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    A Leader is a person others opt to follow to a place they would not have gone by themselves. A Leader creates a new order Defines risks Opportunity focused Comfort in ambiguity Opportunity centric Big picture oriented Innovative leading vs Managing which is more important - right or the left brain? Structural vs Situational Leadership The Bison Herd Model The Bird Model Migratory birds are a good example of both Situational Leadership and outstanding followership.

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    A Leader is a person others opt to follow to a place they would not have gone by themselves. A Leader creates a new order Defines risks Opportunity focused Comfort in ambiguity Opportunity centric Big picture oriented Innovative leading vs Managing which is more important - right or the left brain? Structural vs Situational Leadership The Bison Herd Model The Bird Model Migratory birds are a good example of both Situational Leadership and outstanding followership.

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    129 views16 pages

    Essence of Leadership

    Uploaded by

    api-3733726
    A Leader is a person others opt to follow to a place they would not have gone by themselves. A Leader creates a new order Defines risks Opportunity focused Comfort in ambiguity Opportunity centric Big picture oriented Innovative leading vs Managing which is more important - right or the left brain? Structural vs Situational Leadership The Bison Herd Model The Bird Model Migratory birds are a good example of both Situational Leadership and outstanding followership.

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    of 16

    The Essence of Leadership

    Subroto Bagchi

    February, 2004

    Page 0
    Defining Leadership

    Thinking through the organization’s mission,


    defining it and establishing it, clearly and
    visibly
    - Peter Drucker, 1966

    Page 1
    Who is a Leader?

    A Leader is a person others opt to follow


    to a place they would not have gone by
    themselves

    - Joel Barker

    Page 2
    Leaders vs Managers

    Leaders Managers
    Creates a new order Maintains existing order
    Defines risks De-risks
    Opportunity focused Resource focused
    Comfort in ambiguity Comfort in clarity
    Opportunity centric Constraint centric
    Big picture oriented Detail oriented
    Innovative Adaptive

    Page 3
    Leading vs Managing

     Which is more important – right or the left brain?


    Creativity or Execution?
     The essential difference is the degree to which
    people initiate, own, anticipate, experiment
     It is the difference between path creation & path
    dependence
     Greater the complexity of business, higher is the
    need to blend both the capabilities
     How leading is changing from pyramidical ‘create
    once and use many times model’?

    Page 4
    Structural vs Situational Leadership

     The Bison Herd Model


     The Bird Model

    Page 5
    The Bison Herd Model

    Early settlers immobilized bison herds by seeking out and


    killing the alpha male! Organizations led by leadership
    Page 6
    base on permanent precedence are vulnerable
    The Bird Model

    Migratory birds are a good example of both situational


    leadership and outstanding followership. As they fly, they keep
    changing the lead, yet reach their destination
    Page 7
    Leading Change vs Leading Continuity

     The theory of Planned Abandonment


     Focus on opportunities
     Preserving Values
     Learning from non-profit organizations

    Page 8
    Values drive Leadership

     Caring
     Learning
     Achieving
     Sharing
     Socially Responsible

    Page 9
    Leadership Q – Conventional vs Emergent

     Humility  Balance EQ / IQ
     Tenacity  Recognize, create &
     Ability to go against the address larger constituents
    flow  Network
     To set a Vision  Leverage
     Facilitate  Create content
     Negotiate  Create simultaneity
     Articulate  Creativity

    Page 10
    Leadership Q – Conventional vs Emergent

     Manage conflicts  Innovative – what is


     Understand business new and different
    issues  Work with more
     Detachment, egolessness competent people
     Tough expectations  Strategy & tactics
     Personal discipline  Execution is everything
     Personal Health & Fitness  Planned abandonment
     Comfort with Limitations  Ability to seek help
     Scalability  Ability to “make sense”
     Ability to take difficult  Ability to engage
    decisions with speed
    Page 11
    What good leaders do not do

     Compete with their own people


     Consider that they have a lousy team
     Place popularity ahead of effectiveness
     Sacrifice the means for the end
     Create a future that enables self preservation
     Sacrifice the team to prove a point
     Say, “I told you so…”
     When a new order is ushered, let people say, we did
    it by ourselves

    Page 12
    The Price of Leadership

     Quite often, it is a lonely trek


     Anger, disappointment and subversive
    compliance come with the territory
     The price is often deeply personal – Gandhi,
    Moses, Wallace, Christ, Mandela
     People do not like to see their leaders as
    human beings. There is a human side,
    unseen side. We need to accept that fact

    Page 13
    In closing….

    “be sunshine, be joy


    be the sparkle on the crests of waves in untamed oceans
    be strong of mind, soft of heart, and live of spirit
    Page 14 be earth and water”
    Page 15
    Imagination Action Joy

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