07/02/2012

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Leadership handout Leadership handout
MECH4205(5) - Engineering Management II
Semester 2 Aademi !ear 20"" # 20"2
$repared %&
Mr 'hoomitra Sharma ())LS!
Leadership Leadership
Suess*u+ hange re,uires t-o things.
(atia+ and strategi deision ma/ing
E**eti0e imp+ementation
So -h& does 102 o* hange *ai+ to meet
its aims3
Ine**eti0e +eadership
En0ironment En0ironment
Sta%+e en0ironment
4oused en0ironment
5is/& en0ironment
Crisis En0ironment
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Sta%+e en0ironment Sta%+e en0ironment
4oused en0ironment 4oused en0ironment
5is/& en0ironment 5is/& en0ironment
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Crisis en0ironment Crisis en0ironment
(oda&6s en0ironment (oda&6s en0ironment
7&nami
Competiti0e
8npredita%+e
En0ironmenta+ dri0ers En0ironmenta+ dri0ers
$eop+e9 their e:petation and 0a+ues
A0ai+a%+e in*ormation
(ehno+og&
;+o%a+isation
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5eations to en0ironment 5eations to en0ironment
7o more -ith +ess
Add more 0a+ue
4ind ne- mar/ets
Mergers and a,uisitions
4+atter strutures and more *+e:i%+e
organisations
$er*ormane $er*ormane
)rganisationa+ per*ormane must %e
dri0en %& the interation %et-een the
organisation and its en0ironment
)rganisations need to hange and e0o+0e
in +ine -ith their en0ironment
$er*ormane $er*ormane
<o hange = 4ai+ure
5eati0e hange = 'asi Sur0i0a+
$roati0e hange = Competiti0e suess
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Leadership Leadership
Integrit&
(he ,ua+it& o* %eha0ing in aordane -ith
our $rinip+es and >a+ues
$rinip+e
Mora+e or ethia+ strength? harater9 honest&9
integrit& and honour
>a+ues
A measure o* our prinip+es gi0en %& our
%a/ground9 sho-ing desira%i+it&9 importane9
se+* esteem and respet
Leadership Leadership
Creates hange
Ahie0es goa+s -ithin the en0ironment
Changes the peop+e in0o+0ed in the
neessar& ations *or the %etter as -e++
Create trust
7eser0e respet
@hat is Cu+ture3 @hat is Cu+ture3
A(he -a& things are done around hereB
(he u+ture o* an organisation or an&
group o* indi0idua+s is a re*+etion o* the
0a+ues9 %e+ie*s and %eha0iours o* +eaders o*
the group and the +ega& o* past +eadersC
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@hat are >a+ues3 @hat are >a+ues3
>a+ues - A shorthand method o* desri%ing our
indi0idua+ and o++eti0e moti0ations and -hat is
important to usC
>a+ues an %e positi0e or potentia++& +imiting.
$ositi0e >a+ues. trust9 reati0it&9 passion9 honest&9
integrit&9 +arit&
$otentia++& Limiting >a+ues. po-er9 %+ame9 greed9 status9
%eing +i/ed
E:erise E:erise
Values
(Values that are
important to you)
Beliefs
(Belief(s) that
support this value)
Behaviours
(Behaviours that
support this value)
Hierarh& o* deision ma/ing Hierarh& o* deision ma/ing
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(he Leader and the >a+ues (he Leader and the >a+ues
Leadership 0a+ues and e:e++ene
(he e:e++ent ompanies de0e+oped
u+tures that inorporated the 0a+ues and
praties o* their great +eaders9 and those
shared 0a+ues an %e seen to sur0i0e *or
deadesC
(om $eters9 AIn Searh o* E:e++ene.
Lessons *rom Ameria6s %est run ompaniesB9 "DEF
(he Leader and the >a+ues (he Leader and the >a+ues
(he rea+ ro+e o* the +eader is to manage
the 0a+ues o* the orporationC
(om $eters9 AIn Searh o* E:e++ene. Lessons *rom
Ameria6s %est run ompaniesB9 "DEF
Ho- +eadership reates high Ho- +eadership reates high
per*ormane3 per*ormane3
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'oth u+ture and strateg& are 'oth u+ture and strateg& are
important important
In *irms -ith strong orporate u+tures9 managers
tend to marh energetia++& in the same diretionC
(he a+ignment9 moti0ation9 organisation9 and
ontro+ an he+p per*ormane9 %ut on+& i* the
resu+ting ations *it an inte++igent %usiness strateg&
*or the spei*i en0ironment in -hih the *irm
operatesC
Gohn $C Hotter and Games LC Hes/ett9 ACorporate Cu+ture
and $er*ormaneB9 "DD2
Ho- is +eadership measured3 Ho- is +eadership measured3
Cu+ture and >a+ues in a 5apid+& Cu+ture and >a+ues in a 5apid+&
Changing @or+d Changing @or+d
Strong u+tures are only valuable if e:hi%it
adapti0e and +earning ,ua+ities
(he modern eonom& resem%+es a complex adaptive
system rather than a close e,ui+i%rium s&stemC (hus9
mar/ets e:hi%it periods o* re+ati0e a+m and sta%i+it&
-hih are interrupted %& storm& periodsC
Suh dise,ui+i%riums ma/e it di**iu+t *or partiipants to
sur0i0e *or +ong periods as their strategies9 s/i++s or
u+ture tend to get *ine+& optimiIed *or sta%+e periods9
and then sudden+& %eome o%so+ete -hen the
restruturing oursC Companies have a hard time
surviving upheavals, market shakeouts and technology shifts.
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@hat E:terna+ Sustaina%i+it& Issues @hat E:terna+ Sustaina%i+it& Issues
are most ompanies *aing3 are most ompanies *aing3
5is/ and unertaint& are inreasing
Change is ae+erating soia+9 eonomi9
tehno+ogia+
Competition is inreasing China9 India9 South
Ameria
Comp+e:it& is inreasing
Interdependen& is inreasing
Ethis and pu%+i opinion inreasing+& in*+uene
orporate deision-ma/ing as soieta+ issues
inreasing+& %eome po+itia+ issues
@hat Interna+ Sustaina%i+it& Issues @hat Interna+ Sustaina%i+it& Issues
are most ompanies *aing3 are most ompanies *aing3
Ho- to attrat and /eep ta+ented peop+e @ar
*or (a+ent
Ho- to inrease pro*ita%i+it& and shareho+der
0a+ue
Ho- to inrease sta** engagement
Ho- to inrease inno0ation9 reati0it&9 agi+it&9
and ustomer satis*ation
Ho- to ensure ethis permeate the orporate
u+ture and the ompan& is in a+ignment -ith
pu%+i opinion
(he Sustaina%i+it& Cha++enge (he Sustaina%i+it& Cha++enge
(he pro%+ems o* e:istene ha0e %eome global
but the decision-making structures -e ha0e *or
dea+ing -ith them are national.
@e annot mo0e *or-ard -ithout a high
degree o* g+o%a+ ooperationC
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A <e- Leadership $aradigm A <e- Leadership $aradigm
A shi*t in *ous *rom AIB to A-eB
A shi*t *rom se+*-interest to the ommon good
A shi*t *rom %eing the %est in the world to the
%est for the world.
(hree Stage Leadership (hree Stage Leadership
7e0e+opment $roess 7e0e+opment $roess
$riorities *or Leadership $riorities *or Leadership
7e0e+opment 7e0e+opment
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Se+etion $riorities *or (a+ent Se+etion $riorities *or (a+ent
Management Management
4rom Leader6s >a+ues to Shareho+der 4rom Leader6s >a+ues to Shareho+der
>a+ue >a+ue
$ersona+ A+ignment o* the Leaders $ersona+ A+ignment o* the Leaders
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Leadership Leadership
(ransationa+ +eadership.
AJours -hen one person ta/es the
initiati0e in ma/ing ontat -ith others *or
the purpose o* an e:hange o* 0a+ued thingsCB
(rans*ormationa+ +eadership.
AJours -hen one or more persons engage
-ith others in suh a -a& that +eaders and
*o++o-ers raise one another to higher +e0e+s o*
moti0ation and mora+it&CB
(rans*ormationa+ +eadership (rans*ormationa+ +eadership
Inreasing their a-areness o* tas/
importane and 0a+ueC
;etting them to *ous *irst on team or
organiIationa+ goa+s9 rather than their o-n
interestsC
Ati0ating their higher-order needsC
(ransationa+ +eadership (ransationa+ +eadership
(ransationa+ +eadership see/s to moti0ate
*o++o-ers %& appea+ing to their o-n se+*-interestC
(ransationa+ +eaders use on0entiona+ re-ard
and punishment to gain omp+iane *rom their
*o++o-ersC
(he& ha0e ontinuing9 o*ten unspo/en interation
that sound +i/e *orms +i/e.
K7o as I sa& and &ou -i++ get a raiseCK
KMeet this ,uota or &ou -i++ get *iredCK
(ransationa+ +eaders aept the goa+s9 struture
and u+ture o* the e:isting organiIationC (he&
must do so %eause this t&pe o* +eadership is
ine**eti0e at %ringing signi*iant hangeC
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(rans*ormationa+ +eadership (rans*ormationa+ +eadership
Charisma or idea+iIed in*+uene
(his is the degree to -hih the +eader %eha0es in admira%+e -a&s that
ause *o++o-ers to identi*& -ith the +eaderC Charismati +eaders disp+a&
on0itions9 ta/e stands and appea+ to *o++o-ers on an emotiona+ +e0e+C (his
is a%out the +eader ha0ing a +ear set o* 0a+ues and demonstrating them in
e0er& ation9 pro0iding a ro+e mode+ *or their *o++o-ersC ;enuine trust
must %e %ui+t %et-een +eaders and *o++o-ersC (rust *or %oth +eader and
*o++o-er is %ui+t on a so+id mora+ and ethia+ *oundationC
Inspirationa+ moti0ation
(he degree to -hih the +eader artiu+ates a 0ision that is appea+ing and
inspiring to *o++o-ersC Leaders -ith inspirationa+ moti0ation ha++enge
*o++o-ers -ith high standards9 ommuniate optimism a%out *uture goa+s9
and pro0ide meaning *or the tas/ at handC 4o++o-ers need to ha0e a strong
sense o* purpose i* the& are to %e moti0ated to atC It is a+so important
that this 0isionar& aspet o* +eadership %e supported %& ommuniation
s/i++s that a++o- the +eader to artiu+ate his or her 0ision -ith preision
and po-er in a ompe++ing and persuasi0e -a&C
(rans*ormationa+ +eadership (rans*ormationa+ +eadership
Inte++etua+ stimu+ation
(he degree to -hih the +eader ha++enges assumptions9 ta/es ris/s and
so+iits *o++o-ersL ideasC Leaders -ith this trait stimu+ate and enourage
reati0it& in their *o++o-ersC (he +eader6s 0ision pro0ides the *rame-or/
*or *o++o-ers to see ho- the& onnet to the +eader9 the organiIation9
eah other9 and the goa+C )ne the& ha0e this %ig piture 0ie- and are
a++o-ed *reedom *rom on0ention the& an reati0e+& o0erome an&
o%sta+es in the -a& o* the missionC
Indi0idua+iIed onsideration or indi0idua+iIed attention
(he degree to -hih the +eader attends to eah *o++o-erLs needs9 ats as
a mentor or oah to the *o++o-er and +istens to the *o++o-erLs onerns
and needsC (his a+so enompasses the need to respet and e+e%rate the
indi0idua+ ontri%ution that eah *o++o-er an ma/e to the team (it is the
di0ersit& o* the team that gi0es it its true strength)C (his approah not
on+& eduates the ne:t generation o* +eaders9 %ut a+so *u+*i+s the
indi0idua+s need *or se+*-atua+iIation9 se+*-*u+*i+ment9 and se+*--orthC It a+so
natura++& prope+s *o++o-ers to *urther ahie0ement and gro-thC
Leadership Leadership
AContrar& to the opinion o* man& peop+e9 +eaders are
not %ornC Leaders are made9 and the& are made %&
e**ort and hard -or/B
->ine Lom%ardi
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Leadership at a++ +e0e+s o* the Leadership at a++ +e0e+s o* the
ompan& is /e& *or produti0it& and ompan& is /e& *or produti0it& and
,ua+it& impro0ement ,ua+it& impro0ement
Leaders ha0e to pro0ide the diretions and means
*or -or/ers to ontinuous+& impro0e produti0it&
and ,ua+it&C
An en0ironment is reated to imp+ement hange
-ith the attitude o* ho- this -i++ %e good *or a++C
Leadership de*ines the ne- goa+s and -ith
persistene and -ith an open mind (and an open
doorM)9 tru+& +eads the -a& to a %etter and more
ompetiti0e -or/p+aeC
Leaders are a+so teahers and this an %e a
ha++enge *or man& mangersC
@hat are the harateristis o* a @hat are the harateristis o* a
+eader o* hange3 +eader o* hange3
'e inspired in &our heart and mind9 and sho- itC
'e onneted to &ourse+*9 the -or+d and the peop+e
around &ouC 'e grounded in rea+it&
Ha0e a 0ision and ommuniate it -ith passion and
purposeC A++o- &our emotion to spea/ to others in a
-a& that transends the mind9 and spea/s to the heartC
$a& persona+ attention to others in a -a& that engages
them and generates trust and ommitmentC ;enuine+&
are a%out them9 -hat the& -ant9 and ho- &ou an
ser0e themC
Aess the a-esome po-er o* the mindC 'e urious9
open to ne- ideas and +earn onstant+&C
Leadership ompetenies Leadership ompetenies
Interpersonal
effectiveness
Leadership /
Supervision
Technical
knowledge &
Management
ersonal
!ualities &
Traits
'ui+ds
re+ationships
Communiation
s/i++s
Customer *ous
Coahing
Empo-erment
(eam
de0e+opment
Change
+eadership
Strategi thin/ing
and e:eution
7eision ma/ing
Managing the No%
4untiona+
e:pertise
Moti0ationa+
s/i++s
4+e:i%i+it&
5esu+ts
orientation
7ri0e
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(oo+s *or +eadership (oo+s *or +eadership
4ous 4ous
Leaders de*ine the priorities (0ision # mission #
goa+s # o%Neti0es)C
Leaders ensure that e0er&one understands the
goa+s9 and the& sho- the path that must %e ta/enC
@hi+e on that path to suess9 there -i++ %e
o%sta+es9 and it is the +eader6s No% to /no/ do-n
an& %arriers to the ahie0ement o* the goa+ o*
e+iminating and reduing -asteC
Leaders enourage those emp+o&ees -ho are not
&et doing their %est and en+ist ideas *or
impro0ementsC
Struture Struture
(he %asis o* an& organiIationC
(he -ritten and un-ritten ru+es9 guide+ines9
proesses9 and %eha0iours that are atua++& *o++o-ed9
not simp+& statedC
(he repeata%+e9 genera++& onstant *rame-or/ that
guides -hat happens da&-to-da& in an organiIation.
organiIationa+ harts9 departments9 0ision statements9 and
mission statementsC
7epartments O *untions9 operating proedures9 proess
*+o-s
It pro0ides the diretion to the -or/ that shou+d %e
done and ho- to do it in the most optima+ -a&C
StandardiIation is the /e& to a so+id struture in a
+eadership en0ironmentC
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7isip+ine 7isip+ine
7isip+ine is ruia+ in order to %ridge the gap
%et-een *ous and strutureC
7isip+ine onsists o* the he/s and %a+anes9
re-ards9 ompu+sions9 and dai+& %eha0iours (%&
management and emp+o&ees) that maintain the
proesses o* +eadershipC
(hat is9 peop+e do -hat the& are e:peted to do9 and9 i*
the& don6t9 some%od& or some group *inds out ,ui/+& and
gets them %a/ on tra/CB
@ith disip+ine9 Leaders remind themse+0es to /eep
an open mind (and an open door) to ne- ideasC
Leaders *ind the -a& to do the Aright thingB and
promote that attitude in their da&-to-da& ati0itiesC
)-nership )-nership
E0er&one -ants to *ee+ o-nership o* things that are
important to themC 4or e:amp+e9 -e a++ -ant to *ee+
our -or/ is part o* the %ig piture9 and -e -ant to
ta/e pride in -hat -e ha0e aomp+ishedC
AIt is +eadership6s ro+e to ma/e it possi%+e *or eah
emp+o&ee to readi+& esta%+ish o-nership o0er their
proesses and -or/ areaC
Leaders ma/e it possi%+e *or their emp+o&ees to *ee+
empo-ered to ta/e o-nership o* their -or/C
@ith empo-erment omes aounta%i+it& and -ith
aounta%i+it& omes the *ee+ing o* o-nershipC
E0er& impro0ement re,uires at +east one Ao-ner9B
and this o-ner an sueed on+& -hen there is a
Leadership Cu+ture in p+aeC
Management and +eadership Management and +eadership
Are the& same3CCCCCCCC
@e an ta+/ a%out ALeadershipB and mean
managementC
Leaders ma& not ha0e a tit+e -hi+e some peop+e
-ith tit+es ma& ha0e poor Leadership a%i+itiesC
In a g+o%a+ eonom&9 managers must %e eduated on
produti0e +eadership prinip+es and s/i++s in order
to per*orm the No% o* Leader9 Coah9 Mentor9 and
(eaherC
8n*ortunate+&9 there are man& ditatoria+-t&pe
A%ossesB -ho +aim to %e +eaders %ut the& on+&
+ead -ith an iron-hand9 Ado-as-I-sa&B managersC
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Managers o* the past Managers o* the past
S+o- and autious
$rotet status ,uo
4eared unertaint&
Con*ormed
Conerned -ith No% tit+es
Asserted authorit& -ith.
4ear9 si+ene9 ritiism and %+aming
Made a++ the deisions.
So+0ed on*+its -ith authorit&
@ithhe+d in*ormation *rom -or/ers
(he %usiness ha++enge (he %usiness ha++enge
!es9 the %usiness -or+d o* toda& sti++ needs
managersC
@hat it does not need are more %ossesC
(he ;+o%a+ Eonom& demands %etter
management and %etter +eadership.
Managers keep consistenc" and order
Leaders are visionaries# risk takers#
promoters of change
Manager 0#s Leader Manager 0#s Leader
Manager
5ationa+
Ana+&tia+
7e+i%erate
$ersistent
Sta%i+iIing
Strutured
Consu+ting
Authoritati0e
(ough Minded
$ro%+em-So+0ing
Leader
4+e:i%+e
Creati0e
Inspiring
>isionar&
Inno0ati0e
$assionate
Imaginati0e
Courageous
Independent
E:perimenta+
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An e**eti0e +eader reates an An e**eti0e +eader reates an
en0ironment -here JCC en0ironment -here JCC
$eop+e ooperate
$eop+e thin/ Leader *ai+itates
$eop+e are proud <ot A*raid
$eop+e ahie0e goa+s <ot *o++o- orders
4e-er on*+it? so+0ed through negotiation
@or/ers /no- E,uipment and $rodut
Leadership *ouses on <e- Ad0anes and
Continuous Impro0ements
Leading through the ha++enges o* Leading through the ha++enges o*
hange hange
CHA<;E is Con*using
CHA<;E is Sar&
CHA<;E is 8npredita%+e
CHA<;E is 5apid
CHA<;E is 5adia+
CHA<;E is Contro++a%+e
CHA<;E is <orma+
CHA<;E IS )$$)5(8<I(!M
Important harateristis o* +eading Important harateristis o* +eading
hange management initiati0es hange management initiati0es
Ation-Centered
Ha0e *e-er A;oa+sB
Adapta%+e or ;o @ith the 4+o-
Energeti and Enthused
Se+*-Con*identC
Conentrate on the 'ig (hree.
Customers
Emp+o&ees
$rodut or Ser0ie ,ua+it&
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An e**eti0e +eader is An e**eti0e +eader is
7etermined
5espet*u+
)ptimisti
7ediated
Moti0ated
Enthused
$ositi0e
Con*ident
$atient
Honest
AndJJHapp&M
An e**eti0e +eader is An e**eti0e +eader is
(rainer
Coah and ounse+or
Leader %& e:amp+e (a+so a (eam Leader)
An ena%+er
Creates a positi0e en0ironment
8nderstands the s&stem
An e**eti0e +eader is An e**eti0e +eader is
Coah and ounse+or
Listens and ommuniates -ith te,am9
Critiises pri0ate+&
$raises pu%+i+&
Mentors indi0idua+s
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An e**eti0e +eader is An e**eti0e +eader is
Leader %& e:amp+e
(eahes and praties ontinuous impro0ement
See/s more /no-+edge
4ouses on the proess
Ahie0es resu+ts
Is not ommitted to A(he )+d @a&sB
@a+/s the (a+/
Start -ith &ourse+*
He+p other %e+ie0e
Sho- them ho-
Ho+d them aounta%+e
5e-ard themM
People hear what
we say and see
what we do
An e**eti0e +eader is An e**eti0e +eader is
An ena%+er
7oes not tr& to /eep ontro+
7e+egates tas/s
Considers the team as Austomer2
(he team *ee+s empo-ered
An e**eti0e +eader An e**eti0e +eader
Creates a positi0e atmosphere
S/i++ed in moti0ation tehni,ues and +istens (rea++&
+istens) to ne- ideas9 suggestions9 and *eed%a/C
A++o-s indi0idua+it&
E:p+ains ho- -h& the team onept is important to
the per*ormane o* the organisation # departmentC
Supports the team through hange and unertaint&
Ce+e%rates suess9 re-ard good -or/9 and reate
No&C
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An e**eti0e +eader An e**eti0e +eader
8nderstands the s&stem
Hno-s -ho is the ustomer
Hno-s the 'ig $iture
Loo/s *or 5oot Causes
7oes not p+ae %+ame9 %ut instead +oo/s *or so+utions
An e**eti0e +eader An e**eti0e +eader
5emo0es %arriers
Shares a++ in*ormation
Information is power onl" when it is shared
5eso+0es on*+its -ith A@in-@inB phi+osoph&
Listens -ithout Nudgement
5emo0es the *ear o* ma/ing a mista/e
An e**eti0e +eader An e**eti0e +eader
7e0e+ops other +eaders
Creates opportunities *or peop+e to sueed
Supports indi0idua+s and their de0e+opment
Enourages +earning ne- s/i++s
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An e**eti0e +eader An e**eti0e +eader
Hno-s his # her authorit& omes *rom their
re+ationships -ith others9 not *rom the No% tit+e
Creates ideas9 e:itement and ne- onepts
5e-ards suess %& *inding ne- opportunities
Has a sense o* mission and a%i+it& to *ous on
goa+s
Is a-are that onsensus is strength more than
indi0idua+ authorit&
Can %e *ound an&-here in an organisation9 *rom
the e:euti0e o**ies to the +oading do/
5oad map to e**eti0e +eadership 5oad map to e**eti0e +eadership
Soures o* po-er Soures o* po-er
$ersona+it& $o-er.
Charisma
$ositi0e thin/ing
$eop+e s/i++sC
5o+e $o-er.
(it+e # authorit&
5esponsi%+e *or resu+ts
7eision ma/er
4ai+itator
Hno-+edge $o-er.
(ehnia+ s/i++s
Aademi ahie0ementsC
07/02/2012
23
Situation oriented +eadership Situation oriented +eadership
Situationa+ +eadership st&+es Situationa+ +eadership st&+es
7ireting
Starting point. A7o as I sa&B
(he emphasis is on the A@hatB and the Aho-B
(raining
Starting point. A(his is the -a& *or-ardB
More oriented to-ards A@hat9 ho- and -h&B
-e an do something
Situationa+ +eadership st&+es Situationa+ +eadership st&+es
Supporting
Starting point. A8nder o%ser0ationB
(he emphasis is on the AHo- an &ou he+p
me3 Ho- an -e ma/e it sueedB
7e+egating
Starting point. A(rust &our o++eaguesB
(he emphasis is on AHo- did it go3B
07/02/2012
24
(-o ategories o* +eadership (-o ategories o* +eadership
%eha0iour %eha0iour
Supporti0e %eha0iour
Enouraging
Supporting
Listening
As/ing
E:p+aining
7ireti0e %eha0iour
Struturing
(raining
Monitoring
Situationa+ +eadership st&+es Situationa+ +eadership st&+es
Supporting (raining
7e+egating 7ireti0e
Lo-
High
High
7ireti0e %eha0iour
Supporti0e
%eha0iour
Emp+o&ee
indution
proess