LEADERSHIP

Anoop

What is Leadership?

What is Leadership?

The Six Styles of Leadership (1/2)

The Six Styles of Leadership (2/2)

Coercive modus operandi Immediate Authoritative Affilative Democratic
Consensus through participation

Pacesetting

Coaching

Compliance

Mobilizes people Create harmony towards a vision and emotional bonds

High standards Develop people of performance for the future

Style Underlying Competencies

Do what I tell Come with me People come you first

What do you think

Do as I do, now

Try this Developing others, self awareness

Self control, Self-confidence, Empathy, building Collaboration, Drive to initiative, drive empathy, change relationships team leadership achieve, to achieve catalyst initiative

When the Style works best

The most effective executives use a collection of distinct leadership styles - each in the right measure, at just the right Most tough Positive Positive Negative Overall Impact Negative time. Such flexibility is strongly to put into action, but it pays offPositive positive in Performance.

In a crisis, to kick start a problem or with problem employees

When changes require a new vision or when a clear direction is needed

To heal rifts in a team or to motivate people during stress

To build buy-in To get quick or consensus, or results from a to get input from highly valuable motivated team employees

To help an employee improve performance

lEADERS V/S MANAGERS

What is Management?

Aspect Concern Task Conflicts Risk Essence Have Horizon Seeks

Leader Doing right things To influence Uses Takes Change Followers Long-term Vision

Manager Doing things rightly To execute Avoids Minimizes Stability Subordinates Short-term Objectives

A set of interpersonal competencies built on specific neural circuits (and related endocrinesystems that ) inspire others to be effective Not about mastering situations or social skill sets About developing a genuine interest in and talent for fostering positive feelings in the people whose cooperation and support you need

10

What is Social Intelligence ?

Gender Differences in Social Intelligence

Sensing

peoples emotions Social Confidence Most Successful Leaders

11

What are mirror neurons?

Brain

is peppered with neurons that mimic, or mirror, what another being does Leaders emotions and actions prompt followers to mirror those feelings and deeds Negative and Positive feedback for an emotion or action Subset of Mirror Neurons
12

Leadership Qualities
Ability Loyalty Judgment Selflessness Problem

to communicate

solving capacity Openness to change Distant vision and close focus Balance

Ways to develop Leadership Qualities

Learn to think more critically Do more to enthuse your team Make your goals and future

vision attractive and attainable Learn to communicate clearly Improve your speaking skills Organize and allocate workflow Make sure work is done correctly and on time ?

Ways to develop Leadership Qualities

Find better Encourage

ways to do things progress and recognize efforts Try to match individual skills and work Build team spirit Encourage people to work cooperatively Recognize success and learn from failure Trust your subordinates

Causes for Leadership Failures

Inability to organize Unwillingness to

support Fear of competition from followers Lack of imagination Selfishness Disloyalty Emphasis of the authority a good leader must lead the team by encouraging

details provide

LEADERSHIP STEVE JOBS

i Leadership

PASSION FOR THE PRODUCT

Perfection

of the product Survives and Changes society by following his own passion Clear Vision of future about computing Relentless insistence on simplicity Elegance of design and intuitiveness

PASSION FOR THE PRODUCT

Great

products only come from teams who are passionate Visionaries are able to create great art or great products Follow whats mysterious You have to be burning with AN IDEA or A PROBLEM or A WRONG THAT YOU WANT TO RIGHT

SUCCESS IS IN DETAILS
Thinking

through everything with Laser-focused goal Steves level of focus on details Discover imperfections in everything Getting it right CUSTOMER as Me and Me as CUSTOMER MBWA manager in extreme

TEAMING : PIRATES! NOT THE NAVY

Why join Navy when you can be pirate? Anybody can walk in and share his ideas with the CEO Believe in your product Not Mr. Jobs but Plain STEVE Product oriented people Pirates accept demand for perfect

TAPPING TALENT
Seeking

people who are excited about the project High IQs only, Please Talent finds Talent Hiring A Players Choosing people who are Both Pirates and Team Players

REWARDS FOR THE PIRATES

Manager

or Leader makes a direct, active personal connection to product Medals and certificates to Mac Team members Signature of all Mac Team Members inside the Mac A Steve Leadership tactic The Grandest reward

Case Study Indra Nooyi

Education and Career

Indra

Nooyi was born in Chennai and completed her schooling in Chennai. Pursued her (MBA) from Indian Institute of Management Calcutta in 1976. Began her career as a product manager at Johnson & Johnson. Was admitted to Yale School of Management in 1978 and earned a Master's degree in Public and Private Management. After Yale, she joined the Boston Consulting Group (BCG), and then held strategy positions at Motorola and Asea Brown Boveri.

PepsiCo Executive
Joined PepsiCo in 1994 and was named president and CFO in 2001. Has directed the company's global strategy for more than a decade Led PepsiCo's restructuring, including the 1997 divestiture of its restaurants into Tricon, now known as Yum! Brands. Led the acquisition of Tropicana in 1998, and merger with Quaker Oats Company

PepsiCo Executive
According

to BusinessWeek, since she started as CFO in 2000, the company's annual revenues have risen 72%, while net profit more than doubled, to $5.6 billion in 2006 Was listed among Time's 100 Most Influential People in The World in 2007 and 2008. Forbes named her the #3 most powerful woman in 2008 Fortune ranked her the #1 most powerful woman in business in 2009 and 2010 On the 7th of October 2010 Forbes magazine ranked her the 6th most powerful woman in the world

Words of Advice..

Focus

on the long term : Nooyi stated the notion of focusing on short-term earnings is a thing of the past globally and act locally : Businesses that have customers in different markets across the world need to tailor products, business models, and people practices to each market

Think

Words of Advice..
Become

more open - minded : CEOs have to become learning CEOs, she said. They need to continue to adopt the next leadership principles and learn about technology and the younger generations Develop emotional intelligence : Nooyi is an advocate of emotional intelligence. She said the way to hold on to employees is by hooking them emotionally to the job, through the companys business model and what it stands for.

Words of Advice..
Nooyis

is an example of leader who has a keen business sense but also operates with a moral compass. She is fully aware of her actions and believes the way a CEO projects himself or herself sets the mood for the entire company.

You need to look at the employee and say, I value you as a person. I know that you have a life beyond PepsiCo, and Im going to respect you for your entire life, not just treat you as employee number 4,567, she stated.

BIBLIOGRAPHY AND

REFERENCES

Slide number 6-8: Book Leadership - Essential steps every manager needs to know by Elwood Chapman and Sharon Lund ONeil, University of Houston Slide number 16-23: The Uncomprising Leader by Russell. A. Eisenstat, Micheal Bear, Nathaniel Foote, Tobias Fredberg and Flemming Norrgren, July- August 2008 HBR Anand G. Mahindra, CEO, Mahindra & Mahindra, HBR Interview Finding a Higher Gear, July- August 2008 HBR Book The Steve Jobs Way- iLeadership for a New Generation by Jay Elliot, Former VP, Apple Computer with William L. Simon

T h a n k Yo u