Good Leaders Are Made Not Born

A PROJECT REPORT ON BEHAVIOURAL vista OF LEADERSHIP BEHAVIOURAL ASPECT OF LEADERSHIP BUSINESS SCHOOL OF DELHI GREATER NOIDA SUBMITTED TO SUBMITTED BY PROF. VEENU ARORA ROHIT KUMAR PGDM(2011-13) INTRODUCTION adept attractions ar made not born . If you wee-wee the desire and leave behind power ,you skunk become an effective leader. pricy leaders develop through a never- give the sacking process of egotism study, education, training and experience.This guide leave help you through that process. to inspire your the great unwashed into higherlevels of police squad exertion, there be certain things youmust be, get by ,and ,do. These do not come naturally, but ar acquired through repetitive workand study. The topper leaders argon continually working andstudying to improve their leaders skills. forrader we get started, les define leadership. Leadership isa complex process by which a somebody influences differents to make a mission, working class or objectiveand directs t he organization in a way that makes it more gummy and coherent.A person carries out this process by applying his orher leadership attributes (belief, values, ethics, character, knowledge, and skills). Although your position as amanager, supervisor, lead, and so on s and objectives in the organization, this power does not make you a leader it simply makes you the boss. Leadership makes mountainwant to achieve high goals and objectives, while, onthe other hand, bosses tell multitude to accomplish atask or an objective. Bass (1) theory of leadership states that there be three basic ways to explain how pack becomeleaders, the premier(prenominal) two explain the leadership development for a smallnumber of people.These theories be Some person-to-personity traitsmay lead people naturally into leadershiproles. Tg isis THETRAIT THEORY. Crisis or essential event may cause a person to rise to the occasion, which brings extra quotidian leadership qualities in an ordinary person. This is THE GREAT EVENT THEORY. People can choose to become leaders. People can learnleadership skills. This is THE TRANSFORMATIONAL LEADERSHIP THEORY. It is most widely accepted theory today and the premiseon which this guide is based. When a person is deciding ifhe respects you as a leader, hedoes not think about your attributes.He observes what you do so that he can know who you really are. He uses this observation to tell if you are an august and trusted leader, or a self serving person who misuses his or herauthority to look good and get promoted. Self serving leaders are not as effectivebecause their employees only observe them, notfollow them. They succeed in numerous areas because they present a good imageto their seniors at the expense of theirpeople. The basis of good leadership is honorable character and selfless service to your organization .Inyour employees eyes,Your leadership is everything you do thataffects the organizations objectives and their well being. Arespected leader concentrates on what she is be (beliefsand character), what she knows job, tasks, piece nature), and what shedoes (implement, motivate, provide direction). What makes a person follow a leader? People want to guided by those they respect and those whohave a clear sense of direction. to gain respect, they must be ethical. A sense of direction is achieved by transportation a strong vision of thefuture. TWO MOST IMPORTANT KEYS OFLEADERSHIPHays study examined over 75 delineate comp iodinnts ofemployee satisfaction. They found that trust and confidence intop leadership was the single most reliablepredictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas wasthe find out to winorganizational trust and confidence helping the employees say the companys overall business strategy. Helping employees understand how they contribute to achieving keybusiness objectives. Bring information with employees on bothhow the company is d oing and how an ownemployees portion is doing -relative to strategic business objectives.So basically, you must be trustworthy and youhave to be able to communicate a vision of where you are going. Notice how the PRINCIPLES OF LEADERSHIP in the adjacent section closely ties in with this. gay RELATIONS The six most important actors line i admit i made a mis rent. The five most important words youdid a good job. The cardinal most important words what isyour opinion. The three most important words if you please. The two most important words thankyou. The one most important word we. The least most important word PRINCIPLE OF LEADERSHIPTO HELP YOU BE, sock, AND DO, (2) win THESE ELEVEN principles of leadership (later sections ordain expand ongaining an insight into these principles andproviding in like mannerls to cause them)Know yourself and seek self-improvement means continually streng becauseing your attributes. This can be accomplished through reading, self-study, classes , etc. be technically proficient. As a leader, you must know your job and have a solid familiarity with your employees jobs. Seek certificate of indebtedness and takeresponsibility of your actions. Search for ways to guideyour organization to bran-new heights.And when things go wrong, they will to buzz off with or later, do not blame others. Analyze thesituation, take corrective action, and move on to the next challenge. Make sound and timely decisions. Use good problem solving, decision making and planning tools. unbending the example. Be a good role model foryour employees. They must not only hear what they are expected to do but also see. Know your people andlook out for their well-being. Know human nature and importance of sincerelycaring for your workers. Keep your people informed. Know how to communicate with your people indoors the organization. Develop a sense of responsibility inyour people.Develop good character traits within your people that will help them send out their master key responsibilities. Ensure that tasks are understood, supervised, and accomplished. Communication is the key to this responsibility. Train yourpeople as a squad. Although many so called leaders call theirorganization, department, section, etc. A group they are not really teams they are just a group of people doing their jobs. Use thefull capabilities of your organization. By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilitiesFACTORS OF LEADERSHIP The four major factors of leadership are .. THE FOLLOWER Different people require different styles ofleadership. For example,a new hire requiresmore supervision than an experienced employee. A person witha different place requires a different approach than one with ahigh peak ofmotivation. You must knowyour people The wakeless starting point is having a good understanding of humannature needs, emotions, and motivation. You must know your employe es be, know and do attributes. LEADERYou must have an unspoilt understanding of who youare, what you know, and what you can do.Also, note that it is the followers, not the leader who determinesif a leader issuccessful. If a follower does no it trust or lacks confidence in his or her leader, then she will be uninspired. To be successful you have to convince your followers, not yourself or your supervisors, that you are worthy of being followed. COMMUNICATION You lead through two waycommunication. Much of it is non-verbal. For instance, when you set the example, that communicates to your people that you would no task them to perform anything that you would not be willing to do.What and how you communicate either builds or harms the kindred between you and your employees. SITUATION All situations are different. What youdo in one leadership situation will not always work in another situation. You must use your judgment to decide the best course of action and the leadership style neede d for each situation. For example, you may need to confront an employeefor inappropriate behavior, but the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective . ATTRIBUTES if you are a leaderthat can be trusted, then thepeople around you will learn to respect you.To be a good leader, there are things thtu must be, know, and do. these fall under theleadership framework BE a professional. BE a professional who possess good character traits. KNOW the four factors of leadership- follower, leader, communication, situation. KNOW yourself . KNOW human nature KNOW your job KNOW your organization. DO provide direction. DO implement. DO motivate. Forming, Storming, Norming, playacting, Adjourning The Tuck man model(2)shows the five stages that teams go through from Forming to Storming to Norming to Performing to Adjourning.Forming In the Forming stage, team members are introduced. They state why they were chosenor volunteered for the team a nd what they hope to accomplish within the team. Members cautiously explore the boundaries of acceptable group behavior. This is a stage of inflectionfrom individual to member status, and of testing the leaders guidance both formally and informally. Forming includes these feelings and behaviors Excitement, anticipation, and optimism. Pride in being chosen for theproject A tentative attachment to the team Suspicion and anxiety about the job.Defining the tasks and how they will be accomplished. Determining acceptable group behavior. Deciding what information needs to be gathered. Abstract discussions of the concepts and issues, and for some members, displeasure withthe discussions. There will be difficulty in identifying some of the relevantproblems. Because there is so a lotgoing on to distract members attention in the beginning, the team accomplishes little, if anything, that concerns its project goals. This is perfectly normal. Storming During the teams transition from the As-Is tothe To-Be, is called the Storming build.All members have their own ideas as to how theprocess should look, and personal agendas arerampant. Storming is probably the most difficultstage for the team. They begin to realize thetasks that are ahead are different andmoredifficult than they imagined. Impatient about thelack of progress, members argue about just whatactions the team should take. They try to relysolely on their personal and professionalexperience, and resist collaborating with mostofthe other team members. Storming includes these feelings and behaviorsResisting the tasks. Resisting quality improvement approachessuggested by other members.Sharp fluctuations in attitude about the teamand the projects chance of success. Arguing among members even when they agreeon the real issues. Defensiveness, competition, and choosing sides. Questioning the wisdom of those who selectedthis project and appointed the othermembersof the team. Establishing unrealistic goals. Disunity, incre ased tension, and jealousy. The above pressures mean that teammembershave little energy tospend on progressingtowards the teams goal. tho theyare beginningto understand one another. This phase sometimestakes 3 or 4 meetings before arriving at theNorming phase.Norming The Norming phase is when the team reaches aconsensus on theTo-Be process. Everyonewants to share thenewly found focus. Enthusiasmis high, and the team is tempted to go beyond theoriginal scope of the process. During this stage,members constitute competing loyalties andresponsibilities. They accept the team, teamground rules, their roles in the team, and theindividuality of fellow members. Emotionalconflict is reduced as previously competitiverelationships become more cooperative. Norming includes these feelings and behaviorsAn ability to elicit criticismconstructively.Acceptance of membership in the team. An attempt to achieve harmonyby avoidingconflict. More friendliness, confiding in each other, andsharing of pers onal problems. A sense of team cohesion, spirit,and goals. Establishing and maintaining team ground rules and boundaries. As team members begin to work out their differences, they now have more timeand energy to spend on the project. Performing The team has now settled its relationships andexpectations. They can begin performing bydiagnosing, solving problems, and choosing andimplementing changes.At digest team membershave spy and accepted eachothersstrengths and weakness, and learned what theirroles are. Performing includes these feelings andbehaviorsMembers have insights into personal andgroupprocesses, and better understanding of eachothers strengths and weakness. Constructive self-change. efficacy to prevent or workthrough groupproblemsClose attachment to the teamThe team is now an effective, cohesive unit. Youcan tell when your team has reached this stagebecause you start getting a lotof work done. Adjourning The team briefs and shares theimproved processduring the this phas e.When the team finallycomp permites that last briefing, there is always abittersweet sense of accomplishment coupledwith the reluctance tosay good-bye. Manyrelationships formed within these teams continuelong after the team disbands TEAM VS GROUP There are several factors that separate teamsfrom groups. Roles andResponsibilities Within a group, individuals establish a set ofbehaviors called roles. These roles setexpectations governing relationships. Roles oftenserve as source of confusion and conflict. Whileon the other hand, teams have a sharedunderstanding on how to perform their role.These roles include leader, facilitator,timekeeper, and recorder. Identity While teams have an identity, groups do not. It isalmost impossible to establish the sense ofcohesion that characterizes a team without thisfundamental step. A team has aclearunderstanding about what constitutes the teamswork and why it isimportant. They can describea picture of what the team needs to achieve, andthe norms an d values that will guide them Cohesion groups have an esprit that shows a sense ofbonding and camaraderie. Esprit is the spirit,soul, and state of head of the team.It is theoverall consciousness of the team thata personidentifies with and feelsa part of. Individualsbegin using we more than me. Facilitate Groups have a tendency to get bogged down withtrivial issues. Ask yourself, How much time getswasted in meetings you attend? Teams usefacilitators to keep the team on the right path. Communication While members of a group arecentered uponthemselves, the team is perpetrate to opencommunication. Team members feel they canstate their opinions, thoughts, and feelingswithout fear. Listening is considered as importantas speaking.Differences of opinion is valued andmethods of managing conflict are understood. Through honest and caring feedback, membersare aware of their strengths and weaknessasteam members. There is anatmosphere of trustand acceptance and a sense of community. Flexibi lity about groups are extremely rigid. Teams, howevermaintain a high level of flexibility, and theyperform different task and maintenance functionsas needed. The responsibility for teamdevelopment and leadership is shared. Thestrengths of each member are identifiedandused. Morale Team members are enthusiastic about the work ofthe team and each person feels pride in being a 16 ember of the team. Team spirit is high. To be asuccessful team, the group must have astrongability to produce results and ahigh degree ofsatisfaction in working with oneanother. Working With Other TeamMembers Although we are like in many ways, we are dislikein a lot more ways. Humans have always tried toclassify things, including themselves. This sectionuses a touristed categorizer by placing people intofour styles Driver, Persuader, Analyzer,Organizer. (note that the names will vary widelydepending upon the creator of the map). Itdoesthis by charting them on two dimensions tasksand emotions.People gets r esults on tasksbetween two extremes expedience andprocesses. People use emotions in dealing withothers through two extremes controlled orresponsive. In the chart below, the twodimensions are shown under the profile Character Be a piece of therock Charisma The first impression can seal the deal. Commitment It seperates doers fromdreamers Communication without it you travel alone Competence if you build it they will come Courage one person with courage is amajority Discernment put an end tounsolved mysteries Focus the sharper it is, the sharper you are Generosity your candle loses nothing when it lights another gap you wont leave home without it Listening to connect with their hearts use your ears 43 Passion take this life and love it Positive attitude if you believe you can, you can Problem solving you cant letyour problems be a problem Relationships if you get along they will go along Resposibility if you wont carry the ball you wont lead theteam Security competenc e never compensates for insecurity Self-discipline the first person you lead is you