1. Leadership: Engaging team For better performance
Nepal Administrative Staff College
Leadership: Engaging team For better performance
Day 3-I
Professional Course on Management and Development

2. Agenda Leadership Leadership and team Team and Diversity
Diversity and engagement.
Engagement and leadership.

4. Some Guiding discussions
Why is your leader a leader?
What is Our Definition of Leadership?
Should leadership be confined to top level only?

5. Situation 1
“There wasn’t any sign that the company wanted to hear from people like me,” recalls Ian Mullins, formerly a logistics supply chain manager at BP Chemicals and currently a compliance adviser for the BP Group. “We weren’t aiming for the top of the house, but we had leadership ability and ambition— and we felt ignored.” Developing First-Level LeadersAndreas Priestland and Robert Hanig from June 2005 issue, HBR

6. Exercise
You are assigned papers for creating things you need at your office. Now work in a team of 5.(time 20 min).

7. Learning points Did leadership emerge automatically?
Was time the constraint?
Was resources provided the constraint?
What was the spirit that each members felt?

10. Team Work
A group of diverse individuals working together for a common goal.

11. Discussion
How are people in our organization diverse?

12. Please Stand in the word clauses that apply to you
I have been in civil service for more than two decades.
My educational background is not management.
I have a birthday this month.
I love to work with autonomy.
I lost a family member this year.
I know more than 3 languages.
I think the structured environment destroys a person creativity.
I ate what I cooked today.
I love engaging myself in sports.
I saw a four wheeler vehicle only after the age of 10.

13. Mental/ Physical Abilities
Primary Dimensions
Primary
Ethnicity
Race
Sexual Orientation
Mental/ Physical Abilities
Age

14. Secondary Dimensions Income Education Marital Status Religion
Family Status
Marital Status
Work Experience

15. Tertiary Dimensions Tertiary Beliefs Assumptions Perceptions
Group Norms
Feelings
Attitudes

16. Four basic pillars of a team
Effective team
Proper Communication
Acknowledg-
-ment
&
(Respect)
Trust
Empathy
Mutual
Understanding
For
Co-operation
Common understanding

17. Research Shows: Acculturation Structural integration
Informal integration
Minimized intergroup conflict
Absence of prejudice and discrimination.
NASC 2016

18. Workforce constitute…

19. A video on Types of people

20. Engaged Employees
Employees work with passion and feel profound connection to their organization. They drive innovation and move the organization forward.

21. Not-engaged employees
Not-engage employees are essentially ‘checked out’. They are sleep walking through their workday, putting time- but not energy and passion- into their work

22. Actively disengaged employees
Actively disengaged employees aren’t just unhappy at work; they are busy acting out their unhappiness. Every day, these unhappy workers undermines what their engaged coworkers accomplish.

23. Data says… (Gallup Survey, 2016)
Only 13% of the world's one billion full- time workers are engaged at work. The engagement ratio in South Asia scores11%. Think of our workplace…

24. Engagement and Performance Outcomes
Customer ratings (trust of service recipients)
Profitability (value for money)
Productivity
Turnover (for high-turnover and low-turnover organizations)
Safety incidents (quality of work-environment)
Shrinkage (theft)
Absenteeism
Patient safety incidents (quality of health)
Quality (defects)

25. Connecting team,engagement and leadership
A Leader is a Learner of
People
Situation
Possibilities
…and DEALER of HOPE !

26. Situation #2
You are working with a team of employees,some of whom are in the same level as you are as per organisation hierarchy.You are assigned with a task with a deadline. What may be the challenges you face?

27. Creating Map: Your FoR

28. Creating Map: Your FoR 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 colouring
Political and Cultural Influence
Motivational colouring

29. Considerations for: FoR
Organization is an instrument for the achievement of specific goals
Organization has an optimal structure and process
The Rational Frame
How human needs affect organizations
Organization is the vehicle for satisfying healthy human needs
The Human Frame
Is the relationship between the organization and its surrounding environment, whereas the organization adjusts to its surroundings
Environment should be considered as constantly changing
The Systems Frame
How organizations operate as a functioning unit within society
States that the organization is bounded by the allocation of scarce resources
The Political Frame
The way the actual organization can define problems and offer solutions based on the existing culture of the organization
Is reflected in behaviors and norms, and the group's behaviors are due to learned responses based on that culture
The Cultural Frame

30. Cultural influence

31. Leadership as process
Map Reading
Map Testing
Map Making

32. Levels of leadership (John Maxwell)
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

33. Discussion
Which level of leadership do we see seek to ourselves in?

35. Major takeaways
Leadership in inherent throughout all levels in an organization.
Leadership promotes team spirit.
Teamwork is a synergy effect of diversity management.
A properly managed team ensures engagement.
A properly managed team seeks a leader.

36. Questions??
Thankyou.