Leadership Competencies for High Performance

8/14/2019 Leadership Competencies for High Performance

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LEADERSHIP COMPETENCIES

for High Performance


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Leadership Fundamentals

What is the purpose of leadership?

is to serve

What is the foundation of Leadership?

is Initiative

What is the power source of leadership?

is Courage


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Manage yourself. Do that well; and

you will be ready to start Leading

Courage

[Power Source]

Service[Purpose]

Initiative[Foundation]

L


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Leadership is

the lifting of man's vision to higher sights,

the raising of a man's performanceto a higher standard,

the building of a man's personality

beyond its normal limitations


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Leadership

Is influencing people to make them strive willingly

for attainment of objectives

One of the most observed and least understoodphenomena

Sets the personality of each individual company

Is to be learned; leaders are not only born

Quality comes out of innate character andpersonality of the leader himself


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Leadership

Leaders Inspire

Influence

Involve

Manager Maneuver

Manipulate

Leaders service to, increase the vision of people build technical skills to perform at higher standards

develop personality beyond limitations


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Managers Vs. Leaders

MANAGER Administers

Focuses on Systems andStructure

Relies on Control

Asks How and When

Accepts the Status quo

Concentrates on Short-term Results

Does Things Right Achieves COMPLIANCE

LEADER Innovates

Focuses on People

Believes in Alignmentand Sharing CommonConcerns

Asks What and Why

Challenges Status quo

Strives for Long-term

Survival and Growth Does the Right things

Gains COMMITMENT


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What do People Look for in Leaders?

What do you look for and admire in a leader,

someone whose direction you would willingly

follow?

Identify 5 qualities and rank them


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21% Ambitious

40% Broad-minded

20% Caring

66% Competent

28% Cooperative

20% Courageous

33% Dependable

24% Determined 42% Fair-minded

71% Forward-looking

88% Honest

23% Imaginative

6% Independent

65% Inspiring

47% Intelligent

14% Loyal

17% Mature

8% Self-controlled 34% Straightforward

35% Supportive

What People Look for in Leaders:

top 5 qualities


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TRUSTWORTHY BEHAVIOURTHE PREREQUISITE FOR EFFECTIVE LEADERSHIP

Behavioural Consistency

reliability and predictability : behaving consistently

over time and across situations

Behavioural Integrity consistency between mangers words and deeds

(i) telling the truth and (ii) keeping promises

Involvement In Decision-Making may range from having no employee input at all

into decisions to full discussion and input


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TRUSTWORTHY BEHAVIOUR:THE PREREQUISITE FOR EFFECTIVE LEADERSHIP

Communication (i) accurate information (ii) explanations for

decisions and (iii) openness.

Demonstration Of Concern for the Welfare ofOthers showing consideration and sensitivity for

employees needs and interests

acting in a way that protects employees interests refraining from exploiting others for the benefit of

ones own interests.


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for Developing Individuals

Situational Leadership


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LEADERSHIP: The process of influencing the activities of an individualor a group in efforts toward goal achievement in a given situation.

Leadership is a function of (leader; followers / leaders; situational variables)

Leadership is thus a dynamic process.

A single ideal type of leader behaviour is unrealistic.

Effective Leadership can be learned.

SKILLS OF SITUATIONAL LEADERSHIP

FLEXIBILITY

DIAGNOSIS CONTRACTING

Situational Leadership


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Basic Leadership Behaviours

Directive Behaviour involvesTelling people - What to do, How to do it, and then closely

supervising

One-way Communication; less concerned with the feelings ofthe subordinate

STRUCTURE; CONTROL; SUPERVISE

are the Key Words

Supportive Behaviour involvesListening to people, Providing Support and

Encouragement,and then Facilitating their involvement inProblem-solving and Decision-making

Two-way, free flow of Communication

PRAISE; LISTEN; FACILITATE are the Key Words


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The Four Basic Leadership Styles

HIGH

High Supportiveand

Low Directive

Behaviour

S3

SUPPORTING

High Directiveand

High Supportive

Behaviour

S2

COACHING

Low Supportive

and

Low Directive

Behaviour

S4DELEGATING

High Directive

and

Low Supportive

Behaviour

S1DIRECTING

DIRECTIVE BEHAVIOUR

LOW HIGH

SUPPORTIVEBEHAVIOUR

LOW


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The Four Basic Leadership Styles

DIRECTING: The Leader provides specific instructionsand closely supervises task accomplishment.

COACHING: The Leadercontinues to direct andclosely supervise task accomplishment, but also explainsdecisions solicits suggestions, and supports progress.

SUPPORTING: The Leader facilitates and supportssubordinates effort toward task accomplishment and

shares responsibility for decision-making with them.DELEGATING: The Leader turns over responsibility for

decision-making and problem-solving to subordinates.


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Development Level

COMPETENCE

Knowledge

Skills

COMMITMENT

Confidence

Motivation

COMBINATION

of

AND


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Four Development Levels

LOW

COMPETENCE

*

HIGH

COMMITMENT

SOME

COMPETENCE

*

LOW

COMMITMENT

HIGH

COMPETENCE

*

VARIABLE

COMMITMENT

HIGH

COMPETENCE

*

HIGH

COMMITMENT

D1 D2 D3 D4

A Combination of COMPETENCE and COMMITMENT is called

A DEVELOPMENT LEVEL

DEVELOPING DEVELOPED

COMPETENCE KNOWLEDGE + SKILLS

COMMITMENT CONFIDENCE + MOTIVATION


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D4 D3 D2 D1

HIGH MODERATE LOW

Developed Developing

Matching Leadership Style ToDevelopmental Level

D l t L l &


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Development Level &

Appropriate Leadership Style

LEADERSHIP STYLE DIRECTIVE BEHAVIOUR +

SUPPORTIVE BEHAVIOUR

DEVELOPMENT LEVEL COMPETENCE + COMMITMENT

The STRATEGY of the Leader must be to change his leadership

style over time from DIRECTING to COACHING to SUPPORTING

to DELEGATING as performance improves


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THE LEADERSHIPPRACTICESFivePractices andTen

Commitments


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1. CHALLENGING THE PROCESS

2. INSPIRING A SHARED VISION

3. ENABLING OTHERS TO ACT

4. MODELLING THE WAY

5. ENCOURAGING THE HEART

THE FIVE

FUNDAMENTAL PRACTICES


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C1. Search out challenging opportunities to change,

grow, innovate and improve

C2. Experiment, take risks and learn from the

resulting mistakes

LP 1.CHALLENGING THE PROCESS

C3. Envision an uplifting and ennobling futureC4. Enlist others in a common vision by appealing to

their values, interests, hopes and dreams

LP 2.INSPIRING A SHARED VISION


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C5. Foster collaboration by promoting co-operativegoals and building trust

C6. Strengthen people by giving power away, providingchoice, developing competence, assigning criticaltasks and offering visible support

LP 3.ENABLING OTHERS TO ACT

C7. Set the example by behaving in ways that areconsistent with shared values

C8. Achieve small wins that promote consistentprogress and build commitment

LP 4.MODELLING THE WAY


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LP 5.ENCOURAGING THE

HEART

C9. Recognize individual contributions

to the success of every projectC10. Celebrate team accomplishments

regularly


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Six Leadership Styles at a Glance

Coercive Authoritative Affiliative

The leaders

mod us operandiDemandsimmediate

compliance

Mobilizes peopletoward a vision

Creates harmony andbuilds emotional

bonds

The style in a

phrase

Do what I say. Come with me. People come first.

Under ly ing

competencies

Drive to achieve,

initiative, self-

control

Self-confidence,

empathy, change

catalyst

Empathy, building

relationships,

communication

When the sty le

works best

In a crisis, to kick

start a turnaround,

or with problem

employees

When changes

requires a new

vision, or when a

clear direction isneeded

To heal rifts in a team

or to motivate people

during stressful

circumstances

Overal l imp act on

cl imate

Negative inhibits

flexibility; dampens

motivation

Most strongly

positive freedom

to choose own

means

Positive poor

performance may go

uncorrected


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The Authoritative Style

The Coercive Style

Situation

Situation

Situation

Situation

Situation

Situation

Different Styles fordifferent situations/people

Learn to switchStyles


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Supportive Confrontation

Drawing the Subordinate Close

Providing Behaviorally Specific Feedback

Improving the Relationship


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Drawing the

Subordinate Close

Understand the reasons for the

subordinates behaviour

Examine the subordinates work situation Listen with care to the subordinates general

aspirations

Address subordinates aspirations andconcerns, while assigning tasks


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Providing Behaviourally- Specific

Feedback

Comment on the subordinates behaviourand its effect on others in the unit

Remember that -- the behaviour: expert about intentions

the receiver: expert about impact


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Giving Feedback

Describe the behaviour

Focus on the feelings that the behaviour evokes

Give specific instances of the behavior

Deal only with behaviour that the person can control

Tell the person as soon as possible after the behaviour

Focus on the effect the behaviour has on you

Balance negative feedback with positive feedback

Make sure that the reason for giving the feedback is to help theother person or to strengthen relationship


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Improving The Relationship

The feedback must be genuinely aimed

at helping the subordinate

Link improved performance with the

goals and aspirations of the subordinate

Use positive feedback to reinforce a

strong point of the subordinate


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Conflict Resolution in Teams

Leveraging Differences

to Create Opportunity


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Conflicts occur due to

Differences in needs, values and goals

Scarcity of certain resources

Diverse perspectives

Interpersonal Rivalry


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CONFLICT MANAGEMENT STYLES

Assertive

Unassertive

Attempting

to satisfy

ones own

concerns

Uncooperative Cooperative

Attempting to satisfy others concerns

Competing

Avoiding

Collaborating

Compromising

Accommodating


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USING THE FIVE

CONFLICT MANAGEMENT STYLESAVOIDING

When an issue is trivial or more important issues are

pressing.

When you perceive no chance of satisfying your concerns.

When potential disruption outweighs the benefits ofresolution.

To let people cool down and regain perspective.

When gathering information supersedes immediate decision.

When others can resolve the conflict more effectively.

When issues seem tangential or symptomatic of other issues.


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USING THE FIVE

CONFLICT MANAGEMENT STYLESCOMPROMISING

When goals are important, but not worth the effort or

potential disruption of more assertive modes.

When opponents with equal power are committed to mutuallyexclusive goals.

To achieve temporary settlements to complex issues.

To arrive at expedient solutions under time pressure.

As a backup when collaboration or competition is

unsuccessful.


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USING THE FIVE

CONFLICT MANAGEMENT STYLESCOMPETING

When quick, decisive action is vital (e.g., emergencies).

On important issues where unpopular actions needimplementing (e.g., cost cutting, enforcing unpopular rules,discipline).

On issues vital to company welfare when you know you'reright.

Against people who take advantage of noncompetitivebehavior.


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USING THE FIVE

CONFLICT MANAGEMENT STYLESACCOMODATING

When you find you are wrong -- to allow a better position tobe heard, to learn, and to show your reasonableness.

When issues are more important to others than to you

to satisfy others and maintain cooperation.

To build social credits for later issues.

To minimize loss when you are outmatched and losing.

When harmony and stability are especially important.

To allow subordinates to develop by learning from theirmistakes.


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USING THE FIVE

CONFLICT MANAGEMENT STYLESCOLLABORATING

To find an integrative solution when both sets of concernsare too important to be compromised.

When your objective is to learn.

To merge insights from people with different perspectives.

To gain commitment by incorporating concerns into a

consensus.

To work through feelings which have interfered with arelationship.


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PRINCIPLED NEGOTIATION

Separate the PEOPLE from the Problem

Focus on INTERESTS, not Positions

Invent OPTIONS for Mutual Gain

Insist on using Objective CRITERIA

SEPARATE THE PEOPLE


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SEPARATE THE PEOPLE

FROM THE PROBLEM

PERCEPTION Put yourself in their shoes

Dont blame them for your problem

Discuss each others perceptions

EMOTION

Recognize and understand emotions, their and yours Make emotions explicit and acknowledge them as legitimate

Allow the other side to let off steam

COMMUNICATION

Listen actively and acknowledge what is being said

Speak about yourself, not about them Face the problem, not the people


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FOCUS ON INTERESTS,

NOT POSITIONS

HOW DO YOU IDENTIFY INTERESTS Ask Why?

Realize that each side has Multiple Interests

The most Powerful Interests are Basic Human

Needs TALKING ABOUT INTERESTS

Discussing Interests Without Taking Rigid Positions

Make your Interests come Alive

Acknowledge their Interests as Part of the Problem

STATE YOUR PROBLEM TACTFULLY Put the Problem before your Answer

Be Hard on the Problem, Soft on the People

Be Firm but Open at the Same Time


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INVENT OPTIONS FOR MUTUAL GAIN

DIAGNOSIS

Premature Judgment

Searching for the Single Answer

Thinking that Solving their Problem is their Problem

PRESCRIPTION

Separate Inventing from Deciding

Broaden your Options

WORKING FOR MUTUAL GAINS

Look for Mutual Gain: Focus on Shared Interests Make their Decision Easy

INSIST ON USING


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INSIST ON USING

OBJECTIVE CRITERIA

DEVELOPING OBJECTIVE CRITERIA

Fair Standards

Fair Procedures

NEGOTIATING WITH OBJECTIVE CRITERIA

Frame each issue as a Joint Search Dont Insist Your Criteria as the Basis

ARRIVING AT THE CRITERIA

Reason and be open to Reason

Never Yield to Pressure Shared Vision, Process Orientation and Systems Thinking

act as Guiding Factors

Leadership Competencies for High Performance

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