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

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

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

4. Leader for You

6. Why your Leader is your Leader ?

7. 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.

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

9. Leadership Map: FoR

10. 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

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

12. 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

13. 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

14. Voyage on Leadership

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

16. 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

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

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

19. Value Based Leadership
Leader as a Culture Creator

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

21. 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

22. 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

23. Leadership in armed force like APF: Any difference?

24. 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

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

26. Transaction and Transformation

28. 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.

29. 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.

30. 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

31. Integrity is the Foundation

32. Remember

33. “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.”

34. “Oops!”

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

36. 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.

37. 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

38. Final thought

39. It’s time for Feedback

40. THANK YOU