,[object Object],Work-Life Balance,[object Object],Performance Coaching,[object Object],Building a Winning Team,[object Object],Situational Leadership,[object Object],Courage in Adversity,[object Object],Professional Ethics,[object Object],The Power of Vision,[object Object],Personal Accountability,[object Object]
Situational Leadership ,[object Object],What the hell is it????,[object Object],Lets Take a LOOOK!,[object Object]
Situational Leadership,[object Object],The four facets of efficient leadership.,[object Object],Leaders Perspective!,[object Object],Relationship Building,[object Object],Task Focus,[object Object]
Situational Leadership,[object Object],The four facets of efficient leadership.,[object Object],Follower Perspective,[object Object],Relationship Building,[object Object],Task Focus,[object Object]
Assumes that managers are capable of controlling their own behavior,[object Object],Assumes that people can and want to develop,[object Object],Assumes that people thrive on involvement and communication,[object Object],Assumptions of Situational Leadership,[object Object]
Directing,[object Object],[object Object]
High task focusDirective Leadership Style:,[object Object],[object Object]
This style is Task Centric and not relationship centric
It is an efficient style of management for new people and new situationsDo what I want,[object Object],How I want it,[object Object],When I want it.,[object Object],Or I’ll kill you…,[object Object],Muhaha.,[object Object]
Directive Leadership,[object Object],Autocratic/Dictatorial,[object Object],Karate Kid 1 – Mr. Miyagi forms a pact to teach karate to Daniel,[object Object]
Coaching,[object Object],[object Object]
High task focussfsdfJaChotey!,[object Object],Aagebadh!,[object Object],Coaching Style of Leadership,[object Object],[object Object]
High Task orientation coupled with High relationship building emphasis
Good for tackling subordinates and colleagues who are already acclimated to the organization but need a little more than stern direction.,[object Object]

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Situational Leadership

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  • 6. Leadership Definition : Peter Drucker : The forward to the Drucker Foundation's "The Leader of the Future" sums up leadership : "The only definition of a leader is someone who has followers.“
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  • 25. This style is Task Centric and not relationship centric
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  • 30. High Task orientation coupled with High relationship building emphasis
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  • 34. High Relationship building efforts but negligible Task oriented interference
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  • 38. Low Relationship building efforts and low Task driven delegation
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