Leadership - An introduction - An entry level reference guide for all .

2. Leadership – What it involves …. Influence Intention Personal Responsibility Change Shared Purpose Followers Leader If you had all the info you needed to make a Good decision , it would not be a decision.

3. Leadership – New Reality OLD PARADIGM NEW PARADIGM Industrial Age Information Age Stability Change Control Empowerment Competition Collaboration Things People and Relationships Uniformity Diversity If you do not know where you are , you can’t be in control .

4. Leadership – Follower ship Leadership and Follower ship are fundamental roles that individuals shift into and out of under various conditions . Every one Leaders included , is a follower at one time or the another in their lives. Every one has some kind of BOSS or SUPERIOR . Additionally in a position of Leadership , an individual is influenced by the actions and the attitudes of followers and leaders adjust their behavior to fit situations , especially their followers. The reciprocal partnership that makes up the Leader – Follower relationship warrants more attention as power and decision making authority is increasingly pushed to the lower levels of organizations . Pragmatic survivor Pragmatic survivor ALIENATED EFFECTIVE PASSIVE CONFORMIST INDEPENDENT , CRITICAL THINKING DEPENDENT , UNCRITICAL THINKING PASSIVE ACTIVE Independent critical thinkers are mindful of the effects of people ‘s behavior on achieving organizational goals. Conversely the other type , does not consider Possibilities beyond what is told and accepts the leader’s idea without question. He has Qualities of all Four extremes.

6. Leadership : Leader’s role in developing Effective Followers Leaders can develop effective followers through a process called SELF MANAGEMENT LEADERSHIP , which means leading others to lead themselves . Empowerment of employees and use of SELF DIRECTED TEAMS have increased the importance of followers who can think critically and independently and are capable of taking action to improve the organization. Self Management leadership calls for Leaders to share power and responsibility With their sub ordinates in such a way that every one becomes a LEADER . Leaders act as COACHES , MENTORS show trust in others , remove barriers to Learning , and offer encouragement and support . Developing Leaders throughout the Organization enables the company to react quickly to threats and opportunities . The first myth of Management is that it exists. 06

7. L e a d e r s h I p – The Empowerment Continuum Have NO decision discretion Give in put Participate in Decisions Make Decisions Are responsible For Decision Process and strategy HIGH Many & Complex Degree of Empowerment LOW. FEW Periodic Briefings Suggestions programs Quality Circles Participation Groups Cross functional Teams Self Management Self directed teams Employee Skills required The superstar cannot win the Game alone

8. Leadership – Distinction between Dialogue and Discussion Page : 1 CASE STUDY : Remaking of Singapore : Throughout the past Four decades, Singapore Government policy – makers have been decisive in making fundamental Changes to help the country meet its internal and external challenges. In the 1960 s, decision makers adopted the Labour intensive industrialization policy to help solve the un employment problem with in the context of a rapidly expanding Population and an over reliance on entrepot trade . In the 1970s a decision was made to move the manufacturing hub up the value added ladder to bolster Singaporeans’ standard of Living. 1980s cost over runs resulted in a domestic recession and the Govt decidedly switched to a flexible cost strategy to help businesses survive and to attract more Foreign direct investments. In 1997/98 the Asian Financial crisis saw Singapore suffer greater Repercussions than other more enterprising economies such as Taiwan .

10. Leadership – Paradoxes – Pg 01 Sometimes Positive characteristics of Leaders are in fact negatives when they are excessive . ( or when they stand alone without counter balancing virtues) Thus although courage is essential , leaders who are nothing but courageous are , In fact foolhardy . Vision is likewise a necessary component of Leadership but people who are all vision are influential dreamers ( perhaps that is why few professors are Dreamers). And although persistency , consistency , and resolve are requisite leadership traits ,too much of those good things lead to self defeating inflexibility and stubbornness . Margret Thatcher presents an instructive case in point. Both her admirers and critics agree that no leader ever spent more time walking the Particularly fine line between creating followers ( who saw her as principled) and Generating enemies ( who found her inflexible) than did Mrs Thatcher.

12. Leadership – Comparing Management and Leadership DIRECTION Planning and Budgeting . Keeping an eye on the Bottom line Creating vision and Strategy. Keeping eye on horizon ALIGNMENT Organizing and staffing Directing and controlling Creating boundaries Creating short culture and values Helping others Grow Reducing Boundaries RELATIONSHIPS Focusing on Objects – Producing / Selling Goods and services Based on position power Acting as Boss Focusing on people – inspiring And motivating followers Based on personal power Acting as Coach , facilitator , servant PERSONAL QUALITIES OUTCOMES Emotional distance Expert mind Talking Conformity Insight in to Organization Maintains stability Emotional Connections (Heart) Open mind (mindfulness) Listening ( communication) Non Conformity (Courage) Insight in to self ( integrity) Creates Change , often radical change MANAGEMENT LEADERSHIP 12

13. Leadership – Four pair of attributes to classify people for personality types Those with sensing preference gather and absorb info thro’ 5 senses where as Intuitive people rely on less direct perceptions. Feeling type tends to rely more on theirValues and sense of what is right or Wrong. Thinking type tend to rely more On logic and be very objective in decision making People with judging preference like Certainty and closure. They enjoy having goals and deadlines. The other group enjoy ambiguity , Dislike deadlines and change mind Several times. Introversion versus Extroversion Sensing versus Intuition Thinking versus Feeling Judging versus Perceiving Extroverts gain energy from being around others while Introverts gain energy by focusing on personal thoughts and feelings

14. Leadership : Personality - Hermann’s Whole brain Model LOGICAL ANALYTICAL FACT BASED QUANTIATIVE HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING ORGANISED SEQUENTIAL PLANNED DETAILED INTER PERSONAL FEELING BASED KINESTHETIC EMOTIONAL HERMANN’S WHOLE BRAIN MODEL A – UPPER LEFT B- LOWER LEFT D- UPPER RIGHT C - LOWER RIGHT Directive and authoritative Conservative and Traditional Holistic, adventurous, risk taking Friendly , trusting and empathetic Work will always expand to take the time allowed – Parkinson’s Law

15. Leadership – Bad leader You cannot by ignoring a thing make it go away. BAD LEADER INCOMPETENT RIGID INTEMPERATE CALLOUS CORRUPT INSULAR EVIL

17. Rigid Leadership – Bad Leader The Leader and at least some Followers are stiff and unyielding . Although They may be competent , they are unable or unwilling to adapt to new ideas , New information , or changing times . The Factors that frame today’s success will often create tomorrow’s failure. Failure to react quickly to remain competitive in today’s global environment Places survival in a tenuous position.

18. Intemperate Leadership – Bad Leader Intemperate Leadership : The Leader lacks self control and is aided and abetted by Followers who are unwilling or unable effectively to intervene. When Leaders lose self control and their followers find out about it , it’s a distraction , some times even a major distraction. Business as usual must be viewed as totally unacceptable. Business has to change to survive.

19. Callous Leadership – Bad Leader The Leader and at least some Followers are uncaring and unkind. Ignored or discounted are the needs , wants and wishes of most members of the Group Or Organization , especially sub ordinates. Many Organizations are successful in spite of themselves than because of themselves.

21. INSULAR LEADERSHIP – Bad Leader The Leader and at least some followers minimize or disregard the health and Welfare of “ the other “ – that is , those outside the Group or Organization for which they are directly responsible. INSULAR LEADERS establish Boundaries between themselves and their Followers on the One side , and every one else on the other side . To insular Leaders , human rights in General are less important than the rights , and even the needs and wants , of their specific constituencies. To a degree this is simple human nature . My Group – My Family – My Tribe – My Country - competes with your Group for scarce resources , and it comes first in every other way as well. Still Leaders could decide differently. They could decide to promote inter Group relations characterized by Collaboration and cooperation rather than by Competition and conflict. In today’s small world the idea of what constitutes the common Good is different from what it was before. It is more inclusive . No longer can we make a distinction between self interest and the common interest. All significant multi disciplinary efforts require coordinated ,Cooperative effort – commonly called TEAM WORK

22. EVIL LEADERSHIP – Bad Leader The Leader and at least some Followers commit atrocities. They use pain as an instrument of Power. The harm done to men , women , and children is sever than the slight. The harm can be physical , psychological or both . All that is necessary for the triumph of evil is that Good men do nothing . - Edmund Burke

23. Leadership – Five levels of Sub ordinate participation in Decision making INFLUENCY BY LEADER AREA OF FREEDOM FOR GROUP DECIDE CONSULT INDIVIDUALLY CONSULT GROUP FACILITATE DELEGATE You make the Decision alone And either Announce or Ink it to the Group. You May use your Expertise in Collecting info That you deem Relevant to the Problem from The group Or others. You present the Problem to the Group members Individually, get their suggestions and make the Decision. You present the Problem to the Group members In a meeting , get their Suggestions , and make the Decision. You present the Problem to the Group in a meet You act as Facilitator , defining the problem To be solved and The boundaries With in which the Decision must be Made. Your Objective is to get Concurrence on A decision. Above all you take care to Show that your ideas Are not given any Greater weight than Those of others simple Because of your Position. You permit the Group to take the decision within prescribed limits. The group undertakes the Identification & Diagnosis of the Problem, developing Alternative Procedures for solving it, and Deciding on one Or more alternative Solutions. Your role Is important Behind the scenes Providing needed Resources and Encouragement. 23

24. Leadership – The Five big personality Dimensions LOW EXTROVERSION HIGH LOW AGREEABLENESS HIGH LOW CONSCIENTIOUSNESS HIGH EMOTIONAL STABILITY OPENNESS TO EXPERIENCE QUIET, WITH DRAWN UNASSERTIVE ALOOF, EASILY IRRITATED IMPULSIVE, CARE FREE MOODY , TENSE LOWER SELF CONFIDENCE NARROW FIELD OF INTERESTS, LIKES THE TRIED – AND TRUE OUT GOING , ENERGETIC GREGARIOUS WARM, CONSIDERATE GOOD NATURED RESPONSIBLE , DEPENDABLE , GOAL ORIENTED STABLE , CONFIDENT IMAGINATIVE , CURIOUS, OPEN TO NEW IDEAS LOW HIGH LOW HIGH

25. Emotional Intelligence & organizational Effectiveness Relationships Organizational effectiveness Individual Emotional intelligence Group Emotional Intelligence HR FUNCTIONS ORGANIZATIONAL CLIMATE AND CULTURE LEADERSHIP

26. Four Organizational Frames of reference 1. STRUCTURAL : Mindset : Machine , Economics , Plans Emphasis : Goals , Systems and Procedures , Formal authority Dangers : Rigidity & Tyranny 2. HUMAN RESOURCES : Mindset : Family , belonging , clan Emphasis : People , Support , Empowerment Dangers : Lack of content or substance 3. POLITICAL: Mindset : Jungle , Power , Schemes Emphasis : Resource allocation , Negotiation , Coalition building Dangers : Power plays for purpose of self interest 4. SYMBOLIC: Mindset : Theater , spiritual meaning , Dreams Emphasis : Vision , culture and values , inspiration Dangers: “Messiah “ Complex A Frame is a perspective from which a LEADER views the world. Leaders often begin Within a limited structural perspective of the organization and develop other Frames .Based on their own personal development and experience with in the organization. Each Frame has its strengths and weaknesses . Effective Leaders strive for a balanced perspective so that all the needs of the Organization are met. System of shared meaning and values Viewing orgn. as arenas of on going Conflicts, tension People are the Orgn’s most valuable .resource Job Description Policy Procedure 26

28. The Four Corporate Cultures INTERNAL FOCUS EXTERNAL FOCUS FLEXIBILITY STABILITY CLAN CULTURE VALUES: CO OPERATION AGREEMENT FAIRNESS SOCIAL EQUALITY BUREAUCRATIC CULTURE : VALUES: ECONOMY, FORMALITY RATIONALITY ORDER, OBEDIENCE ADAPTABILITY CULTURE : VALUES: CREATIVITY EXPERIMENTATION RISK,AUTONOMY RESPONSIVENESS ACHIEVEMENT CULTURE: VALUES: COMPETITIVENESS PERFECTIONISM AGGRESSIVENESS DILIGENCE PERSONAL INITIATIVE Each of the 4 cultures can be successful. Leaders should see that the Orgn. does not get “stuck” in cultural values that worked in the past but are no longer successful, especially In joint ventures with Foreign partners.

29. A MODEL OF STYLES TO HANDLE CONFLICT Cooperativeness Un assertive Assertive Un cooperative Cooperative Avoiding Competing Collaborating Accommodating COMPROMISING Assertiveness Competing style: Should be used when Quick ,decisive action is vital. Avoiding style: It is appropriate when an issue is trivial , when there is No chance of winning, when a delay to gather more info is needed. Compromising style: It is appropriate when the Goals on both sides wants to Split the difference to expedite The solutions. Accommodating style : It reflects High Degree cooperativeness. This Style is best when people realize that they were wrong . Collaborating style : This reflects both A high degree of assertiveness and of co operativeness .

31. The Performance measurement cycle – Four critical Linkages WHAT GETS REWARDED COUNTS WHAT COUNTS GETS MEASURED WHAT GETS MEASURED GETS DONE WHAT GETS DONE GETS REWARDED When a valuable employee leaves , it is a signal that something in the system may need fixing 31

32. RELATIONSHIP BETWEEN PRODUCTIVITY & STRESS LOW HIGH HIGH STRESS P R O D U C T I V I T Y 01 02 03 04 05 06 07 Entitlement Pride Fear

37. STAGE – 04 DISCOVERY Feelings of ANTICIPATION Thoughts are RESOURCEFUL Behavior is ENERGIZED. STAGE – 01 LOSS Feelings of FEAR Thoughts are CAUTIOUS Behavior is PARALYZED STAGE – 05 UNDERSTANDING Feelings of CONFIDENCE Thoughts are PRAGMATIC Behavior is PRODUCTIVE. STAGE – 06 INTEGRATION Feelings of SATISFACTION Thoughts are FOCUSED Behavior is GENEROUS. STAGE – 02 DOUBT Feelings of RESENTMENT Thoughts are SKEPTICAL. Behavior is RESISTENT STAGE -03 DISCOMFORT Feelings of ANXIETY Thoughts are CONFUSED Behavior is UNPRODUCTIVE DANGER ZONE THE CHANGE CYCLE Both TEARS and SWEAT are SALTY , but they render a different result. Tears will get you SYMPATHY ; Sweat will Get you CHANGE .

38. CHANGE MANAGEMENT – ART OF FLEXIBILITY Nothing is static .Hence there is no more effective way of orienting oneself is a ceaselessly changing world than by understanding the art of Flexibility – and by practicing it at every turn. This includes the way you talk about the world and about the work and your self. Whenever possible , try to practice Flexible self talk RIGID TALK “ 1. JUST CREATES PROBLEMS “ 2.“IAM BEING TAKEN ADVANTAGE OF” 3.“THIS PROBABLY MEANS SOMETHING BAD” 4.“ THIS SITUATION STINKS” 5.“THEY FORCED MY HAND “ 6.“THISIS RUINING MY DAY” FLEX TALK 1.” HOW CAN I MAKE THIS WORK?” 2.“ WHAT CAN I OFFER THISSITUATION?’ 3.“THIS MIGHT LEAD TO SOMETHING GOOD” 4.“HOW WILL I FEEL ABOUT THISIN A WEEK?’ 5.“ I NEED TO LEARN MORE BEFOREI TAKE ACTION” 6.“ IAM RESPONSIBLE FOR HOW I HANDLE THIS “

39. MAKING SENSE OF WHAT WAS AND WHAT IS ? Change has a considerable psychological impact on the human mind. To the fearful , it is threatening because it means that things may get worse. To the hopeful , change is encouraging because things may get better. To the confident , it is inspiring because the challenge exists to make things better . 39

40. Chinese word for change The Chinese word for CHANGE is “WEI JI”. It means two things . CRISIS and OPPORTUNITY That bears repeating . “ WEI JI” – CRISIS AND OPPORTUNITY