Kedar Rayamajhi

1. Leadership perspective Kedar Rayamajhi

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

3. Leadership is Everyone’s Business.

4. Life is all about CHANGE…. Leadership is all about POSITIVE CHANGE….

5. Leadership thoughts 5 • If your actions inspire others to dream more, learn more, do more and become more, you are a leader. - John Quincy Adams

6. Leadership is defined as: • Influencing others to achieve a common goal (Northouse, 2004) • Leadership is an ability of a person to define vision, mission and goals of an organization and influence people to achieve them.

7. Essential Tasks of Leaders Institution Building Vision Building Climate Building Goal Setting Establishing/Affirming Values Motivating Communicating Resolving Conflict Serving as a Symbol Representing the Group/Unit/Organ. Renewing Evaluating

8. Think of a Leader… What does this person do and what qualities does this person have that make you admire him or her as a leader?

9. LEADERSHIP QUALITIES: Energy: mental and physical, required for a job. 2.Emotional stability: Avoid anger, deal with subordinates with understanding. 3.Knowledge of Human Relation: Understanding of human behavior.

10. Leadership Traits 4.Empathy: Look at things objectively and from other viewpoint. 5.Personal Motivation: Enthusiasm within himself to get the job done. 6. Communication Skills: Ability to talk and write clearly 7.Courage: Readiness to do a work, to take decision.

11. 8.Will power: Determination. 9.Judgment: Balancing of Pros and Cons. 10. Flexibility: Flexibility of mind is vital. 11. Integrity: Honest, Promise. Etc.

12. Types of power 1.Coercive Power 2.Connection Power 3.Expert Power 4.Information Power 5.Legitimate Power 6.Referent Power 7.Reward Power

13. Theory and Practice 13 • Theory is when you know everything, but nothing works. • Practice is when everything works, but no one knows why. This is where theory and practice come together... Nothing works and no one knows why. (written on the door of MIT laboratory)

14. Snapshot of Leadership Theories 14

15. • Trait Theory Great Man (Woman) – assumes the leader is different from the average person in terms of personality traits such as intelligence, perseverance, and ambition • Assumptions – People are born with inherited traits. – Some traits are particularly suited to leadership. – People who make good leaders have the right (or sufficient) combination of traits.

16. Assumptions of Behavioural Theory – Leaders can be made, rather than are born – Successful leadership is based in definable, learnable behavior • Description – Behavioral theories do not seek inborn traits – they look at what leaders actually do – Success can be defined in terms of describable actions • Implication: Leadership capability can be learned

17. Leader Behaviours: The University of Michigan Studies • 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.

18. The Managerial Grid High 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 9 8 7 6 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 Concern for people 5 4 3 1,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 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 Low 2 1 2 6 7 8 1 3 4 5 9 Low Concern for production High

19. Assumptions of Situational Theory The best action of the leader depends on a range of situational factors. Factors Influence Situational Leadership • Tannenbaum and Schmidt (1958) identified three forces that led to the leader's action: – 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.

20. Applying the Situational Leadership Model

21. Transactional LeadershipAssumptions • People are motivated by reward and punishment. • Social systems work best with a clear chain of command. • When people have agreed to do a job, a part of the deal is that they cede all authority to their manager. • The prime purpose of a subordinate is to do what their manager tells them to do.

22. 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.

23. Eco-leadership Simon Western (2010) Eco-leadership is also known as third leadership trend. • Eco-leadership recognizes that within the organization there are interdependent parts which make of a which make up a whole, this goes for all stakeholders relationships, and ever winding circles that eventually reach the air that we breath. It is about connectivity, interdependence and sustainability underpinned by an ethical socially responsible stance. The Eco-leadership discourse takes ethics beyond business ethics into social concerns; it takes ethics beyond human concerns and recognizes a responsibility and relationship to the natural world. It also focuses the connectedness within each of us.

24. 'No man is an island entire of itself; every man is a part of the main'. • For whom the bell tolls; it tolls for thee'. (John Donne, 1572-1631).

25. Levels of leadership

26. Good ethical conduct has to be ensured • Maintain strict discipline • Avoid preoccupations • Recognize privacy and confidentiality • Be honest and impartial If the king plucks an apple from a public garden the public will take away even the roots

27. Exemplary personal behavior and communication • Optimist and forward looking • Visible and approachable • Communicable and patient listener • Help resolve disagreements and conflicts Authority gives power behavior brings respect

28. Contemporary findings on Leadership • people want their leaders to be credible • credible leaders are • honest, • forward-looking, • inspiring, and • competent

29. FIVE LEADERSHIP PRACTICESKouzes, JM & Posner, BZ. (1995). The Leadership Challenge. • Challenge the Process • Inspire a Shared Vision • Enable Others to Act • Model the Way • Encourage The Heart

30. Values • Personal Courage- Face fear, danger, or adversity • Integrity- Do what’s right, legally and morally • Honor- Live up to all the Army values • Selfless Service- Put welfare of the nation, the Army, & your subordinates before your own • Respect- Treat people as they should be treated • Duty- Fulfill your obligations • Loyalty- Bear true faith and allegiance to the Country's Constitution, the Army, your unit, and other soldiers

31. Effective Nepali leadershipCHANGE 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

32. Effective Nepali leadershipCHANGE 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

33. Nothing can be accomplished single handedly • Team spirit • Changing organizational culture Anything is possible in Nepal if politician and bureaucrat unite?

34. 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 E. Q. and P.A.Q. • Pro-active • Team work • Changing organizational culture

36. It’s time for Feedback

37. Leadership is a voyage THANK YOU for LISTENING