ORGANIZATIONAL BEHAVIOUR& LEADERSHIP BY Enkeleda KAPLLANAJ

ORGANIZATIONAL BEHAVIOUR& LEADERSHIP BY Enkeleda KAPLLANAJ

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  Prepared by: EnkeledaKapllanaj
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  Contents  What isLeadership  Leadership Development  Critical ingredients in development  Role of feedback in development  Profiles of Leadership  Modern leadership issues  How leadership effectiveness is reduced  Females and Leadership  Leadership Coaching Statistics  Leadership Statistics  Evidence-Based Leadership  The role of the Leader  The leader`s role in creating the culture  Conclusions
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  What is Leadership? "Leadership is not about having all the answers. It is about knowing how to extract the answers." Katie K Snapp Leadership Coach and Business Consultant
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  Leadership Development "The taskof the leader is to get his people from where they are to where they have not been. “ Henry Kissinger  It would seem that Pareto believed that only in perfectly open societies, those with perfect social mobility, would elite position correlate fully with superior capacity. Only under such conditions would the governing elite, for example, consist of the people most capable of governing. The actual social fact is that obstacles such as inherited wealth, family connections, and the like prevent the free circulation of individuals through the ranks of society, so that those wearing an elite label and those possessing highest capacity tend to diverge to greater or lesser degrees.  Given the likelihood of divergences between ascribed elite position and actual achievement and capacity, Pareto is a passionate advocate of maximum social mobility and of careers open to all. He saw the danger that elite positions that were once occupied by men of real talent would in the course of time be preempted by men devoid of such talent.
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  Critical ingredients indevelopment  To turn intentions into actions, you need to design and implement a leadership development plan. Include these elements:  A model of successful leadership  Objective feedback on your leadership performance  An understanding of your natural style and its strengths and weaknesses  Acknowledgment of the need to change in developmental areas  An understanding of common pitfalls that can lead to derailment  Rotation through different developmental assignments  Targeted training and education  Good coaching and mentoring
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  Role of feedbackin development Feedback is an essential part of any development plan. In the planning stages, feedback helps you gain an understanding of your leadership style and strengths & weakness.  Sources of feedback include :  Interviews with coworkers  360 degree ratings  Performance appraisals  Employee attitude surveys  Personality testing  Management style assessment  Teambuilding sessions  One-on-ones with boss  Video taped sessions  Assessment centers
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  Profiles of leadership Thereare three pillars of leadership:  Visionary Evangelist  Team and consensus builder  Manager of execution
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  Modern leadership issues Leadersof today's corporations must cope with a unique set of challenges. Some of these include: • greater demands of travel  Geographic shifts in economic power  Growth of strategic alliances  An accelerating avalanche of information and democratization of access to information  Daily innovations in technology  Changing demographics and a changing workforce  Changing expectations of a more educated workforce  Globalization of business leading to cross cultural competency requirements
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  How leadership effectivenessis reduced  ELITES research has found that presidents reduce the effectiveness of their leadership by:  Po Excessive dominance & intolerance of disagreement  Self-centered focus  Impatience for results leading to undervaluing relationships & reduced decision quality  Failure to build alignment behind organizational goals  Lack of team play (loner tendencies) & lack of emphasis on teamwork  Emotional disconnection and insensitivity  Arrogance and egotism  Suspicion of other's motives  Ignoring conflict or communication of the vision
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  Females and Leadership Womenin Leadership: Strategies for Change highlights some of the key data and research regarding women‟s progress to senior leadership roles in organizations. This progress has been described by some as glacially slow despite both State and Federal legislation to remove discrimination against women and a raft of government and organization based programs aimed at increasing the number of women in senior leadership roles. The focus of this report is on what has been shown to work in organizations. The aim is not to „fix‟ women so that they fit into existing organizational cultures rather it is about initiatives that have the potential to bring about the systemic changes that are needed for long term organizational success.
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  Leadership Coaching Statistics The Predictability of Coaching How effective has executive and manager leadership coaching been? Here are some leadership coaching statistics.  Among the benefits to companies that provided coaching to executives were improvements in: • Productivity (reported by 53% of executives) • Quality (48%) • Organizational strength (48%) • Customer service (39%) • Reducing customer complaints (34%) • Retaining executives who received coaching (32%) • Cost reductions (23%) • Bottom-line profitability (22%)
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  Leadership Coaching Statistics Amongthe benefits to executives who received coaching were improved: • Working relationships with direct reports (reported by 77% of executives) • Working relationships with immediate supervisors (71%) • Teamwork (67%) • Working relationships with peers (63%) • Job satisfaction (61%) • Conflict reduction (52%) • Organizational commitment (44%) • Working relationships with clients (37%)
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  Leadership Statistics  66%of business leaders say they are more aggressively educating employees on their role in delivering on the value proposition. --Grant Thornton, February 2006  69% of business leaders say it's important to have a mentor. --Grant Thornton's View newsletter, December 2005  75% of executives say good physical fitness is critical for career success at the executive level. --TheLadders.com, November 2005  11% of surveyed CEOs either have or are considering establishing a charitable foundation or donor-advised fund. --Price Waterhouse Coopers' Private Company Services, October 2005  When dealing with suppliers, 86% of senior executives say a lack of ethical standards would be enough to not do business with a supplier. --Dormers /Financial Times, October 2005  33% of executive's time is spent responding to crises or problems. --The Creative Group, July 2005
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  Evidence-Based Leadership When itcomes to leading teams, commonsense tactics can produce uncommonly good results. Here are five recommended best practices from the author of best-seller "Hardwiring Excellence" that can boost morale and improve performance, immediately and over the long term. Projects, products and services change with the demands of the market. Senior executives, project leaders and team members come and go. The key is to create an organizational culture that ensures great leadership today and tomorrow. 1. Get rid of low performers. 2. Accentuate the positive. 3. Make a real connection with employees — every day 4. Say thanks. 5. Don't just recruit great employees. Re-recruit them
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  The role ofleaders  Creating the Vision  Creating a Sense of Urgency  Vision and Values  Avoiding Elitism
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  The leader`s rolein creating the culture:  Whether you like it or not, as a leader, you are also:  a model  a tone setter  a symbol of who gets ahead  a guardian or a designated change agent  a product of the culture Whether you like it or not, as a leader, you are largely responsible for your organization's culture. You need to understand the nature of that culture, how it is created, and how it can be changed
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  Conclusions What does allmentioned above mean to female managers?  Women often have better management skills than men  Women's leadership style is often more motivating and inspirational  However, women contribute to their own inability to break through the glass ceiling in subtle ways stemming from both personality attributes and learned management styles Self-awareness, combined with focused mentoring and coaching, can help women to push through the glass ceiling. Further progress up the corporate ladder will require women to:
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  Conclusions  Start takingrisks, focusing their energy, and letting go of the details  Continue to communicate, develop and motivate staff, and lead by example  Stop getting mired in the details, rescuing and  mothering, and wearing their hearts on their sleeves  The most effective way to remind staff of the importance of their is to create a culture within the foundation that points to the foundation‟s successes and includes every employee in the celebration of these successes. Even though foundations are committed to lofty goals and the furtherance of the greater good, foundation leadership must not be remiss in ensuring that all staff members know that their actions play a part in key successes. Foundation leadership must not assume that the foundation‟s mission alone will rally the staff. If staff is to be motivated to work to their top potential, they need a unifying culture that underscores the foundation‟s vision, and this vision will guide staff actions. Bolman and Deal put it this way: “…team building at its heart is a spiritual undertaking. It`s both a search for the spirit within and the creation of a community of believers united by shared faith and shared culture. Peak performance emerges as a team discovers its soul”
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  Thank You! 