LEADERSHIP COMPETENCIES

Transcription

1 LEADERSHIP COMPETENCIES Session: 1-2 Leadership and Management Training for Student Officers of Army Command and Staff College

2 The Ground Rule We will AGREE to DISAGREE for Change, Reform and Transformation!!

3 Life is all about CHANGE. Leadership is all about POSITIVE CHANGE. 3

4 Why leadership learning process? Two Big Questions? 1.Is there a crisis of management and is leadership a way to respond 4 to this?

5 2. Is there a crisis of leadership & is more leadership the answer? 5

6 Leadership is Everyone s Business. 6

7 7 Leadership Thoughts Lead, follow or get out of the way -General George S. Patton, US Army, World War II

8 Common qualities of Your Leader 8 Activity: Please list the major qualities you (collectively as a group) see as a leader. Share on plenary Time: 5 min to list and 5 min to share among groups.

9 Leadership: A Metaphor 9 Metaphor helps us to see things in a different way Metaphor invites us to see the similarities but ignore the differences

10 FoR (Frame of Reference) Held beliefs: Emotional or affective colouring Expression of loyalty Social or Interpersonal colouring Implicit or explicit ethical dimension Moral colouring Your Knowledge/Understanding about subject Competency coloring Political and Cultural Influence Motivational coloring

11 Leadership thoughts 11 If your actions inspire others to dream more, learn more, do more and become more, you are a leader. - John Quincy Adams In the military, I learned that Leadership means raising your hand and volunteering for the tough, important assignments. - Tulsi Gabbard

12 Leadership thoughts Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. - Stephen R. Covey

13 Leadership thoughts 13 If you build an army of 100 lions and their leader is a dog, in any fight, the lions will die like a dog. But, if you build an army of 100 dogs and their leader is a lion, all dogs will fight like a lion.

14 Leadership Discourses Transactional 1950 s 1960 s 1970 s Trait Theories Behavioral Theories 1980 s Transformational 1990 s Contingency Theories Blue Ocean Theories

15 Situational approach to leadership The best action of the leader depends on a range of situational factors. Three forces leading to leader's action (Tannenbaum and Schmidt,1958) o The forces in the situation o The forces in the follower o The forces in the leader This recognizes that the leader's style is highly variable, and even such distant events as a family argument can influence decisions made in the work place

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17 Transformational Leadership 17 Life is all about change and Leadership is about Positive Change

18 Transformational leadership behaviors Transformational leader examines and searches for the needs and motives of others while seeking a higher agenda of needs. (visionary/change agent) o Leadership actions that involve influencing major changes in the attitudes and assumptions of organization members and building commitment for the organization s mission, objectives, and strategies.

19 How to be a transformational leader? Articulate a clear and appealing vision. Explain how the vision can be attained. Act confident and optimistic. Express confidence in followers. Provide opportunities for early successes. Celebrate successes. Use dramatic, symbolic actions to emphasize key values. Lead by example. Empower people to achieve the vision.

20 Blue ocean leadership 20 Blue ocean leadership can unleash the ocean of untapped talent and employee potential in organizations The insight for Blue Ocean Leadership, created by W. Chan Kim and Renée Mauborgne

21 Parable of Employee Engagement How large is the ocean of disengaged employee? /

22 The blue ocean leadership opportunity: Just 30 percent of employees are actively committed to doing a good job percent of employees merely put their time in 20 percent act out their discontent in counterproductive ways, negatively influencing their coworkers, missing days on the job, and driving customers away through poor service

23 Main cause of employee disengagement is Poor leadership. 23

24 Blue ocean leadership leadership, in essence, can be thought of as a service that people in an organization either buy or don t buy. It has been observed that every leader has customers: bosses to whom the leader must deliver performance and followers who need the leader s guidance and support to achieve. 24

25 Blue When people value your leadership practices, they in effect buy your leadership and are inspired to excel and act with commitment. But when employees don t buy your leadership, they disengage, becoming noncustomers of your leadership. 25

26 The Four Pillars of Blue Ocean Leadership Focus on acts and activities Connect leadership to market realities by engaging people who confront them Distribute leadership across different management levels Pursue high impact leadership acts and activities at low cost 26

27 Four Pillars. It focuses on what leaders need to do, not on who they need to be. Leadership that is connected to market realities gets great feedback from employees and helps them contribute more energy. Successful organization has empowered leaders at every level. Focus on what acts and activities leaders need to eliminate and reduce and what they need to raise 27 and create to unlock the talent and energy.

28 THE BLUE OCEAN LEADERSHIP GRID 28 ELIMINATE What acts and activities do leaders invest their time and intelligence in that should be eliminated? RAISE What acts and activities do leaders invest their time and intelligence in that should be raised above their current level? REDUCE What acts and activities do leaders invest their time and intelligence in that should be reduced well below their current level? CREATE What acts and activities do leaders invest their time and intelligence in that they currently don t undertake? 28

29 BOL grid. The grid challenges people to think about which acts and activities leader should do less of because they hold people back, which leader should do more of because they inspire people to give their all. The current from the leaders as-is, along with new activities that employee believe would add a lot of value. If leaders started doing them, are assigned to the four categories in the grid. Organizations then use the grids to develop new profiles of effective leadership. 29

30 30 Leadership in Army: Any difference?

31 Leadership issues in army 31 Reflect on your workplace and write down any ONE most important leadership issue in your experience/thought for the leaders in your organization. Discuss in your group and try to find major THREE issues common to your group. Share in plenary TIME: 10 Minutes

32 32 Leadership style and nationality European Leadership Styles Source: Fincham and Rhodes (1999), Principles of Organisational Behaviour, Oxford: OUP, p

33 33 Canadian public sector competency framework

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35 Build Relationship Stakeholder Management Communication Impact and Influence Self-Awareness Cultural Competence Civil Service Value Citizen Focus Drive Results: Achievement Orientation Continuous learning Critical Thinking and Problem Solving Decision Making Planning and Execution Manage People Direction setting Team Leadership Performance Management Human Development 35 Competency Framework In Civil Service Leaders of Nepal

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37 37 Value Based Leadership Leader as a Culture Creator

38 38 Remember

39 System thinking is crucial Maybe pushing on that wall to the left will give some space. 39

40 40 Oops!

41 A Leader is a Learner of People Situation Possibilities and DEALER of HOPE!

42 Contemporary findings on 42 Leadership People want their leaders to be credible Credible leaders are o Honest, o Forward-looking, o Inspiring, and o Competent

43 Five Leadership Practices Kouzes, JM & Posner, BZ. (1995). The Leadership Challenge Challenge the Process 2. Inspire a Shared Vision 3. Enable Others to Act 4. Model the Way 5. Encourage The Heart

44 Competencies for next generation leaders 44 Skills in critical evaluation of the context and problem finding Visioning and transformational Managing relations or interpersonal sensitivity Exemplary personal behavior Empowering skills High E. Q. and P.A.Q. Pro-active Team work Changing organizational culture

45 Final thought 45 "Just as the diamond requires three properties for its formation- carbon, heat, and pressuresuccessful leaders require the interaction of three properties- character, knowledge, and application (BE-KNOW-DO). Like carbon to the diamond, character is the basic quality of the leader.... But as carbon alone does not create a diamond, neither can character alone create a leader.

46 Final thought contd 46 The diamond needs heat. Man needs knowledge, study and preparation.... The third property, pressure- acting in conjunction with carbon and heat- forms the diamond. Similarly, one s character attended by knowledge, blooms through application to produce a leader. - GEN Edward C. Meyer