PERSONALITY DEVELOPMENT

(LEADERSHIP)

Dr. Lalrintluanga Sailo

Assistant Professor
2 Introduction
 Leading a team or group is a real skill that
takes time, thought and dedication.
 Leadership is the most studied aspect of
business and organization because it is the one
underlying factor that makes the difference
between success and failure.
 There are some common traits in the lives and
careers of all successful leaders.
 Leadership traits are human qualities that are
of great value to a leader.
3 A Leadership Story:
 A group of workers and their leaders are set a
task of clearing a road through a dense jungle
on a remote island to get to the coast.
 The leaders organize the labour into efficient
units and monitor the distribution and use of
capital assets – progress is excellent.
 The leaders continue to monitor and evaluate
progress, making adjustments along the way to
ensure the progress is maintained and
efficiency increased wherever possible.
 Then, one day amidst all the hustle and bustle
and activity, one person climbs up a nearby
tree. The person surveys the scene from the
top of the tree.
4 A Leadership Story:
 And shouts down to the assembled group
below…
 “Wrong Way!”
 (Story adapted from Stephen Covey (2004)
“The Seven Habits of Highly Effective People”
Simon & Schuster).
 “Management is doing things right, leadership
is doing the right things”
(Warren Bennis and Peter Drucker)
5 TYPES OF LEADERSHIP
 Autocratic Style:
 Leader makes decisions without reference to
anyone else
 High degree of dependency on the leader
 Can create de-motivation and alienation
of staff
 May be valuable in some types of business
where decisions need to be made quickly
and decisively
6 TYPES OF LEADERSHIP
 Democratic Style:
 Encourages decision making from different
perspectives – leadership may be
emphasized throughout the organization.
 Consultative: process of consultation
before decisions are taken
 Persuasive: Leader takes decision and
seeks to persuade others that the decision

is correct
7 TYPES OF LEADERSHIP
 Democratic Style:
 May help motivation and involvement
 Workers feel ownership of the firm and its
ideas
 Improves the sharing of ideas and
experiences within the business
 Can delay decision making
8 TYPES OF LEADERSHIP
 Laissez-Faire:
 ‘Let it be’ – the leadership responsibilities
are shared by all
 Can be very useful in businesses
where creative ideas are important
 Can be highly motivational, as people have
control over their working life
 Can make coordination and decision making
time-consuming and lacking in overall
direction
 Relies on good team work
 Relies on good interpersonal relations
9 TYPES OF LEADERSHIP
 Paternalistic:
 Leader acts as a ‘father figure’
 Paternalistic leader makes decision but may
consult
 Believes in the need to support staff
10 Important Leadership Traits
 Alertness. In a given situation a leader is
always offered number of fleeting
opportunities. Alertness of mind is what helps a
leader to pick up these opportunities at the
right time and exploit the situation to his/her
own advantage.
 Bearing. Denotes desirable physical
appearance, dress and deportment.
 Dependability. You cannot get very far in any
sphere of activity without reliability. Make a
practice of carrying out all instructions and
plans of your superiors to the best of your
ability, and always on time. ‘Business before
self’ should be the rule.
11 Important Leadership Traits
 Courage. Courage gets its strength from
spiritual and intellectual sources. The way in
which these spiritual and intellectual elements
are blended, produces roughly two types of
courage. The first is emotional state which
urges a man to risk injury or death and is
physical courage. The second, a more
reasoning attitude which enable him coolly to
stake career, happiness, his whole future on his
judgment of what he thinks either right or
worthwhile is moral courage.
12 Important Leadership Traits
 Initiative. Initiative is the willingness to act or
offer well considered recommendations in the
absence of orders. It should always be done
right away what you might have done later.
 Integrity. As a leader one has to be honest,
not only to oneself but to the men one leads
and the people with whom one works.
 Sense of Humour. The ability to appreciate
the many amusing or lighter moments in
everyday, life especially those which pertain to
the leader himself. It is also the ability to
remain cheerful under stress.
13 Important Leadership Traits
 Other Useful Traits:
1. Truthfulness - In word and action.
2. Team spirit - Standing firmly for
ones group.
3. Patience - Waiting expectedly,
tolerance, giving
time to others etc.
4. Self-confidence- Being sure of oneself even
in
emergency.
5. Maturity - Facing any situation
with calm and
coolness and arriving at a
14 Five Levels of Leadership
1. Position-
 Rights- People follow because they have to.
 Your influence will not extend above the lines of
your job description. The longer you stay here,
the higher the turnover and lower the morale.
 Accept responsibility
 Do your job with consistent excellence
 Do more than expected
 Offer creative ideas for change and improvement
 A real leader knows the difference between
being the boss and being an leader......
15 Five Levels of Leadership
1. Position-
 The boss drives his workers; the leader coaches
them.
 The boss depends on authority; the leader on
goodwill.
 The boss inspires fear; the leader inspires
enthusiasm.
 The boss says “I” ； the leader-“We.”
 The boss fixes the blame for breakdown; the
leader fixes the breakdown.
16 Five Levels of Leadership
2. Permission-
 Relationships- People follow because they
want to.
 People will follow you beyond your stated
authority. This level allows work to be fun.
 “People don't care how much you know until
they know how much you care."
 Leadership begins with heart, not the head.
17 Five Levels of Leadership
2. Permission-
 Time, Energy and Focus are placed on the
individual's needs and desires.
 Make those who work with you more successful.
 See through other people's eyes.
 Do “win-win” or don't do it.
 Include others in your journey
 Deal wisely with difficult people.
18 Five Levels of Leadership
3. Production-
 Results- People follow because of what you
have done for the organization.
 Initiate and accept responsibility for growth.
 Develop and follow a statement of purpose.
 Develop accountability for results, beginning
with yourself.
 Know and do things that give high return.
 Communicate strategy and vision of the
organization.
 Make the difficult decisions that will make a
difference.
19 Five Levels of Leadership
 The major difference between level 2 and 3:
 Relationships - People get together just to get
together.
 The commitment to get to know people behind their
job, title, role and function.
 In intimate situations, you must be trustworthy,
because you know that you are bound to your team in
the long run by your shared purpose.
 Results- People get together to accomplish a
purpose.
20 Five Levels of Leadership
4. People Development-
 Reproduction - People follow because of what you
have done for them.
 Long-range growth
 Commitment to developing leaders will ensure growth
to the organization.
 Continue what you do to maintain this achievement.
 A leader is great, not because of his/her power, but
because of his/her ability to empower others.
21 Five Levels of Leadership
4. People Development-
 Realize that people are our most valuable asset.
 Place a priority on developing people.
 Be a Model for others to follow.
 Expose key leaders to growth opportunities.
22 Five Levels of Leadership
5. Personhood-
 Respect - People follow because of who you are
and what you represent.
 Followers are loyal and sacrificial
 You become sought out by others
 You have mentored and molded others over time.
23 Integrity
 The most important ingredient in leadership.
 The state of being complete, unified
 Words and actions must match.
 Integrity binds our person together and fosters
a spirit of contentment within us.
 When integrity is the referee, we will be
consistent; our beliefs will be mirrored by our
conduct.
 Builds Trust
 Helps a leader be credible not just clever
24
YOU WILL ONLY BECOME WHAT YOU
ARE
BECOMING RIGHT NOW

Though you cannot go back and make a

brand
new start, my friend.
Anyone can start from now and make a
brand
new end
(Maxwell, 1993)
25
Profile of leaders in trouble
 Poor understanding of people
 Lacks imagination
 Has personal problems
 Passes the buck
 Feels secure and satisfied
 Is not organized
 Flies into rages
 Will not take a risk
 Is insecure and defensive
 Stays inflexible.
 Has no team spirit
 Fights change
26 Problem Solving
 Four reasons why people do not perform the
way they should
1. They don't know what they need to do
2. They don't know how to do it
3. They don't know why they should
4. There are obstacles beyond their control
27 Attitude
 Our attitude is our most important asset
 “What lies behind us and what lies before us are
tiny matters compared to what lies within us.”
Walt Emerson (n.d.).
 “Life is 10 percent what happens to me and 90
percent how I react”
 We are 100% responsible for our attitudes
 The pessimist complains about the wind
 The optimist expect it to change
 The leader adjusts the sails
28

 As leaders, we need to do the following:

 Give credit for suggestions
 Correct grievances
 Encourage others
 Don't criticize others in front of others
 Ask other's their opinions
 Give positive feedback when demonstrated
 Don't show favoritism