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Organizational behavior (Traits of leadership)

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Organizational behavior (Traits of leadership)

  1. 1. Behavioral Traits Of Leadership
  2. 2. ▶ Abhinav Mehta ▶ Adhiraj SinghShekhawat ▶ Amisha Pokharna ▶ Ankit Malvi ▶ Ashutosh Singhal ▶ Ashwin Shrimali ▶ Aviraj Nahar ▶ AyushAgarwal ▶ Ayush Harkawat ▶ Charul Jain ▶ ChayanTripathi ▶ DeepakSharma GroupMembers
  3. 3. Behavioral Traits are about the way we conduct ourselves –What wesay and do, and How we say and do it. Personality traits don’t change over time but we can alter behavior traits to a extend. BehavioralTraits
  5. 5. 1. Trustworthiness 2. Self-Leadership 3. Communication of vision and strategy 4. Creating engagement 5. Coaching and development 6. Creating and leading effective teams CORE BEHAVIORALTRAITS OFLEADERSHIP
  6. 6. 7. Organizational and collective leadership 8. Creating a culture of robust dialogue 9. Performance management 10. Planning leading change 11. Commercial judgment and thinking 12. Client/Customer focus
  7. 7. ▶ What makes a great leader? You are probably thinking it’s something buzzword-worthy like confidence, vision, Or emotional intelligence, you hear about that one all the time. For sure, those are all good qualities for a leader to have,but the answer is actually trustworthiness. Technically, it’s not just being trustworthy that is key, but being seen astrustworthy. ▶ When your team trusts you as a leader, it increases commitment to team goals. Communication improves, and ideas flow more freely, increasing creativity and productivity. TRUSTWORTHINESS
  8. 8. ▶ Recognize that building trust takes hard work ▶ Be honest andsupportive ▶ Commit to followthrough ▶ Be consistent ▶ Model the behavior you seek ▶ Build inaccountability WAYSLEADERSCANBUILDTRUST
  9. 9. VIRATKOHLI(IndianCricketTeamCaptain)
  10. 10. ▶ Self-leadership is the process by which you influence yourself to achieve your objectives. ▶ Self-leadership should be the foundation of any Leadership Development or Executive Coaching Program because self- leadership is a solution for a volatile, uncertain, complex & ambiguous world. ▶ Self Leadership is ‘Inside-Out’Leadership SELF LEADERSHIP
  11. 11. ▶ Selfawarenessisaboutknowingyourintentionsandvalues,aswellas knowingwhatcan‘pushyourbuttons’andderailyou. ▶ Selfconfidencecomesfromknowingyourstrengthsandabilities.Aswe take actionsanddevelopskills,webecomemoreconfident. ▶ Selfefficacyisthebeliefthatwhatevercomesourway,wecanhandle it.We cantakethefeedback,accept,adjustandadvance.Withself-efficacywecan bemorecreativeandinnovative. ▶ ForSelfleadershiptooccurwehavemetoursurvivalneedsoffoodand shelterandbegintolookformeaninginourlives. ▶ Intentionprecedesanypurposefulaction(behavior)-ratherthana reaction.Actions haveeffectswhichtheself-leader evaluatesvia feedback. ▶ Influenceistheresultofpurposefulaction.Wemustpositivelyinfluence ourselvesandtheworldaroundusifwearetomakeachange. ▶ Impactishowintentionandinfluenceis measured in the world.
  12. 12. ▶ Self Leadership or Leadership Development Self leadership should be at the foundation of any leadership development initiative, and it should be reviewed at each career progression. Intention and identity will change with advancement and the need to effectively influence and impact will increasedramatically.
  14. 14. ▶ A vision is your big picture of the way things ought to be.It is your billboard image of what you are workingtowards. Communication of visionand strategy What exactly is vision?
  15. 15. ▶ Because no one can decide to follow you until they know what direction you're headed in. ▶ Avision gives people a bigger picture of what things can be like. It helps people raise their hopes and expectations; it inspires them. When people are inspired, they are more likely to work on something people will joinyou in reaching towards your goals WHYDOYOUNEED TOCOMMUNICATE YOURVISION TOOTHERS?
  16. 16. ▶ Keep the message simple, but deep in meaning ▶ Build behavior based on market and customer insights ▶ Use the discipline of a framework ▶ Think broader than the typical CEO-delivered message and don’tdisappear ▶ Put on your “real person” hat ▶ Tell astory ▶ Use 21st-century media and be unexpected ▶ Make the necessaryinvestment Communication ofStrategy
  17. 17. Employee engagement is a workplace approach resulting in the right conditions for all members of an organisation to give of their best each day, committed to their organisation's goals and values, motivated to contribute to organisational success, with an enhanced sense of their own well-being. Creating engagement
  18. 18. ▶ Show appreciation. If an employee has done well,let them know you know it ▶ Givefeedback ▶ Reward goodwork ▶ Create an engagingatmosphere ▶ Involve employees ▶ Keep them up to date ▶ Encourage suggestions &input ▶ Link employee objectives to the overall company goals Stepsto createengagement
  19. 19. EXAMPLE
  20. 20. ▶ An effective team has certain characteristics that allow the team members to function more efficiently andproductively. Creating andleading effectiveteam
  21. 21. Whatarethecharacteristics of effective team?
  22. 22. BEST EXAMPLE OF LEADING EFFECTIVE TEAM MS Dhoni (Indian International Cricketer)
  23. 23. Organizational leadership (OL) is a field of work that includes setting goals for both individuals and groups of people. This field of work may include working on large projects with businesses and corporations, and even smaller projects with groups of people who share similar outlooks. The ability to see both the small and big picture is necessary. It takes someone who can meet the needs of many different types of people who are working together towards a goal. It is also an attitude and a work ethic that empowers an individual in any role to lead from the top, middle, or bottom of an organization ORGANIZATIONAL LEADERSHIP
  24. 24. ▶ Collective leadership is a social process aimed at accomplishing collective rather than individual goals and it requires collective and coordinated action. ▶ Collective leadership as a group of people working together toward a shared goal .When collective leadership is happening,people are internally and externally motivated—working together toward a shared vision within a group COLLECTIVELEADERSHIP
  26. 26. ▶ According to T.J.Addington Robustdialogue has been defined as “the ability to address any issue in the team or organization as long as there are no hidden agendas or personal attacks”. ▶ Aim is to invite multiple viewpoints, see the pros and cons of each one,and try honestly and candidly to construct new viewpoints. Creatinga cultureof Robust dialogue
  27. 27. ▶ Help to openlyexpress ▶ Bring outreality ▶ Open, tough ,focused andinformal ▶ Surface out of boxidea ▶ Make organizationeffective Characteristics ofRobust Dialogue
  28. 28. ▶ Be Open with Each Other ▶ Poll Others WhereAppropriate ▶ Support OtherIdeas ▶ Be Helpful ▶ Challenge Ideas ▶ Balance Courage &Consideration ▶ Generate Light; NotHeat ▶ Provide Feedback HowTeamLeadercreatea cultureof Robust Dialogue?
  29. 29. ▶ A management process for ensuring employees are focusing their work efforts in ways that contribute to achieving the company’smission. ▶ Thefundamental goal of performance management is to promote and improve employee effectiveness. It is a continuous process where managers and employees work together to plan, monitor and review an employee's work objectives or goals PerformanceManagement– What& Why?
  30. 30. ▶ Performance reviews give leaders the information they need to analyze the data and help improve their team’sperformance. Roleof LeadershipinPerformance Management ▶ There are many moving parts to performance management that need oversight including aspects like performance reviews to make sure employees stay ontrack.
  31. 31. ▶ THE IMPORTANCEOFCHANGE Companies that pursue and embrace changes are healthy, growing and dynamic organizations while companies fear to change are stagnant entities on their way to slow and painful death. ▶ IDENTIFYING THENEED FORCHANGE The need for change exist in every organization other than irrational change solely for sake of change. PLANNING LEADINGCHANGE
  32. 32. ▶ LEADINGCHANGE we cannot lead the change without understanding the landscape of change.There are four responses to change. 1. TheVictim 2. The Neutral Bystanders 3. TheCritics 4. TheAdvocate ▶ MANAGING CHANGE 1. Vision alignment 2. Responsibility 3. Authority
  33. 33. 8stepprocess:Leadingchanges
  34. 34. Customerservice is a series of activities designed to deliver customer satisfaction. The process of providing customer satisfaction is based on an understanding of what customers want and need. Effective businesses aim to anticipate and meet or exceed these needs. It also requires effective communication. Client/Customer focus
  35. 35. ▶ Get everyone involved ▶ Benchmark your current level of customer focus ▶ Make it real – Define what “customer focus” means in yourbusiness ▶ Put customers on the agenda ▶ Hire people with a customer focused mindset WAYSTOCREATECUSTOMERFOCUS
  36. 36. EXAMPLE
  37. 37. THANK YOU