MODULE 1

• Definition
• Nature & Importance
• Breaking down the Leadership Myths
• Leaders vs. Managers
CONTENTS• Interactional Framework for analyzing
leadership
• Leadership Development: The First 90
Days as a Leader
• Leader Development- The Action-
Definition:
• Leadership is the ability to inspire, guide,
and influence teams towards the accomplishment of
common goals.
• Leadership is the process of influencing others to
achieve a common goal.
• Leadership is the capacity to envision the future and
create a path to get there.
• Leadership is the ability to navigate and
respond to change effectively.
Nature of leadership
Leadership as Visionary Guidance
Belief
Inspiring
communication

Leadership as Empowerment
Skills imparting
Feedback
Leadership as Service
Support
Lead by example

Leadership as Decision-Making
Participatory decision-making
 Leadership as Change
Management
What?
Why?
How?

Leadership as Cultural Shaping

Set the tone for how people
Act
React
Interact
Leadership as Ethical Governance
Honesty, integrity, fairness
 Importance
• Improves Communication
• Creates A Better Work Environment
• Improves Productivity
• Increases Efficiency
• Decreases Mistakes
• Motivates Employees
• Sets a Good Example For Others
• Inspires Hard Work
• Creates A Strong Vision And Direction For The
Future
• Helps Keep Employees On Track
1. Myth: Leaders are born, not made

World war II (Great

Britain)

• Problem
• Situational
Winston Churchill
demand
• Intent

Civil rights
movements

Martin Luther King Jr

Leaders who learned from
their mistakes
• Mistakes of LISA and
Macintosh
• Technology is nothing, tools
are tools… They either work,
or they don’t work.
• What’s important is that you
have faith in people, that
they’re basically good and
smart — and if you give
them tools, they’ll do
wonderful things with them.
• Focus game
• “Deciding what not to do is
Traf-O-Data

Bill and his partner Paul Allen

2. Myth: Leadership is about
power and authority

3. Myth: Good leaders

never show weakness
4. Myth: Leaders must always be extroverted

Barack Obama

J K Rowling

Warren Buffet
5. Myth: Leaders have all the answers

6. Myth: Leadership as about giving orders

7. Myth: The most successful leaders are always the

most productive

8. Myth: Leaders are always confident and fearless

9. Myth: Leadership is only for executives and managers

10. Myth: There is a "One-Size-Fits-All" leadership style

Difference between Leader and Manager
Basis Leader Manager

leads a particular team and influences its team manages the project by planning, giving direction, and
Meaning
members to perform well and achieve the goal. maintaining coordination and control.

On each and every member of the group and the On influencing the behaviour of employees to achieve the
Focus
realization of group goals. goals of the organisation.

Need not always be a manager. Non-managers A manager is always a leader as he has to influence the
Scope
may lead informal groups. behavior of his subordinates.

Type of
May exist in formal as well as informal A manager always exists only in formal
organization

Authority Has both formal/informal authority A manager has formal authority

Process Leader's process are transformational Managers process are transactional

A leader exhibits strategic view, team

A manager exhibits organizational skills, management
Skills management, open mind and promotes
skills, problem solving skills and conformity.
innovation.

Approach A leader creates A manager maintains/implements

Leaders create circles of influence and lead by

Circle Managers create circles of power and lead by authority.
inspiring.

Risk taking
Leadership is not for all…!
Studies, including one by Harvard Business Review, have shown that only a
fraction of the population possesses these inherent traits necessary
for effective leadership.

Statistics from the Center for Creative Leadership indicate that around 40% of
new leaders fail within their first 18 months, primarily due to the inability
to handle the associated mental stress, pressure, and responsibility.

Forbes research suggests that only about 5% of individuals have the

natural capacity for strategic, future-oriented thinking, a cornerstone of
effective leadership.

Gallup research highlights that only a tenth of people have the talent to
manage others effectively, suggesting that many might struggle in
leadership roles.
Over 40% of employees in leadership roles, according to the
Ethics & Compliance Initiative, have felt pressured
to compromise their ethical standards, a testament to the
moral complexities inherent in leadership.

Deloitte's study shows that a staggering 77% of leaders

have experienced burnout at their current job,
underscoring the intense demands and stress associated with
leadership positions.

A CareerBuilder survey found that 34% of employees have

no interest in leadership roles, preferring other avenues of
career growth.
Interactional framework of leadership

1. The Leader…??
2. The Followers…??
3. The Situation…??

• Leader-Follower Interaction
• Leader-Situation Interaction
• Follower-Situation
Interaction
Leadership Development: The First 90 Days as a Leader

• People
• Products
• Processes

Days 1 – 30 (Be the sponge)

Days 31 – 60 (Observe and contribute)
Days 61 – 90 (Step up)
0-30 days:

• Rush to lead
• Rush to earn trust
• Rush to prove yourself

• People, product and process

• Be careful of what you say
• Understand the situation, stakeholders,
customers, clients, vendors, suppliers etc.
• Understand culture, norms, processes,
products
• Hold meetings with team and clients not to
speak but to listen
• Where are we now? What are we doing?
• Arrange a lunch meeting with boss
• Clarity
• What does your manager want from you?
• Are you leading an existing team or have you been
hired to rebuild an underperforming team?
• Do they want you to start from scratch and bring
new hires in?

• Host a team meeting and then arrange one-to-one

• Talk to other departments as well
• Don’t try and be a friend to everyone.
• Take the time to hear them out, rather than pushing
your objectives on them.
31st - 60days: (Delve, probe, contribute)

• Keep your focus on your team

• Start to contribute where you feel you can add value
• By watching how your team is currently working you can
find ways to apply your experience to help them work more
efficiently
• Continue to listen and learn from your team members too,
and absorb their tips and tricks
• Spend time with them to discuss their daily routines
• how they tackle projects
• who they team up with
• what barriers they encounter
• Start to organize information, take the lead in team
discussions, assess individual strengths and weaknesses,
and outline your areas of focus
• Build and expand your knowledge
61st – 90days (Step up)

• Focus
• Reflect
• Plan
• Lead a team meeting
• Continue to put time aside to focus,
reflect, and plan
• Point where you can truly step forward
and begin to assert yourself as a leader
• The relationships built over the previous
60-day period will have evolved
• Your understanding of your team and your
boss will have matured
• Everyone should be pointing in the same
direction
The Action – Observation – Reflection (AOR) Model
-Collin Powell

• Action
• Observation
• Reflection

How to Apply the AOR Model in Leadership

1. Optimize Decision-Making Processes
2. Foster a Culture of Continuous Improvement
3. Develop Data-Driven Leadership
4. Enhance Team Collaboration
5. Personal Leadership Development
Reference Books:
1. Northouse, P. (2019). Leadership: Theory and Practice (8th ed.). Thousand Oaks, CA: Sage
2. Carmichael, J.L., Collins, C., Emsell, P. and Haydon, J., 2011. Leadership and management development. Oxford
University Press.
3. Kouzes, K.M and Posner, B.Z. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations,
6th Edition, Jossey-Bass, 2017.
4. Hughes, R.L., Ginnett, R.C. and Curphy, G.J., Enhancing the Lessons of Experience Eighth Edition.