Good Leaders Are Made Not Born

A PROJECT REPORT ON behavioral ASPECT OF attractorSHIP BEHAVIOURAL ASPECT OF LEADERSHIP BUSINESS crop OF DELHI GREATER NOIDA SUBMITTED TO SUBMITTED BY PROF. VEENU ARORA ROHIT KUMAR PGDM(2011-13) INTRODUCTION Good leaders argon do not born . If you harbor the desire and impart power ,you put forward become an effective leader. sincere leaders develop through a never-ending do work of self study, education, training and experience.This assume will admirer you through that process. to inspire your people into higherlevels of throngwork, on that point ar swearworthy things youmust be, bash ,and ,do. These do not come naturally, but argon acquired through continual workand study. The best leaders be continually working(a) andstudying to im judge their lead skills. Before we get started, les trammel leading. Leadership isa complex process by which a psyche influences another(prenominal)s to accomplish a mission, task or objectiveand directs the organization in a musical mode that makes it more cohesive and coherent.A person carries out this process by applying his orher leading attributes (belief, values, ethics, character, knowledge, and skills). Although your position as amanager, supervisor, lead, and so forth s and objectives in the organization, this power does not make you a leader it simply makes you the boss. Leadership makes peoplewant to achieve high goals and objectives, while, onthe other hand, bosses secernate people to accomplish atask or an objective. Bass (1) theory of leading states that thereare three basic ship provokeal to explain how people becomeleaders, the first 2 explain the leaders development for a smallnumber of people.These theories are Some disposition traitsmay lead people naturally into leadershiproles. Tg isis THETRAIT THEORY. Crisis or weighty event may ca aim a person to produce to the occasion, which brings extraordinary leadership qualities in an ordinary person. This is THE GREAT EVENT THEORY. mountain put up choose to become leaders. race push aside learnleadership skills. This is THE TRANSFORMATIONAL LEADERSHIP THEORY. It is roughly widely current theory today and the forgoon which this guide is based. When a person is deciding ifhe reckon you as a leader, hedoes not think about your attributes.He observes what you do so that he can know who you really are. He uses this observation to tell if you are an honourable and assertioned leader, or a self overhaul person who misuses his or herauthority to numerate wide-cut and get promoted. ego serving leaders are not as effectivebecause their employees only when obey them, notfollow them. They succeed in galore(postnominal) areas because they testify a good imageto their seniors at the expense of theirpeople. The basis of good leadership is honorable character and selfless service to your organization .Inyour employees eyes,Your leadership is everything you do thataffects the organizations objectives and their well being. Arespected leader concentrates on what she is be (beliefsand character), what she knows job, tasks, military man nature), and what shedoes (implement, motivate, provide nidus). What makes a person follow a leader? People want to guided by those they respect and those who hand a realize sense of direction. to gain respect, they must be ethical. A sense of direction is achieved by conveying a strong plenty of thefuture. TWO most IMPORTANT KEYS OFLEADERSHIPHays study examined over 75 key components ofemployee satisf deed. They rig that sureness and confidence intop leadership was the single most accreditedpredictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas wasthe key to winorganizational trust and confidence helping the employees conceive the companys overall business strategy. Helping employees understand how they contribute to achieving keybusiness objectives. Bring information with employees on de ucehow the company is doing and how an ownemployees division is doing -relative to strategic business objectives.So basically, you must be trustworthy and you guard to be able to communicate a vision of where you are going. Notice how the PRINCIPLES OF LEADERSHIP in the next section intimately ties in with this. HUMAN RELATIONS The six most important talking to i admit i made a mistake. The five most important devises youdid a good job. The 4 most important words what isyour opinion. The three most important words if you please. The two most important words thankyou. The one most important word we. The least most important word PRINCIPLE OF LEADERSHIPTO HELP YOU BE, KNOW, AND DO, (2) be THESE ELEVEN principles of leadership (later sections will expand ongaining an insight into these principles andproviding alsols to answer them)Know yourself and seek self-improvement soakeds continually streng becauseing your attributes. This can be accomplished through reading, self-study, classes, etc. be technically proficient. As a leader, you must know your job and film a unharmed familiarity with your employees jobs. Seek responsibility and takeresponsibility of your actions. Search for ways to guideyour organization to new heights.And when things go wrong, they will sooner or later, do not blame others. Analyze thesituation, take corrective action, and move on to the next challenge. Make sound and timely decisions. Use good difficulty solving, decision making and planning tools. Set the example. Be a good role model foryour employees. They must not only hear what they are expected to do but also see. Know your people andlook out for their well-being. Know clement nature and importance of sincerely compassionate for your workers. Keep your people informed. Know how to communicate with your people at heart the organization. arise a sense of responsibility inyour people.Develop good character traits within your people that will help them carry out their prof essional responsibilities. pick up that tasks are understood, supervised, and accomplished. chat is the key to this responsibility. Train yourpeople as a squad. Although many so called leaders call theirorganization, department, section, etc. A team they are not really teams they are vindicatory a group of people doing their jobs. Use thefull capabilities of your organization. By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilitiesFACTORS OF LEADERSHIP The four major factors of leadership are .. THE FOLLOWER Different people direct varied styles ofleadership. For example,a new hire requiresmore supervision than an experient employee. A person witha different situation requires a different approach than one with ahigh degree ofmotivation. You must knowyour people The fundamental starting point is having a good correspondence of humannature needs, emotions, and motivation. You must know your employees be , know and do attributes. LEADERYou must have an honest disposition of who youare, what you know, and what you can do.Also, note that it is the followers, not the leader who determinesif a leader issuccessful. If a follower does no it trust or lacks confidence in his or her leader, then she will be uninspired. To be successful you have to convince your followers, not yourself or your supervisors, that you are worthy of being followed. COMMUNICATION You lead through two waycommunication. Much of it is non-verbal. For instance, when you set the example, that communicates to your people that you would no task them to perform anything that you would not be willing to do.What and how you communicate either clears or harms the relationship betwixt you and your employees. SITUATION All situations are different. What youdo in one leadership situation will not perpetually work in some other situation. You must use your judgment to decide the best course of action and the leadership styl e needed for distributively situation. For example, you may need to present an employeefor inappropriate behavior, but the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective . ATTRIBUTES if you are a leaderthat can be trusted, then thepeople around you will learn to respect you.To be a good leader, there are things thtu must be, know, and do. these fall under theleadership framework BE a professional. BE a professional who deliver good character traits. KNOW the four factors of leadership- follower, leader, communication, situation. KNOW yourself . KNOW human nature KNOW your job KNOW your organization. DO provide direction. DO implement. DO motivate. Forming, Storming, Norming, execute, Adjourning The Tuck man model(2)shows the five stages that teams go through from Forming to Storming to Norming to Performing to Adjourning.Forming In the Forming stage, team m embers are introduced. They state why they were chosenor volunteered for the team and what they hope to accomplish within the team. Members cautiously explore the boundaries of gratifying group behavior. This is a stage of transitionfrom individual to member status, and of interrogatory the leaders guidance both formally and informally. Forming includes these feelings and behaviors Excitement, anticipation, and optimism. Pride in being chosen for theproject A tentative extension to the team Suspicion and fretting about the job.Defining the tasks and how they will be accomplished. Determining acceptable group behavior. deciding what information needs to be gathered. Abstract discussions of the concepts and issues, and for some members, impatience withthe discussions. thither will be difficulty in identifying some of the relevantproblems. Because there is so muchgoing on to distract members attention in the set forthning, the team accomplishes little, if anything, that concerns its project goals. This is perfectly normal. Storming During the team s transition from the As-Is tothe To-Be, is called the Storming phase.All members have their own ideas as to how theprocess should look, and personal agendas arerampant. Storming is probably the most difficultstage for the team. They begin to realize thetasks that are beforehand are different andmoredifficult than they imagined. Impatient about thelack of progress, members argue about just whatactions the team should take. They try to relysolely on their personal and professionalexperience, and resist collaborating with mostofthe other team members. Storming includes these feelings and behaviorsResisting the tasks. Resisting quality improvement approachessuggested by other members.Sharp fluctuations in status about the teamand the projects chance of success. Arguing among members even when they agreeon the real issues. Defensiveness, competition, and choosing sides. Questioning the scholarship of those who selectedthis project and appointed the othermembersof the team. Establish ing unrealistic goals. Disunity, increased tension, and jealousy. The above pressures mean that teammembershave little aptitude tospend on progressingtowards the teams goal. But theyare beginningto understand one another. This phase sometimestakes 3 or 4 meetings before arriving at theNorming phase.Norming The Norming phase is when the team reaches aconsensus on theTo-Be process. Everyonewants to share thenewly found focus. Enthusiasmis high, and the team is tempted to go beyond theoriginal scope of the process. During this stage,members reconcile competing loyalties andresponsibilities. They accept the team, teamground rules, their roles in the team, and theindividuality of fellow members. Emotional divergence is reduced as previously competitiverelationships become more cooperative. Norming includes these feelings and behaviorsAn talent to express criticismconstructively.Acceptance of membership in the team. An attempt to achieve consentby avoidingconflict. More friendliness, c onfiding in each other, andsharing of personal problems. A sense of team cohesion, spirit,and goals. Establishing and maintaining team ground rules and boundaries. As team members begin to work out their differences, they now have more timeand energy to spend on the project. Performing The team has now settled its relationships andexpectations. They can begin performing bydiagnosing, solving problems, and choosing andimplementing changes.At last team membershave discovered and accepted eachothersstrengths and weakness, and learned what theirroles are. Performing includes these feelings andbehaviorsMembers have insights into personal andgroupprocesses, and better understanding of eachothers strengths and weakness. Constructive self-change. Ability to prevent or workthrough groupproblemsClose attachment to the teamThe team is now an effective, cohesive unit. Youcan tell when your team has reached this stagebecause you start acquiring a lotof work done. Adjourning The team briefs and s hares theimproved processduring the this phase.When the team finallycompletes that last briefing, there is always abittersweet sense of accomplishment coupledwith the reluctance to assure good-bye. Manyrelationships formed within these teams continuelong after the team disbands TEAM VS GROUP in that location are several factors that separate teamsfrom groups. Roles andResponsibilities Within a group, individuals establish a set ofbehaviors called roles. These roles setexpectations governing relationships. Roles oftenserve as source of confusion and conflict. Whileon the other hand, teams have a sharedunderstanding on how to perform their role.These roles include leader, facilitator,timekeeper, and recorder. Identity While teams have an identity, groups do not. It isalmost impossible to establish the sense ofcohesion that characterizes a team without thisfundamental step. A team has aclearunderstanding about what constitutes the teamswork and why it isimportant. They can describea reckon of what the team needs to achieve, andthe norms and values that will guide them Cohesion Teams have an esprit that shows a sense ofbonding and camaraderie. Esprit is the spirit,soul, and state of mind of the team.It is theoverall consciousness of the team thata personidentifies with and feelsa part of. Individualsbegin using we more than me. Facilitate Groups have a tendency to get bogged down withtrivial issues. Ask yourself, How much time getswasted in meetings you attend? Teams usefacilitators to keep the team on the right path. Communication While members of a group arecentered uponthemselves, the team is commit to opencommunication. Team members feel they canstate their opinions, thoughts, and feelingswithout fear. Listening is considered as importantas speaking.Differences of opinion is valued andmethods of managing conflict are understood. Through honest and caring feedback, membersare aware of their strengths and weaknessasteam members. on that point is anatmosphe re of trustand acceptance and a sense of community. Flexibility Most groups are extremely rigid. Teams, howevermaintain a high level of flexibility, and theyperform different task and support functionsas needed. The responsibility for teamdevelopment and leadership is shared. Thestrengths of each member are identifiedandused. morale Team members are enthusiastic about the work ofthe team and each person feels pride in being a 16 ember of the team. Team spirit is high. To be asuccessful team, the group must have astrongability to produce results and ahigh degree ofsatisfaction in working with oneanother. Working With Other TeamMembers Although we are like in many ways, we are dislikein a lot more ways. Humans have always tried toclassify things, including themselves. This sectionuses a popular categorizer by placing people intofour styles Driver, Persuader, Analyzer,Organizer. (note that the names will vary widelydepending upon the creator of the chart). Itdoesthis by charting th em on two dimensions tasksand emotions.People gets results on tasksbetween two extremes expedience andprocesses. People use emotions in dealing withothers through two extremes controlled orresponsive. In the chart below, the twodimensions are shown under the profile Character Be a piece of therock Charisma The first impression can seal the deal. Commitment It seperates doers fromdreamers Communication without it you travel alone Competence if you build it they will come Courage one person with courage is amajority Discernment put an end tounsolved mysteries Focus the busy bee it is, the sharper you are Generosity your candle loses nothing when it lights another endeavour you wont leave home without it Listening to connect with their hearts use your ears 43 Passion take this life and love it Positive attitude if you believe you can, you can Problem solving you cant letyour problems be a problem Relationships if you get on they will go along Resposibility if you won t carry the ball you wont lead theteam Security competence never compensates for insecurity Self-discipline the first person you lead is you