LEADERSHIP DEVELOPMENT Kedar Rayamajhi Basanta Raj Sigdel NASC

LEADERSHIP DEVELOPMENT Kedar Rayamajhi Basanta Raj Sigdel NASC, 2016

Overview of the session Concept of leadership and gender perspectives Identify the critical elements of leadership Explain the qualities of leadership Demonstrate effective leadership skills

Mind the gap 3 6 5 4 3 Male Female 2 1 0 2005 2006 2007 2008 2009 2010 2011 2012 Year Salary Increment Rate Source: National Management Salary Survey – Xpert. HR/CMI

Mind the gap Despite the existence of decades-old equality legislation, research evidence in developed economies continues to show that women in management roles are paid less than men in comparable roles.

Thoughts on leadership 5 When your actions inspire others to dream more, learn more, do more and become more you are a leader. - John Quincy Adams The very essence of leadership is that you have to have a vision. - Theodore Heshburgh Lead, follow or Get out of the Way - - Anonymous

Successful vs. poor leaders 6 Successful Leaders Poor Leaders say Desire I to change Discipline to change Belief that they can change Awareness for need to change have always done it that way. I have never done it that way. It is not my job. I do not think it will make any difference. I am too busy.

Leadership is everyone’s business

What studies reveal Women are far more likely than men to see gender discrimination in today’s society. About two-thirds (65%) of women say their gender faces at least some discrimination in society today, compared with 48% of men who believe women face some discrimination.

What studies reveal 9 A double-digit gender gap on perceptions of gender discrimination is evident across all generations as well as across partisan groups. - Pew Research Center Surveys, 2014

What studies reveal Women and men are seen as equally good business leaders, but gender stereotypes persist. Most Americans (54%) say men would do a better job running a professional sports team, while just 8% say women would be better at this. And a 46% plurality also give men the edge when it comes to running a large oil or gas company. But the public is two and a half times more likely to say a woman, rather than a man, would do a better job running a major hospital or a major retail chain. - Pew Research Center surveys, 2014

What studies reveal Women have also made inroads into managerial positions and professional fields in recent decades. In 2013, over half of managerial and professional occupations in the U. S. (52. 2%) were held by women, up from 30. 6% in 1968. Even so, women continue to lag far behind men in senior management positions.

What studies reveal It’s also not all about work-life balance. While economic research and previous survey findings have shown that career interruptions related to motherhood may make it harder for women to advance in their careers and compete for top executive jobs, relatively few adults in the new Pew Research survey point to this as a key barrier for women seeking leadership roles. - “On Pay Gap, Millennial Women Near Parity – For

What studies reveal Women leaders are more assertive and persuasive, have a stronger need to get things done and are more willing to take risks than male leaders. . Women leaders were also found to be more empathetic and flexible, as well as stronger in interpersonal skills than their male counterparts. . enabl[ing] them to read situations accurately and take information in from all sides. . .

14 Comparative excellence: Politics

Comparative excellence: Organizations 15

Contextual reflection 16

Leadership is defined as… Directing & coordinating group activities (Fiedler, ‘ 67) Influencing others to achieve a common goal (Northouse, 2004) Building networked relationships to enhance cooperation (Day, 2001) Leadership is an ability of a person to define vision, mission and goals of an organization and influence people to achieve them.

Women leadership issues… Socio-Cultural Professional/ career opportunities Competency based Attitudinal Performance Family Political Gender, education etc.

Leaders vs. Managers 22 Leaders Managers innovate administrate focus on people inspire trust have a long-range view ask what and why have eyes on horizon originate challenge status quo on systems and structures rely on control have a short-range view ask how and when have eyes on bottom line initiate accept status quo

Essential tasks of leaders Institution Building Vision Building Climate Building Goal Setting Establishing/Affir ming Values Motivating Communicating Resolving Conflict Serving as a Symbol Representing the Group/Unit/Organ. Evaluating

Leadership Traits visionary co-operative Inspiring Broad minded Intelligent Communicator supportive Competent Courageous Integrity Caring

Women leadership traits Assertive Persuasive Stronger Commitment Flexible Interpersonal skills "I'll show you" attitude Risk taker Inclusive - Caliper study , 2005

Contemporary findings on leadership people want their leaders to be credible leaders are Øhonest, Øforward-looking, Øinspiring, and Øcompetent 1980 s - James M. Kouzes and Barry Z Posner survey more than 1, 500 managers and find that the top four traits.

Recalling leadership theories Trait (’ 20 s – ’ 30 s) -> dead end E. g. height / weight / ambitious / gender Behavioral (’ 50 s – ’ 60 s: Ohio state, Fleishman & Harris, ’ 62) Consideration / initiating structure (LOQ) Contingency (’ 60 s – ’ 70 s: U. MI; Fiedler ‘ 67) Situational leadership (Hersey & Blanchard, 77) Path -> Goal (House & Mitchell, ’ 74) - Ethical ( Allen Chapmen, 2006) - Situational (Hersey and Blanchard’s, 1980 ) Trait (again!) Charismatic Transformational v. transactional (Bass, ’ 06)

Leadership behavior (The Michigan Study) Leadership Styles (Orientation) Employee-oriented Leaders who focus on the individuality and personality needs of their employees and emphasize building good interpersonal relationships. Job-centered Leaders Leader who focus on production and the job’s technical aspects.

The Managerial Grid Concern for people High 9 8 7 9, 9 Team management Work accomplishment is from committed people, interdependence through a “common stake” in organization purpose leads to relationship of trust and respect 1, 9 Country club management Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo 6 5, 5 Organization Management Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 5 4 3 2 Low 1 1, 1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1 Low 2 3 4 5 9, 1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree 9 8 6 7 Concern for production High

Transformational leadership behaviors Leadership actions that involve influencing major changes in the attitudes and assumptions of organization members and building commitment for the organization’s mission, objectives, and strategies.

Transformational leaders Stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity. Help followers grow and develop into leaders by responding to individual followers' needs by empowering them and by aligning the objectives and goals of the individual followers, the leader, the group, and the larger organization.

Becoming a transformational leader Articulate a clear and appealing vision. Explain how the vision can be attained. Act confident and optimistic. Express confidence in followers. Provide opportunities for early successes. Celebrate successes. Use dramatic, symbolic actions to emphasize key values. Lead by example. Empower people to achieve the vision.

Hershey–Blanchard Situational Leadership Model A model aims to provide a practical way for leaders to decide how to adapt their style to the task. Model focuses on four leadership styles Ø The delegating leader lets the members of the group decide what to do. Ø The supporting (participating) leader asks the members of the group what to do, but makes the final decisions. Ø The coaching (selling) leader makes the decision but explains the reasons. Ø The directing (telling) leader makes the

Applying the Situational Leadership Model

How to Improve Your Leadership Skills Skill 1: Think Like a Leader Identify what is happening Explain why it is happening Decide what you are going to do about it Skill 2: Use an Appropriate Leadership Style Leaders usually fit their style to the situation. Different leadership styles are appropriate to different situations Skill 3: Pick the Right Leadership Situation

How to Improve Your Leadership Skills Skill 4: Build Your Power Base Bolster your leadership potential by enhancing your authority (increasing your power) Skill 5: Exercise Better Judgment Decisiveness and good judgment (“cognitive ability”) are important leadership traits Skill 6: Improve Leadership Traits and Skills Exhibit self-confidence

Competencies for next generation leaders Skills in critical evaluation of the context – and problem finding Visioning and transformational Managing relations or interpersonal sensitivity Exemplary personal behavior Empowering skills High EQ and PAQ Pro-active Team work

Effective Nepali Leadership 38 A Change Agent Team worker: Sets Objectives, Policy, Strategies Goals, and Monitor : Motivator : Encourages workers Benevolent: Rewards for achievements Hardhearted : Punishes for deliberate Evaluates results/maintains discipline

Effective Nepali Leadership 39 Accountable Decides promptly and does what s/he speaks Acts as civil servant not a master Adopts positive attitude Acts as non-partisan democrat Owns the responsibility of actions

A Leader is a Learner of People Situation Possibilities …and DEALER of HOPE !

"Just as the diamond requires three properties for its formation—carbon, heat, and pressure—successful leaders require the interaction of three properties— character, knowledge, and application (BE-KNOW D 0). Like carbon to the diamond, character is the basic quality of the leader. . But as carbon alone does not create a diamond, neither can character alone create a leader. The diamond needs heat. Man needs knowledge, study and preparation. . The third property, pressure—acting in conjunction with carbon and heat —forms the diamond. Similarly, one’s character attended by knowledge,

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