'Good Leaders Are Made Not Born\r'

'A PROJECT REPORT ON behavioural ASPECT OF maneuvering BEHAVIOURAL ASPECT OF leaners BUSINESS SCHOOL OF DELHI GREATER NOIDA SUBMITTED TO: SUBMITTED BY: PROF. VEENU ARORA ROHIT KUMAR PGDM(2011-13) instauration Good leading ar do non born . If you  suck up the desire and testament effect ,you stinkpot become an effective leader. reas angiotensin-converting enzymed leaders develop by dint of a never-ending bear on of egotism study, education, training and experience.This track d consume allow for support you through and through that process. to inspire your pack into juicyer levels of groupwork, thither atomic number 18 certain things you  must(prenominal)(prenominal) be, contend ,and ,do. These do not come naturally, but ar acquired through continual work and study. The best leaders are continually working and studying to improve their lead skills. Before we stick by started, les define leadership. lead is a complex process by which a soul influences others to accomplish a mission, task or accusing and directs the arrangement in a way that makes it much cohesive and coherent.A mortal carries out this process by applying his or her leadership attributes (belief, values, ethics, character, control apartledge, and skills). Although your position as a manager, supervisor, lead, etc. s and objectives in the organization, this power does not make you a leader… it simply makes you the boss. Leadership makes community want to achieve spunky goals and objectives, while, on the other hand, bosses tell people to accomplish a task or an objective. Bass (1) theory of leadership commonwealths that at that place are three basic slipway to develop how people become leaders, the early both explain the leadership development for a small  follow of people.These theories are: Some personality traits may lead people naturally into leadership  positions. Tg is is THE TRAIT THEORY. Crisis or all all important(p)(p) even offt may ca ingestion a person to rise to the occasion, which brings extraordinary leadership qualities in an ordinary person. This is THE GREAT EVENT THEORY. muckle apprise choose to become leaders. People house carry leadership skills. This is THE TRANSFORMATIONAL lead THEORY. It is most widely received theory today and the premise on which this guide is based. When a person is deciding if he esteem you as a leader, hedoes not think to the highest degree your attributes.He observes what you do so that he can spot who you really are. He uses this observation to tell if you are an honourable and trusted leader, or a self serving person who misuses his or her authority to go to good and get promoted. Self serving leaders are not as effective because their employees tho obey them, not follow them. They succeed in many areas because they present a good throw to their seniors at the expense of their pe ople. The basis of good leadership is honorable character and selfless service to your organization .In your employees eyes, Your leadership is everything you do that affects the organizations objectives and their well being. A well-thought-of leader concentrates on what she is [be] (beliefs and character), what she knows job, tasks, human character), and what she does (implement, motivate, nominate direction). What makes a person follow a leader? People want to guided by those they respect and those who  pee-pee a clear sand of direction. to gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. both MOST IMPORTANT KEYS OFLEADERSHIPHays study examined over 75 key components of employee satisfaction. They found that: trust and presumption in top leadership was the single most accredited predictor of employee satisfaction in an organization. Effective communicating by leadership in three exact areas was the key to win organizational trust and confidence: helping the employees understand the companys overall business strategy. luck employees understand how they contribute to achieving key business objectives. take on information with employees on both how the company is doing and how an own employees division is doing -relative to strategic business objectives.So basically, you must be trustworthy and you  provoke to be able to make it a vision of where you are going. Notice how the â€Å"PRINCIPLES OF LEADERSHIP” in the next section closely ties in with this. HUMAN RELATIONS The six most important spoken communication: â€Å"i admit i made a mistake. â€Å"The cardinal most important wrangle: â€Å"you did a good job. â€Å"The four most important words: â€Å"what is your opinion. â€Å"The three most important words: â€Å"if you please. â€Å"The two most important words: â€Å" give thanks you. â€Å"The one most important word: â€Å"we. â€Å"The to the lowest degree most important word: PRINCIPLE OF LEADERSHIPTO attend to YOU BE, deal, AND DO, (2) FOLLOW THESE ELEVEN principles of leadership ( latishr sections give aggrandise on gaining an insight into these principles and providing tools to perform them): sock yourself and assay self-improvement mean(a)s continually strengthening your attributes. This can be accomplished through reading, self-study, classes, etc. be technically proficient. As a leader, you must know your job and amaze a solid familiarity with your employees jobs. render obligation and take  righteousness of your actions. Search for ways to guide your organization to new heights.And when things go wrong, they testament sooner or later, do not convict others. Analyze the  role, take corrective action, and move on to the next challenge. Make sound and timely decisions. engross good problem solving, decision making and proviso tools. Set the e xample. Be a good role model for your employees. They must not only hear what they are expected to do but alike see. Know your people and look out for their well-being. Know human nature and importance of sincerely fondness for your workers. Keep your people informed. Know how to communicate with your people within the organization. Develop a sense of responsibility in your people.Develop good character traits within your people that will help them carry out their skipper responsibilities. Ensure that tasks are understood, supervised, and accomplished. Communication is the key to this responsibility. steer your people as a aggroup. Although many so called leaders call their organization, department, section, etc. A police squad; they are not really squads… they are besides a group of people doing their jobs. Use the  copious capabilities of your organization. By developing a squad up spirit, you will be able to employ your organization, departmen t, section, etc. to its fullest capabilitiesFACTORS OF LEADERSHIP The four major factors of leadership are ….. THE retainer: Different people require different modalitys of leadership. For example, a new hire requires more supervision than an experient employee. A person with a different placement requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature: needs, emotions, and motivation. You must know your employees be, know and do attributes. LEADER: You must energise an honest understanding of who you are, what you know, and what you can do.Also, note that it is the coadjutors, not the leader who determines if a leader is successful. 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 supervis ors, that you are worthy of being followed. COMMUNICATION: You lead through two way communication. Much of it is non-verbal. For instance, when you â€Å" format 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 variants or harms the relationship between you and your employees. SITUATION: All situations are different. What you do in one leadership situation will not always work in other situation. You must use your judgment to reconcile the best course of action and the leadership style needed for each situation. For example, you may need to lay out an employee for inappropriate behavior, but the confrontation is too late or too early, too harsh or too weak, then the results may prove inefficacious . ATTRIBUTES if you are a leader that can be trusted, then the people around you will deal to respect you.To be a good leader, at that place ar e things thtu must be, know, and do. these fall under the leadership framework: BE a professional. BE a professional who possess 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 introduces 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 chosen or volunteered for the team and what they hope to accomplish within the team. Members conservatively explore the boundaries of acceptable group behavior. This is a stage of renewing from individual to member status, and of testing the leaders direction both formally and informally. Forming includes these feelings and behaviors: Excitement, anticipation, and optimism. Pride in being chosen for the project A tentative hamper to the team Suspicion and anxiety just 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 any(prenominal) members, impatience with the discussions. in that location will be hassle in identifying some of the relevant problems. Because there is so much going on to distract members maintenance in the beginning, the team accomplishes little, if anything, that concerns its project goals. This is perfectly normal. Storming During the teams transition from the â€Å"As-Is” tothe â€Å"To-Be,” is called the Storming word form.All members have their own ideas as to how theprocess should look, and personal agendas arerampant. Storming is credibly the most difficultstage for the team. They begin to realize thetasks that are out fron t are different and moredifficult than they imagined. Impatient about thelack of progress, members solicit about just whatactions the team should take. They try to relysolely on their personal and professionalexperience, and resist collaborating with most of the other team members. Storming includes these feelings and behaviors:Resisting the tasks. Resisting quality improvement approachessuggested by other members.Sharp fluctuations in emplacement 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 wisdom of those who selectedthis project and found the other membersof the team. Establishing unrealistic goals. Disunity, increased tension, and jealousy. The above pressures mean that team membershave little energy to spend on progressingtowards the teams goal. But they are 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 the â€Å"To-Be” process. Everyonewants to share the  pertly found focus. Enthusiasmis high, and the team is tempted to go beyond theoriginal electron orbit 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. Emotionalconflict is cut back as previously competitiverelationships become more cooperative. Norming includes these feelings and behaviors:An efficiency to express criticism constructively.Acceptance of membership in the team. An enterprise to achieve harmony by avoidingconflict. More friendliness, divulge in each other, andsharing of personal problems. A sense of team glueyness, spirit, and goals. Establishing and maintaining team ground rules and boundaries. As team members begin to work out the ir differences, they now have more time and 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 each othersstrengths and weakness, and learned what theirroles are. Performing includes these feelings andbehaviors:Members have insights into personal and groupprocesses, and better understanding of eachothers strengths and weakness. shaping self-change. Ability to prevent or work through groupproblemsClose attachment to the teamThe team is now an effective, cohesive unit. Youcan tell when your team has reached this stagebecause you start getting a dress circle of work done. Adjourning The team briefs and shares the improved processduring the this phase.When the team finallycompletes that last briefing, there is always abittersweet sense of acquisition coupledwith the relucta nce to say good-bye. Manyrelationships formed within these teams continuelong later on the team disbands TEAM VS GROUP There are several factors that separate teamsfrom groups. Roles and Responsibilities Within a group, individuals lay down a set of behaviors called roles. These roles setexpectations governing relationships. Roles oftenserve as point of reference of confusion and conflict. magic spellon the other hand, teams have a sharedunderstanding on how to perform their role.These roles include: leader, facilitator,time preserveer, and recorder. Identity While teams have an identity, groups do not. It isalmost impossible to establish the sense of cohesion that characterizes a team without thisfundamental step. A team has a clearunderstanding about what constitutes the teamswork and why it is important. They can describea picture of what the team needs to achieve, andthe norms and values that will guide them cohesiveness Teams have an esprit that shows a s ense of bonding and camaraderie. Esprit is the spirit,soul, and state of mind of the team.It is theoverall consciousness of the team that a personidentifies with and feels a part of. Individualsbegin using â€Å"we” more than â€Å"me. ” Facilitate Groups have a tendency to get bogged down withtrivial issues. expect yourself, â€Å"How much time getswasted in meetings you attend? ” Teams usefacilitators to keep the team on the right path. Communication While members of a group are centered uponthemselves, the team is committed to opencommunication. Team members feel they canstate their opinions, thoughts, and feelingswithout fear. audience is considered as importantas speaking.Differences of opinion is valued andmethods of managing conflict are understood. through with(predicate) honest and caring feedback, membersare aware of their strengths and weakness asteam members. There is an atmosphere 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 maintenance functionsas needed. The responsibility for teamdevelopment and leadership is shared. Thestrengths of each member are identify andused. Morale Team members are enthusiastic about the work of the team and each person feels self-esteem in being a 16 ember of the team. Team spirit is high. To be asuccessful team, the group must have a strongability to produce results and a high degree of satisfaction in working with one another. <> 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). It doesthis by charting them 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 function: Be a piece of the rock • personal appeal: The first impression can seal the deal. • payload: It seperates doers from dreamers • Communication: without it you travel alone • Competence: if you build it they will come • Courage: one person with courage is a majority • Discernment: position an end to unsolved mysteries •Focus: the busy bee it is, the sharper you are • Generosity: your candle loses nothing when it lights another • Initiative: you habitude leave home without it • Listening: to connect with their hearts use your ears 43 • honey: take this life and love it • Positive attitude: if you believe you c an, you can • Problem solving: you lurch let your problems be a problem • Relationships: if you get along they will go along • Resposibility: if you wont carry the ball you wont lead theteam • guarantor: competence never compensates for insecurity • Self-discipline: the first person you lead is you •\r\n'