Leadership competencies Basanta Raj Sigdel Shailaja Upadhyaya 2075/1/7 Management and Planning Course for APF Officers

Session outline Leader and Leadership Leadership as a development process Leadership approaches in practice Leadership skills and competencies

We will AGREE to DISAGREE for Change, Reform and Transformation !! The Ground Rule We will AGREE to DISAGREE for Change, Reform and Transformation !!

Leader for You

Why your Leader is your Leader ?

Common qualities of Your Leader Activity: Please list the major common qualities you (collectively as a group) see in these persons as a leader. Share on plenary Time: 5 min to list and 5 min to share among groups.

Leadership: A Metaphor Metaphor helps us to ‘see’ things in a different way Metaphor invites us to see the similarities but ignore the differences

Leadership Map: FoR

FoR (Frame of Reference) Held beliefs: Emotional or affective colouring Expression of loyalty Social or Interpersonal colouring Implicit or explicit ethical dimension Moral colouring Your Knowledge/Understanding about subject Competency coloring Political and Cultural Influence Motivational coloring

Lead, follow or get out of the way ! Leadership Thoughts Lead, follow or get out of the way ! - Anonymous

Leadership thoughts If your actions inspire others to dream more, learn more, do more and become more, you are a leader. - John Quincy Adams In the military, I learned that Leadership means raising your hand and volunteering for the tough, important assignments. - Tulsi Gabbard

Leadership thoughts Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. - Stephen R. Covey

Voyage on Leadership

Leadership Discourses 1940 1950s 1960s 1970s 1980s 1990s 2000 Transactional Transformational Contingency Theories Trait Theories Behavioral Theories

Situational approach to leadership The best action of the leader depends on a range of situational factors. Three forces leading to leader's action (Tannenbaum and Schmidt,1958) The forces in the situation The forces in the follower The forces in the leader This recognizes that the leader's style is highly variable, and even such distant events as a family argument can influence decisions made in the work place

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

Contemporary findings on Leadership People want their leaders to be credible Credible leaders are Honest, Forward-looking, Inspiring, and Competent

Value Based Leadership Leader as a Culture Creator

Importance of knowing self Finding the right roles/making the right decision to grow Be consistent Connect with others Complementary skills Increase self confidence

Culture and leadership All embracing phenomenon Determined through leadership – defines leadership To become anthropological in order to understand the organizations culture Unitary approach Change is attained through the formation and implementation of coherent values

Creating performing culture Clearly define what winning looks like Spell out your ‘preferred culture’ Set stretch targets Connect to the big picture Develop an ownership mentality Improving performance through transparency

Leadership in armed force like APF: Any difference?

Levels of leadership 5. Pinnacle: Respect- People follow you because who you are and what you represent 4. People Development: Reproduction- People follow because of what you have done for them 3. Production: Results- People follow because of what you have done for the organizations 2. Permission: Relationships- People follow because they want to 1. Position: Rights - People follow because they have to

Transformational Leadership Life is all about change and Leadership is about Positive Change

Transaction and Transformation

Transformational leadership behaviors Transformational leader examines and searches for the needs and motives of others while seeking a higher agenda of needs. (visionary/change agent) 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.

How to be 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.

Five Leadership Practices Kouzes, JM & Posner, BZ. (1995) Five Leadership Practices Kouzes, JM & Posner, BZ. (1995). The Leadership Challenge. Challenge the Process Inspire a Shared Vision Enable Others to Act Model the Way Encourage The Heart

Integrity is the Foundation

Remember

“Maybe pushing on that wall to the left will give some space.” System thinking is crucial “Maybe pushing on that wall to the left will give some space.”

“Oops!”

A different perspective Leadership as service Every leader has customers When people value your leadership practices, they in effect buy your leadership

Final thought "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-DO). 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.

Final thought contd… 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. Meyer

Final thought

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