LEADERSHIP DEVELOPMENT Kedar Rayamajhi Basanta Raj Sigdel NASC, 2016

 Concept of leadership and gender perspectives  Identify the critical elements of leadership  Explain the qualities of leadership  Demonstrate effective leadership skills Overview of the session

Mind the gap 3 Source: National Management Salary Survey – XpertHR/CMI

Mind the gap  Despite the existence of decades-old equality legislation, research evidence in developed economies continues to show that women in management roles are paid less than men in comparable roles.

Thoughts on leadership  When your actions inspire others to dream more, learn more, do more and become more you are a leader. - John Quincy Adams  The very essence of leadership is that you have to have a vision. - Theodore Heshburgh  Lead, follow or Get out of the Way - - Anonymous 5

Successful vs. poor leaders  Desire to change  Discipline to change  Belief that they can change  Awareness for need to change  I have always done it that way.  I have never done it that way.  It is not my job.  I do not think it will make any difference.  I am too busy. Successful LeadersPoor Leaders say 6

Leadership is everyone’s business

What studies reveal  Women are far more likely than men to see gender discrimination in today’s society. About two-thirds (65%) of women say their gender faces at least some discrimination in society today, compared with 48% of men who believe women face some discrimination.

 A double-digit gender gap on perceptions of gender discrimination is evident across all generations as well as across partisan groups. - Pew Research Center Surveys, What studies reveal

 Women and men are seen as equally good business leaders, but gender stereotypes persist. Most Americans (54%) say men would do a better job running a professional sports team, while just 8% say women would be better at this. And a 46% plurality also give men the edge when it comes to running a large oil or gas company. But the public is two and a half times more likely to say a woman, rather than a man, would do a better job running a major hospital or a major retail chain. - Pew Research Center surveys, 2014

What studies reveal  Women have also made inroads into managerial positions and professional fields in recent decades. In 2013, over half of managerial and professional occupations in the U.S. (52.2%) were held by women, up from 30.6% in Even so, women continue to lag far behind men in senior management positions. - - Women in Business: From Classroom to Boardroom, - Grant Thornton, 2014

What studies reveal  It’s also not all about work-life balance. While economic research and previous survey findings have shown that career interruptions related to motherhood may make it harder for women to advance in their careers and compete for top executive jobs, relatively few adults in the new Pew Research survey point to this as a key barrier for women seeking leadership roles. - “On Pay Gap, Millennial Women Near Parity – For Now.” PRCS, 2014

What studies reveal  Women leaders are more assertive and persuasive, have a stronger need to get things done and are more willing to take risks than male leaders....Women leaders were also found to be more empathetic and flexible, as well as stronger in interpersonal skills than their male counterparts....enabl[ing] them to read situations accurately and take information in from all sides... - Caliper (2005)

Comparative excellence: Politics 14

Comparative excellence: Organizations 15

Contextual reflection 16

सहसचिव एवं कपिलवस्तुकी सिडिओ इन्दु घिमिरे  काम गर्ने, जिम्मेवारी लिने सवालमा महिला कमजोर छैनन् । तर, हरेक पदमा पुरुषलाई देखिरहेको समाजले महिलाको उपस्थितिलाई अलि असहज मानेको जस्तो महसुस हुन्छ बेलाबेलामा । महिलाका सन्दर्भमा जस्तो सामाजिक चिनारी बनेको छ, त्यो सोचले पनि थोरै अप्ठेरो आउँछ ।  हामी महिलाहरु आफ्नो प्रतिष्ठाप्रति निकै संवेदनशील हुन्छौँ ।

सहसचिव एवं कपिलवस्तुकी सिडिओ इन्दु घिमिरे  जागिर खाएँ भन्दैमा घरपरिवार चटक्कै बिर्सेर हिँड्न, आफन्त, समाजबाट महिलाहरु टाढा रहन गाह्रो हुन्छ । यी कुराहरु एउटा पाटो हुन् । पुरुषलाई भन्दा अलिकति बढी लोड र बोझ हुन्छ ।  पुरुषले एक दुई वर्ष अध्ययन गर्छु भन्दा परिवारबाट अलग हुन सक्छ, तर हामीले पाउँदैनौँ । महिला र पुरुषवीच प्रतिस्पर्धामा कुनै सहुलियत छैन ।

सहसचिव एवं कपिलवस्तुकी सिडिओ इन्दु घिमिरे  हाम्रो निजामती प्रशासन बदनाम भइरहेको छ । त्यो पनि हाम्रै कारणले । कर्मचारीहरु घुस्याहा, काम नगर्ने ठगहरु हुन् भन्ने जुन सामाजिक चिनारी बनिरहेको छ, त्यो आरोपबाट निजामति सेवालाई मुक्त पार्ने मसँग महत्वाकांक्षी सपना छ । यसका लागि केही गर्नुपर्दैन, जनतालाई सकेसम्म चाँडो सहजरुपमा सेवा दिनुपर् ‍ यो । नागरिकसँग बोल्न गाह्रो मान्ने, त्यही सुटबुट मान्छे आयो भने मख्ख परेर बोल्ने कर्मचारीको जुन संस्कार छ, त्यो पक्ष सुधार गर्नुपर्छ ।

 Directing & coordinating group activities (Fiedler, ‘67)  Influencing others to achieve a common goal (Northouse, 2004)  Building networked relationships to enhance cooperation (Day, 2001)  Leadership is an ability of a person to define vision, mission and goals of an organization and influence people to achieve them. Leadership is defined as…

Women leadership issues…  Socio-Cultural  Professional/ career opportunities  Competency based  Attitudinal  Performance  Family  Political  Gender, education etc.

Leaders vs. Managers  innovate  focus on people  inspire trust  have a long-range view  ask what and why  have eyes on horizon  originate  challenge status quo  do the right thing  administrate  focus on systems and structures  rely on control  have a short-range view  ask how and when  have eyes on bottom line  initiate  accept status quo  do things right LeadersManagers 22

 Institution Building  Vision Building  Climate Building  Goal Setting  Establishing/Affirmi ng Values  Motivating  Communicating  Resolving Conflict  Serving as a Symbol  Representing the Group/Unit/Organ.  Evaluating Essential tasks of leaders

Leadership Traits  visionary  co-operative  Inspiring  Broad minded  Intelligent  Communicator  supportive Competent  Courageous  Integrity  Caring

Women leadership traits  Assertive  Persuasive  Stronger  Commitment  Flexible  Interpersonal skills  "I'll show you" attitude  Risk taker  Inclusive - Caliper study,2005

 people want their leaders to be credible  credible leaders are  honest,  forward-looking,  inspiring, and  competent 1980s - James M. Kouzes and Barry Z Posner survey more than 1,500 managers and find that the top four traits. Contemporary findings on leadership

 Trait (’20s – ’30s) -> dead end  E.g. height / weight / ambitious / gender  Behavioral (’50s – ’60s: Ohio state, Fleishman & Harris, ’62)  Consideration / initiating structure (LOQ)  Contingency (’60s – ’70s: U. MI; Fiedler ‘67)  Situational leadership (Hersey & Blanchard, 77)  Path -> Goal (House & Mitchell, ’74) - Ethical ( Allen Chapmen, 2006) - Situational (Hersey and Blanchard’s, 1980 )  Trait (again!)  Charismatic  Transformational v. transactional (Bass, ’06) Recalling leadership theories

 Leadership Styles (Orientation)  Employee-oriented Leaders who focus on the individuality and personality needs of their employees and emphasize building good interpersonal relationships.  Job-centered Leader Leaders who focus on production and the job’s technical aspects. Leadership behavior (The Michigan Study)

The Managerial Grid 1,9 Country club management Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo 9,9 Team management Work accomplishment is from committed people, interdependence through a “common stake” in organization purpose leads to relationship of trust and respect 1,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 5,5 Organization Man Management Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 9,1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree Concern for productionLow High Low High Concern for people

 Leadership actions that involve influencing major changes in the attitudes and assumptions of organization members and building commitment for the organization’s mission, objectives, and strategies. Transformational leadership behaviors

Transformational leaders  Stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity.  Help followers grow and develop into leaders by responding to individual followers' needs by empowering them and by aligning the objectives and goals of the individual followers, the leader, the group, and the larger organization.

Becoming a transformational leader  Articulate a clear and appealing vision.  Explain how the vision can be attained.  Act confident and optimistic.  Express confidence in followers.  Provide opportunities for early successes.  Celebrate successes.  Use dramatic, symbolic actions to emphasize key values.  Lead by example.  Empower people to achieve the vision.

Hershey–Blanchard Situational Leadership Model  A model aims to provide a practical way for leaders to decide how to adapt their style to the task.  Model focuses on four leadership styles  The delegating leader lets the members of the group decide what to do.  The supporting (participating) leader asks the members of the group what to do, but makes the final decisions.  The coaching (selling) leader makes the decision but explains the reasons.  The directing (telling) leader makes the decision and tells the group what to do

Applying the Situational Leadership Model

How to Improve Your Leadership Skills  Skill 1: Think Like a Leader  Identify what is happening  Explain why it is happening  Decide what you are going to do about it  Skill 2: Use an Appropriate Leadership Style  Leaders usually fit their style to the situation.  Different leadership styles are appropriate to different situations  Skill 3: Pick the Right Leadership Situation  Gravitate toward leadership situations that fit your favored leadership style

How to Improve Your Leadership Skills  Skill 4: Build Your Power Base  Bolster your leadership potential by enhancing your authority (increasing your power)  Skill 5: Exercise Better Judgment  Decisiveness and good judgment (“cognitive ability”) are important leadership traits  Skill 6: Improve Leadership Traits and Skills  Exhibit self-confidence  Display honesty and integrity  Increase your knowledge of the job

Competencies for next generation leaders  Skills in critical evaluation of the context –and problem finding  Visioning and transformational  Managing relations or interpersonal sensitivity  Exemplary personal behavior  Empowering skills  High EQ and PAQ  Pro-active  Team work  Changing organizational culture

Effective Nepali Leadership A Change Agent  Team worker: Sets Objectives, Policy, Goals, and Strategies  Monitor: Evaluates results/maintains discipline  Motivator: Encourages workers  Benevolent: Rewards for achievements  Hardhearted: Punishes for deliberate mistakes 38

Accountable  Decides promptly and does what s/he speaks  Acts as civil servant not a master  Adopts positive attitude  Acts as non-partisan democrat  Owns the responsibility of actions  Ensures principle override interests 39 Effective Nepali Leadership

A Leader is a Learner of  People  Situation  Possibilities …and DEALER of HOPE !

 "Just as the diamond requires three properties for its formation—carbon, heat, and pressure—successful leaders require the interaction of three properties—character, knowledge, and application (BE-KNOW -D0). Like carbon to the diamond, character is the basic quality of the leader.... But as carbon alone does not create a diamond, neither can character alone create a leader. The diamond needs heat. Man needs knowledge, study and preparation.... The third property, pressure—acting in conjunction with carbon and heat—forms the diamond. Similarly, one’s character attended by knowledge, blooms through application to produce a leader“. - GEN Edward C. Mayer, Chief of Staff of the Army (1979–1983) Source: Department of Army; Army Leadership; October, 2006)

THANK YOU

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