Detailed Presentation on the topic Leadership.
Leadership - Introduction: Meaning and Characteristics.
Leadership Vs Managership
Functions, Role, And Importance Of Leadership
Types Of Leaders
Traits Of Good Leader
Managerial Grid
Theories Of Leadership
Power, Influence, Followership, And Leadership
Leadership Styles
Leadership Continuum
Trait, Behavioural And Situational Approach
Leadership Effectiveness
3. Team Presentation
3
Sheetal
(19BC636)
Optimistic, Honest
Mathili Saini
(19BC648)
Organised, Responsible
Prathisha G
(19BC639)
Persistent, Motivated
Suhani Verma
(19BC637)
Hardworking, Perceptive
Rachit Raj Jain
(19BC665)
Charismatic & Exuberant
Nisha Tewatia
(19BC663)
Creative, Compassionate
Sri Raagav S A
(19BC641)
Reliable & Creative
4. CONTENTS
1. Leadership - Introduction: Meaning and Characteristics.
2. Leadership Vs Managership
3. Functions, Role And Importance Of Leadership
4. Types Of Leaders
5. Traits Of Good Leader
6. Managerial Grid
7. Theories Of Leadership
8. Power, Influence, Followership And Leadership
9. Leadership Styles
10. Leadership Continuum
11. Trait, Behavioural And Situational Approach
12. Leadership Effectiveness
4
7. All of them are well known
LEADERS
and are thus are famous for their
LEADERSHIP SKILLS.
AN EASY GUESS?
8. LEADERSHIP
8
- Leadership can be defined as a process in which a person tries to influence a set of
individuals in the pursuit of achieving individual, group, and organizational objectives.
- Leadership indicates the ability of an individual to maintain good interpersonal relations
with followers and motivate them to achieve organisational goals.
- Effective leaders help groups of people to define their goals and find ways to achieve
them.
10. 10
“ Leadership is much more than what one can describe in words”
This video will help to get a deeper insight about Leadership.
“ Leadership is much more than what one can describe in words.”This video will help to get a deeper insight about Leadership.
11. CHARACTERISTICS OF LEADERSHIP
11
1 2 3
INTERPERSONAL
PROCESS
CONTINUOUS
PROCESS GOAL ORIENTED
It involves thorough
interactions
between the leader
and the entire team.
A never ending
process.
Required at all the
times to get the
work done
efficiently.
Exercised to achieve
common goals of
the organisation.
12. CHARACTERISTICS OF LEADERSHIP
12
4 5 6
SITUATION BOUND GROUP PROCESS
AIMED AT
INFLUENCING
BEHAVIOURS
No best style.
Depends upon the
situation in hand.
Involves leader and
his/her/their
follower.
Ability to influence
others.
Tries to bring
change in behaviour
of employees.
14. Is a good manager automatically a good
leader? What is the difference between
leadership and management?
The main difference between leaders and managers is that
leaders have people follow them while managers have
people who work for them.
A successful business owner needs to be both a strong
leader and manager to get their team on board to follow
them towards their vision of success. Leadership is about
getting people to understand and believe in your vision and
to work with you to achieve your goals while managing is
more about administering and making sure the day-to-day
things are happening as they should.
15. 15
BASIS FOR
COMPARISON
Management
function
Authority
Approach
Exists in
Qualities
Required
LEADER
Performs only one function -
direction.
Informal authority by virtue of
his/her personal qualities
Proactive
Both formal and informal
structure.
Leadership qualities are
required.
MANAGER
Performs all five functions -
planning, organizing, staffing,
directing, and controlling.
Formal authority due to his/her
positional role
Reactive
Formal structure only.
Both managerial and leadership
qualities are required.
16. 16
BASIS FOR
COMPARISON
Meaning
Work
LEADER
A leader is a person who directs,
guides and influences the
behavior of his followers towards
the attainment of specific goals.
Providing direction to the
employees by creating vision and
communicating it and
encouraging them to reach
effortlessly.
MANAGER
A manager is a representative
of the organization responsible
for the management of the
work of a group of employees
and takes requisite actions
whenever required.
Formulating the structure of
the organization and delegating
authority and responsibilities
to the employees.
17. 17
BASIS FOR
COMPARISON
Motivation
Key Attribute
Subordinate
What does
he/she do?
Style
Aims at
LEADER
Intrinsic process
Foresightedness
Followers
Sets directions
Transactional
Motivating and inspiring people
MANAGER
Extrinsic Process
Prompt decision making and
coordination
Employees
Plans activities
Transformational
Directing and Controlling
employees
20. Functions of Leadership
20
1. Planning
It means building a mental bridge from where you
are now to where you want to be . How would you
like to make a plan?
• Leader makes a plan and announce it,
• Leader presents ideas and invites questions
• Leader presents tentative plan subject to change,
• Leader presents problems , get suggestions and
makes plan,
• Leader defines limits asks team to make a plan
2. Organizing
• This is the function of arranging or forming into a
coherent whole.
• It encompasses the structuring or restructuring so that
people work as a team with each performing its part .
• For a good organizer three aspects should be
considered:-
★ Systems
★ Administration
★ Time Management
21. 21
Functions of Leadership
4. Coordination
Coordination is the function of management which
ensures that different departments and groups
work in sync
A good leader is able to coordinate his followers
around a credible mission statement, which
communicates the future course of action of the
organization
3. Motivation
● Motivation is a goal-oriented characteristic
that helps a person achieve his or her
objectives. It encourages an individual to
work hard at achieving his or her goals.
● Leaders are doing it by “Rewards” and
“Threats” approach,
● We all motivate ourselves by responding to
inner needs.
● A leader must understand ‘needs’ of his men,
to motivate them,
● A.H. Maslow’s concept of hierarchy of needs
is an useful tool to understand needs of an
individual.
22. 22
Functions of Leadership
6. Controlling
● Control can be defined as a methodical
process through which managers monitor
employees and their activities to ensure that
they are in alignment with the company's
objectives.
● Control is an extremely important
management function, as without it
organizational activities would go unchecked,
leading to inefficiencies and unfulfilled
targets. The control exercise allows A
successful manager is an effective leader.
Proper use of Power:
Leader must be careful while exercising his power or
authority in relation to his subordinates.
Leader must analyze the situation before exercising
his power.
5. Representation
● Representative of the organization- A leader,
i.e., a manager is said to be the representative
of the enterprise.
● He has to represent the concern at seminars,
conferences, general meetings, etc.
● His role is to communicate the rationale of
the enterprise to outside public
24. Role of
Leadership
A leadership role is a position that requires
you to manage people, situations, and
items effectively and ethically.
25. Role of Leadership 25
Communicator
Leadership positions that
require you to be a good
communicator, ensuring
that you understand
others clearly and are
understood by them, exist
at all levels and in many
different industries. A
good communicator
exhibits leadership skills
by using verbal, non-
verbal, written, and visual
communication to ensure
a clear message.
Motivator
Exhibiting the skill to
inspire others to
action by persuading
them, often verbally,
is another example of
a leadership role.
Motivators use verbal
praise and various
methods of positive
reinforcement to help
team members work
collaboratively
towards a common
goal.
Mentor
A mentor is an
individual who has
gained a substantial
amount of experience
at a company or
within their industry
and acts as an advisor
to someone who is
less experienced. They
lend their expertise,
knowledge, and
counsel to provide a
wise perspective.
Manager
Managers are often leaders of small groups of people and are tasked with
organizing, motivating, and guiding others to achieve goals. A manager can
be a formal role but if you have ever worked in a capacity where you
helped to organize or lead a team using your communication,problem-
solving, and evaluation skills then you have held a leadership role as a
manager
Organizer
An example of a
leadership role that is
necessary at every
level is an organizer.
The skill to think
logically and
strategically plan out
to organize
individuals, events,
and programs
requires problem-
solving skills and
critical thinking.
27. AUTOCRATIC LEADERS
• Hold all the power of decision and impose it on others by force.
• Do not allow questioning of their authority
• Charismatic, and stand in power in favour of supposed
collective need.
• Exhibit tendencies to paranoia and cling to power through all
means.
27
28. PARTICIPATIVE LEADERS
• Emphasize collaboration and free flow of ideas.
• A participative leader empower others.
• Consults his employees proactively before
making any decision.
• Guides his team to produce an enterprise that is
a result of group accomplish.
28
29. 29
CONTIGENT REWARD
Incentives are given
once target is
accomplished
ACTIVE MANAGEMENT
BY EXCEPTION
The leader actively
monitors the work of the
employees and takes
corrective actions
Unacceptable or
deviated performance
from standards is
corrected
PASSIVE
MANAGEMENT BY
EXCEPTION
Leaders are hands-
off and allow group
members makes the
decisions
LASSEZFAIRE
TRANSACTIONAL LEADERS
30. 30
TRANSFORMATIONAL LEADERS
INSPIRATIONAL MOTIVATION
Clear vision
Optimism
Inclusion
Productivity
INDIVIDUAL CONSIDERATION
Mentorship
Empathy
Purpose
Strength
skills
values
Optimism
Enthusiasm
Walk the walk
Role model
IDEALIZED INFLUENCE
Goals
Innovation
Creativity
Challenge
INTELLECTUAL STIMULATION
32. FORMAL LEADERSHIP
32
1 3 5
6
4
2
Structure of authority relationships
created by the management.
Arises by virtue of
position in management
Communication takes place through
the scalar chain
Arises as a result of company
rules and policies.
It is directed by rules Nature is Rigid
34. Traits of Good Leader
34
Being a good leader is not a
cakewalk. One must possess
effective leadership qualities that
help them achieve higher goals and
objectives.When considering what
strong leadership looks like, there
are a few qualities of a great leader
that tend to be true across the
board - these are traits that every
good leader has, or should strive
for.
35. 7 Traits of Good Leader
35
1 3 5
6
4
2
Promotes a
compelling vision
Treats others the
way they want to be
treated
Admits their
mistakes
Makes themselves
part of the action
Great
communicators
Knows how to
delegate
7
Makes others feel
important
36. TRAITS OF LEADER
36
1. They promote a compelling vision.
● Every leadership success always starts with a
distinctive compelling vision that connects to the
strategic plans of the company.
● A vision reduces uncertainty and provides focus,
uses to inspire others.
● This trait alone can sometimes differentiate a
good leader from great leader.
2. They treat others the way they want to be
treated.
● Your skills and experience might land you in a
leadership position but they’re not what is going to
make you a great effective leader.
● An inner awareness of who you are, coupled with a
desire to treat others well, is a powerful thing.
37. TRAITS OF LEADER
37
3. They admit their mistakes.
● leaders are expected to always have the
answers and always be right.
● Even the greatest leaders have made mistakes,
they’ve come to see them as opportunities to
learn.
● Transparency allows them to share their their
mistakes–and the lessons they carried
4. They make themselves part of the
action.
● Great leadership is not setting yourself apart
from others–it’s about taking action, building
relationships,
● At the end of the day, only action produces
results. It takes an effective leader to lead
others into the action that will produce the
outcome
38. TRAITS OF LEADER
38
5. They are great communicators.
● If you examine our world’s greatest leaders you will
find that they were exceptional communicators.
● An exceptional leader understands that they need
to be aware of not only of the situation but also the
context .
● They have to know what is going on around them,
adjust accordingly, and express themselves with
great care
6. They know how to delegate.
● Effective delegation is one of the keys to effective
leadership.
● A leader is are capable to do their job, which in turn it
allows the leader to do theirs.
● Anyone who insists on doing everything on their own is
failing to lead
39. TRAITS OF LEADER
39
7. They make others feel important.
● Effective leaders pay attention to their people and
let them know how important they are by genuinely
caring about helping them succeed.
● They’re comfortable enough in their own skin to
take the focus off themselves and shine the
spotlight on others,
● Set a personal goal to make others feel important–if
for no other reason, then because it’s the right thing
to do
41. ✓ Robert Blake Blake - Professor of
Psychology, University of Texas
✓ Jane Mouton - Management theorist, a
former student of Blake.
✓ Managerial Grid Model originally
identified five different leadership styles
based on the -
Concern for people
Concern for production
41
Managerial Grid : A brief insight
42. CONCERN FOR
PEOPLE - is the degree to
which a leader considers the
needs of team members,
their interests and areas of
development when deciding
how best to accomplish a
task.
Based on 2 behavioral dimensions
CONCERN FOR
PRODUCTION - is a
degree to which a leader
emphasizes concrete
objectives, organisational
efficiency and high
productivity when deciding
how best to accomplish a
task.
42
44. 44
Team Management
Work accomplishment is from
committed people; interdependence
through a common stake in
organisational purpose leads to
relationships of trust and respect.
Middle-of-the-road
Management
Adequate organisation
performance is possible
through balancing the
necessity to get the work with
maintaining morale of people
at a satisfactory level.
Impoverished Management
Exertion of minimum efforts to
get required work done is
appropriate to sustain
organisation membership.
Authority-Compliance
Management
Efficiency in operations results
from arranging conditions of
work in a such a way that
human elements interfere to a
minimum degree.
Country Club Management
Attention to needs of people for
satisfying relationships leads to
comfortable friendly organisation.
45. Five Leadership Styles (identified by Grid)
The impoverished leader (1 by 1) has low concern for
both production and people;
The country-club leader (1 by 9) has a high concern for
people and a low concern for production;
The authority-compliance leader (9 by 1) has a high
concern for production and a low concern for people;
The middle-of-the-road leader (5 by 5) has balanced,
medium concern for both production and people;
The team leader (9 by 9) has a high concern for both
production and people. This leader strives for maximum
performance and employee satisfaction. According to
Blake and McGanse (1991), this team leadership style is
generally the most appropriate for use in all situations.
45
47. Trait Theories Behavioural Theories Contingency Theories
Theories that
consider personal
qualities and
characteristics
that differentiate
leaders from
nonleaders.
Theories
proposing that
specific
behaviors
differentiate
leaders from
nonleaders.
Theories proposing
that a leader’s
effectiveness is
contingent on
whether or not their
leadership style
suits a particular
situation.
48. Theories that consider personality, social, physical or
intellectual traits to differentiate leaders from non
leaders.
Leadership Traits:
• Ambition and energy • The desire to lead •
Honesty and integrity • Self-confidence • Intelligence
• Job-relevant knowledge
The Personal
Qualities of Indra
Nooyi make her
a great leader.
She is a former
Chairperson and
CEO of Pepsico
In contrast with trait theory, behavioural theory attempts
to describe leadership in terms of what leaders do.
Leadership according to this approach is the result of
effective role behaviour. Leadership is shown by a
person’s acts more than by his traits.
Morgan Smith is an
employee oriented
leader. As owner of
Boneheads Restaurant
in California, he takes
a personal interest in
the needs of his
employees
49. The theory that effective groups depend
upon a proper match between a leader's
style of interacting with subordinates and
the degree to which the situation gives
control and influence to the leader.
Fiedler believes a key factor in leadership
success is the individual’s basic leadership
style So he created the Least Prefer Co-
worker (LPC) Questionnaire
If the low LPC score then the person is
task oriented If the high LPC score then
the person is relationship oriented
After knowing the leadership style through
LPC and defining all the situations, we will
chose the leader who will fit for the
situation.
Contingency Theories:
Fiedler’s Model
50. SLT focuses on the followers. It says successful
leadership depends on selecting the right leadership
style contingent on the followers’ readiness, or the
extent to which they are willing and able to
accomplish a specific task.
According to path–goal theory, whether a leader should
be directive or supportive or should demonstrate some
other behavior depends on complex analysis of the
situation.
As the most successful coach in
NBA history, Phil Jackson has
won 11 championships.
When dealing with high-level
talent, a different leadership
approach gives team members
the latitude they need while still
making the decisions that drive
success. To do this, Jackson
needed to be supportive of
players while still giving them
clear direction.
Leader-Participation Model provides a
set of rules to determine the form and
amount of participative decision
making. It helps identifies different
ways a decision can be made based on
the degree of follower participation.
52. “Leadership is the wise use
of power. Power is the
capacity to translate
intention into reality and
sustain it.
- Waren G. Bennis
52
53. Power in Leadership
Leadership power is the influence that leaders
have over their followers. It persuades others to
support their efforts and do as they ask.
Power and authority are often used
interchangeably but their meanings have nuanced
differences. Power is the influence someone has
over another. It refers to the ability to accomplish a
goal with the help of others. Authority is the right to
exercise that influence.
53
54. 54
Types of Power in Leadership
A leader is one who inspires others to act. Good leaders
possess a type of power that encourages self-improvement and
team building and promotes a positive work culture. The types
of power are how people are influenced. Some common types of
power in leadership are:
1. Legitimate
2. Coercive
3. Referent
4. Expert
5. Information
6. Reward .
7. Moral
8. Connection
55. Coercive Power
55
Legitimate Power
Coercive power is the power someone holds through threat
or force. In an organization, a higher-ranking manager can force a
lower-ranking employee to act in a way they don't want to with a
threat of termination or other disciplinary action.
Legitimate power is the power someone holds as the result
of a hierarchy in an organization. They can influence employees
because their position dictates it. This is similar to military
rankings. All lower-ranking members must abide by the direction
of their commanding officer and other high-ranking officials.
56. 56
Reward Power
Referent Power
Gifts can give someone a strong influence on the behavior
of others. Reward power exists when a manager has the power
to offer incentives to employees who perform well. For example,
offering a raise to employees with the highest sales numbers
signifies reward power.
Referent power is the power that role models hold. It
occurs when a leader has strong interpersonal skills and others
follow them because of a deep admiration. For example, an
employee tries to solve a conflict and refers to what his mentor
would do and follows that model to resolve the issue.
57. 57
Influence in Leadership
The ability to influence is an essential
leadership skill. To influence is to have an impact on
the behaviors, attitudes, opinions and choices of
others. Influence is not to be confused with power
or control. It’s not about manipulating others to get
your way.
It’s about noticing what motivates employee
commitment and using that knowledge to leverage
performance and positive results. A leader’s ability
to have influence with others is based on trust; in
fact, our influence expands in proportion to the
amount of trust that exists in a relationship
58. 58
Establish Credibility
Engage Others
Leaders begin to build trust by establishing their credibility. Integrity
is being honest; it’s “walking your talk”. Intent has to do with
ensuring your motives are clearly understood. Capabilities are the
skills and knowledge necessary to perform your job well.
Leadership is not a solo act. If we want to influence others, they
have to be involved. Seek input on important decisions that will affect
them individually or the team as a whole.Another way leaders
increase their influence is through building connections with others.
Be Open to Influence
Influence should be reciprocal. One of the quickest ways to increase
your influence with others is to be open to influence yourself. This
means truly demonstrating openness. Be willing to listen to others’
ideas, invite and consider alternative viewpoints.
59. 59
Followership in Leadership
Followership is not the opposite of leadership. On the
contrary, the traits of effective followership closely match
those of effective leaders. Just as we expect our best
leaders to be highly competent, credible, and genuine, we
also expect those traits from the best followers.
Followers have enormous value to an organization as
collaborators with leaders in achieving organizational
success. Leaders expect followers to get the work done and
achieve results.Regardless of position or assignment, a
followership role is just as important as a leadership role.
60. 60
Followership: A Spiritual
Perspective
Not all leaders in religious organizations are spiritual leaders. Whether a
spiritual leader is training a new employee or working through a difficult conflict
resolution, his followers will discover their own connection to God more deeply in
the process. Helping your followers discover that their own transformation can
happen on the job will engender loyalty and a high level of morale.Spiritual leaders
influence more than they direct, and they inspire more than they instruct.
63. ● Allows little or no input from group members
● Requires leaders to make almost all of the decisions
● Provides leaders with the ability to dictate work methods
● Tends to create highly structured and rigid environments
● Discourages creativity and out-of-the box thinking
● Example- Adolf Hitler was quite an autocratic leader, as he
is infamous for his ability to make a large mass number of
people follow his orders and decisions.
63
Benefits-
● Allows for quick decision-making
● Offers a clear chain of command or
oversight
● Works well where strong, directive
leadership is needed
Drawbacks-
● Discourages group input
● Hurts morale and leads to
resentment
● Ignores or impairs creative
solutions and expertise from
subordinates
Autocratic Leadership
64. ● Encouraging group members to share their ideas
● Making group members feel engaged:
● Fostering confidence & self dependent attitude
● New ideas are encouraged and rewarded.
● Example- Nelson Mandela as a Leader. Mandela has been
recognized by the entire world as one of the most influential,
effective, and democratic leaders, who have left after
himself a great legacy
64
Benefits
● More ideas and creative
solutions
● Group member commitment
● High productivity
Drawbacks
● Communication failures
● Poor decision-making by
unskilled groups
● Minority or individual
opinions overridden
2 Participative Leadership
65. ● Hands-off management style
● Freedom in decision-making
● Team members solve problems independently
● Leaders provide constructive feedback
● Leaders hold themselves responsible for team members'
decisions and projects
● Employees are qualified and experienced.
● Example- Warrenn Buffett has proven to be an influential
leader in the corporate environment by establishing
business standards which success aspirants always fall back
to emulate in their business ladder.
65
Benefits
● Encourages Personal Growth
● Encourages Innovation
● Quick Decision Making
● Boosts Employee Morale &
Job Satisfaction
Drawbacks
● Lack of Role Clarity
● Poor Involvement with the
Group
● Low Accountability
● Passivity
Laissez Faire Leadership
3
66.
67. ● A leadership philosophy in which an individual interacts with others
with the aim of achieving authority rather than power.
● Considers the needs of employees first
● Commits to help employees develop expertise & improve
performance
● Insists that the organization make a positive contribution to society
● Example- George Washington- 1st President of the UNited States.
He was the leader of Continental Army in American Revolution.
67
Benefits
● Increased trust & autonomy
across the organization
● Customer satisfaction & loyalty
● Higher employee engagement
● Improved employee
confidence in decision-making
● A strong leadership pipeline
Drawbacks
● Time-consuming
● Confusing and uncomfortable for
employees & leaders accustomed
to other leadership styles
● Lack of clarity about formal
authority leads to conflict &
misalignment.
4 Servant Leadership
69. Introduction
69
Leadership Continuum Theory is a contingency
leadership theory developed by Tannenbaum and
Schmidt (1958). This theory is based on the idea that
many classifications of leadership such as autocratic
or democratic are extremes and leadership practices
in real life situations lie somewhere between the two
extremes.
70. The Leadership
Continuum Theory
The Leadership Continuum Theory
represents a just and valuable framework
for analysing leadership style. This is
because the theory provides wider options
for the classification of leadership style, and
thus has a high level of applicability in the
real life business management.
70
71. Benefits and Limitations
71
Advantages of the Leadership
Continuum Model
1)Gives managers a range of choices for
involvement.
2)Presents criteria for involvement and delegation.
3)Focuses the decision maker on relevant criteria
(e.g. forces & time).
4)Emphasizes employee development and
empowerment
Limitations of the Leadership
Continuum Model
1)Involves only the initial step of assigning a task
to someone, not the following processes that may
determine the effectiveness of the outcome.
2)Assumes that the manager has sufficient
information to determine the disposition to
himself or to the team.
73. 73
Trait Approach
✓ “Leaders are born,not made.”
✓ These traits distinguish the leader from others
✓ It fails to consider the influence of situational factors
✓ Shortcomings:
★ Not identified which of the traits are more important
★ Does not distinguish trait needed to acquire and
maintaining leadership
★ Ignores personality in a function of the total
organisation of the individuals
74. 74
Situational Approach
✓ “There is no way to lead others”
✓ Leader leads accordingly to the style and behaviour of
his followers
✓ Flexible and adaptive to meet the requirements of the
situation
✓ Simple and practical
✓ Shortcomings :
★ Limited research findings
★ Does not address demographic and cultural
influence
★ Does not provide a guide on how leaders can use
this approach in a group setting
75. 75
Behavioral Approach
✓ “Leaders are made, not born”
✓ Anyone can be an effective leader if certain behaviour/traits
are learnt and implemented
✓ Encourages leaders to be more self aware
✓ Shortcoming:
★ Takes time as it is a learned process
★ Power and money may have an influence on how the
leader manages the team
77. 77
What make good leaders?
Being a good leader isn’t something everyone can do. It’s not
easy. Every effective leader needs to possess and/or work towards
their goals and vision. Good leaders are keys to improved
productivity and morale among members of an organization. So
what makes an effective leader? Many good leaders share several
traits and attitudes.
Effective leadership shines not only when the going is good, but
also (even more so, sometimes) when things are rough. They’re
respected (not feared) by the people around them, who in turn,
become motivated to work harder and make more significant
contributions to the betterment of the organization as well.
Leadership is not about working towards a goal single-handedly.
In fact, leadership is about inspiring and motivating people to
work together towards a goal.
78. 78
Good leaders are decisive
Effective leadership is about not wasting
time. That includes the time needed to
make decisions. More often than not, so
much time can be wasted in the decision-
making process that many opportunities
are missed. Production sometimes even
comes to a halt.
They don’t lose sight of goals
Effective leaders are problem-solvers.
Or at the very least, they don’t dwell
on problems and instead focus on
working towards a solution. They
don’t have the answers all the time,
but they sure will always be working
to get answers.
They practice what they preach
Effective leadership, in essence, also
involves leading by example. It’s hard to
respect someone who asks everyone to
come on time, or work towards a certain
goal if that person isn’t willing to come on
time or put in their share of the work
themselves.
They are passionate about what
they do
Effective leadership is about
believing in what one is doing.
Good leaders don’t and will never
say, “it’s just a job,” or “I just
work here.” They care about what
they do, they care about the
organization, and they care about
the people they lead and work
with.
79. 79
Good leaders are humble and
accountable
This plays into the aspect of effective
leadership that relies on generating
respect that is earned, instead of relying
on one’s position or title in the
organization. It is humility that makes
great leaders open-minded and willing
to listen to others and even take
constructive criticism.
They give credit where credit is due
Often you’ll hear the story about the boss
that stole an idea, or took credit for
someone else’s accomplishment. Good
leaders share the glory, and are quick to
credit a team member or colleague for a
good idea.
Helps people grow
Great leaders help people grow. They
willingly share what they know and look
out for learning opportunities for the
people they work with (or the people who
work for them)
Confident and unafraid of the
unknown
Great leaders are true visionaries, who are
not afraid to step outside their comfort
zones. They are willing to take risks and
try new things. They’re all about seeing
the organization continue to grow and
develop, instead of just settling down into
a comfortable and complacent routine
80. 80
Enabling effective leadership
Every organization should do its best to enable effective
leadership. Organizations, in general, should be open to
doing things differently and be cognizant of how they
market is evolving and how customers are changing.
Good leaders need a good support system in order for
them to function well and maximize their potential.
Part of enabling effective leadership includes providing
the right tools to help them achieve and meet their
goals.Good leaders made even better and more effective
if they are given the means to make operations and
processes more effective.
81. 81
WORK ALLOCATION
1. Aakanksha Jain ( 19BC594) - Concept,Meaning and Characteristics.
2. Himanshi ( 19BC620) - Traits of Good Leader
3. Sanskriti (19BC623) - Managerial Grid
4. Michelle Zonunmawii Ralte (19BC629) - Leadership Approaches
5. Akshita (19BC630) - Styles of Leadership & Supporting Slides
6. Charitra(19BC631) - Leadership Continuum
7. Nisha Tewatia (19BC633) - Types of Leaders - Transnational,
Transformational and formal leaders
8. Sheetal (19BC636) - Functions, importance and role of leadership
9. Suhani (19BC637) - Theories of Leadership
10. Prathisha (19BC639) - Leadership vs Managership
11. Sri Raagav S A (19BC641) - Power, Influence & Followership in Leadership
12. Mathili Saini (19BC648) - Types of Leaders - Autocratic and
Participative/Democratic leaders
13. Rachit Raj Jain(19BC665)- Leadership effectiveness & enablement
