Leadership and Organisation Effectiveness

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I presented my research work in International Conference, describes the Leadership Style and Organisational Effectiveness in Delhi NCR. An attempt was made to determine if there is a significant relationship between leadership styles in relation to Organisation Effectiveness. A total of 67 randomly selected leaders from the Delhi NCR completed leadership style and Organisational Effectiveness questionnaires. The data indicate that in Delhi NCR: (a) leadership styles included directive, supportive, participated and action-oriented leadership. The most common leadership style among is directive leadership style. (b) there is no relationship between directive leadership styles and organisation effectiveness. (c) There is no relationship between action-oriented leadership style and organisation effectiveness.

Keywords: Leadership style, Organisation effectiveness

  1. Introduction : Success or failure of organisations, is a result of both the leaders and followers’ roles (Avolio & Reichard, 2008). In management and organisational behaviour literature, the focus is largely on the concept of leadership (Shondrick & Lord, 2010). Dixon and Westbrook’s (2003) findings validated Kelley’s idea of the existence of leadership in all organisational levels. It is believed that a focus on leadership will enhance our understanding of the leadership process because the operation of each is dependent on the other (Henry, 2012).Paper focus on 4 style of Leadership

Directive leadership is task-oriented and includes setting performance goals and reviews, facilitation, discipline and rewards.Supportive leadership is people-oriented and describes a friendly and approachable leader who creates a pleasant work environment based on mutual respect, no hierarchy, and employee satisfaction. Participative leadership involves employees in decision making and encourages employee suggestions and involvement. Achievement-oriented leadership involves employee performance reviews, including goals, efficiency, improvement, responsibility and accomplishment. In this model, the relationship between style and effectiveness relates to employee characteristics and the employees work environment.

 Anubha Walia is an International Trainer, Facilitator and OD Specialist is a founder of PrisScreen Shot 2015-01-11 at 4.14.00 pmm World Pvt Ltd, specialises in Human Process Facilitation carries rich experience in Trainings & Quality. Her expertise includes Human Process intervention, Followership & Leadership, Team building and Quality Change Agent specialist. She is actively engaged in research work on Followership (first lady from INDIA) and associated with prestigious international clients in various Human Process Intervention programs specifically to improve the business performance, team building & workplace transformation, acquired proficiency on creativity and uses her potential to nurture clan and generation. https://sites.google.com/site/anubhawalia   about.me/anubhawalia

If you want to read the full paper https://www.researchgate.net/profile/Anubha_Walia3?ev=hdr_xprf, please mail me at anubha@prismphilosophy.com. visit http://www.prismphilosophy.com

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Building High-Performance​ Team

Three key characteristics of High-Performance Team building was observed during our session with senior professionals were  ENCOURAGEMENT, COMMUNICATION, TRUST.

We ensured Team members are coached regularly by us. Team Leader was encouraged on an ongoing basis by giving clear direction by using clear communication.  This leads to building trust within the team. Usually, lifestyle | noveltiesits has been observed Leaders have to cross the journey of their  POTENTIAL TEAM to REAL TEAM to HIGH-PERFORMANCE TEAM, just by three step:

1- Encourage your team member to identify their skill set

2- Communicate what you as leader expect from your team member and

3- Trust your team and your own action.

and Then see High Performance in your team. If you looking for training session for your team contact, enquiry@prism-global.org.

Anubha WaScreen Shot 2015-01-05 at 10.56.43 amlia Founder of Prism World Pvt.Ltd is International Trainer in Leadership, Change Management, Quality Program and Facilitator
r to GenX&Y. Her views can be seen in prismtrainingworld.wordpress.com, you can visit http://www.prismphilosophy.com and can contact her at anubhawalia@gmail.com

Why Negotiation Fails

Hi friends, I have been training on the most required topic on Negotiation skills in the various industry to Senior and middle management. Indeed the most interesting required subject, used by each one of us on day to day basis but sometimes FAILS or it’s not as per our value …… It becomes difficult to be working towards Creating Value or Claiming value. Expanding your pie is a great task in negotiation by making another party happy too. But Still Why Negotiation fails. Great thoughts from my trainees who actually helped in pen down what usually lacks in failed negotiation :

– Lack of Preparation

  • Fail to use tactics ( Poor little me, Nibble, Straw Man, Switching, Good cop Bad cop….)

  • Understanding need of other and

-Competing approach

Please remember – No two negotiations are same but it all depends on what’s your own goal with the negotiation you are dealing with. I have always worked on  22 ‘don’ts’ from Krauthammer’s Research and Development cellar.i.e

  1. make this a single-issue process – “price agreement or nothing”
  2. be single-intention when considering a particular element, such as price, “this price, no lower/no higher or nothing”
  3. horse trade – unless of course, you are selling a horse
  4. unveil or limits too early – or bluff on those limits
  5. force an agreement to the detriment of the relationship (‘one-shot’ versus ‘partnership’) – this approach will also mean that even this particular agreement is a fragile one
  6. consider the goal as being a one-side victory – for your side
  7. underestimate, or fail to foresee, what the consequences of a breakdown could cost
  8. put out all your arguments from the beginning (the ‘bombardment through argumentation’ approach)
  9. talk to fill the gaps
  10. fail to understand the ‘why’ behind the reaction of the other party
  11. polarise your behavioural approach using EITHER ‘hard approaches’, like battle or power, OR ‘soft approaches’, like exchange or circum navigation
  12. accept no concessions
  13. neglect to seek a quid pro quo for every concession you make
  14. give nothing away, when the other party considers it important that you should
  15. insist upon or demand something which costs the other party
  16. block on a disagreement
  17. use moral blackmail
  18. seek only your personal interest
  19. mask your interests and reveal nothing
  20. focus on standpoints
  21. devalue or denigrate the product, service or offer of the other party to heighten your own power so as not to expose yourself to a block “in that case, no sale!
  22. shy away from confrontation and contestation where this is clearly called for.

Anubha Walia (https://about.me/anubhawalia) is leading Trainer in Negotiation skills training with another key topic i.e Team Effectiveness, Creative problem solving, Leadership. Founder of Prism Training and Consultancy, she has not only worked with some top brands in India and Abroad by  Human Process Intervention and but also her impressive client portfolio has made her stand apart by her engaging skills with participants. http://www.prismphilosophy.com

OD Initiative brings ASPIRE

We Prism have successfully Step ahead On Organisation Development Project on the APPROACH MODIFICATION model focusing Top the Management

After doing Action Research, we Identified Values of the organisation i.e. ASPIRE ( Agility, Safety, Performance, Integrity, Respect, Environment).

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Prism Team with CEO of Leading Export house. For more information and projection execution please contact training@prismphilosophy.com

Its very much clear that the most successful organisation— whether in manufacturing, finance, telecommunications, or the public sector—are deeply committed to the disciplines of lean management. The flexibility to respond to changing market demands and deliver what customers value as efficiently as possible is key. Prism has initiated Lean Charter in leading export house where everyone from the front line to the CEO knows after session how to see problems, solve them, and push the organization to improve. Working with greatest sense of purpose, so that people understand where the top team wants to take the company and how they can help get there. Together, these elements must manifest in organizational systems, with people and processes all working together for the same purpose, from the CEO to the front line with help of PRISM Consultant and started with BACK TO BASIC by

– Identifying Value

– Leading and contributing fullest to their potential

-Connecting Strategy, Vision and Mission

-Discovering better way of working

Visit http://prismphilosophy.com/about/

OUR VIEW vs OTHERS VIEW

OUR VIEW vs OTHERS VIEW

Today I am sharing with your perspective of how you can be Empowered – GAPS GRID. This provides information on identifying development directions and tapping into what motivates you. The left side of the grid shows individual current state and right-hand side of the grid shows where an individual wants to go. Analyse how you see yourself and how others see you with what matters to you and what matters to other. If same is identified you can work towards the achievement of goals leading to empowering yourself.

Attend Personal effectiveness training program of #Anubha https://about.me/anubhawalia or visit http://prismphilosophy.com/about/and get enlightened.

Presentation skills Tips

Do you get cramps in your stomach before any presentation? It’s quite natural. I am sharing with you my own experience of 4T concept. Before the start of your session PREPARE your presentation by considering 4T i.e

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USE OF FLIPCHART FOR OBJECTIVES & EXPECTATION

  • Tell what you are going to tell
  • Tell Objective in the flip chart and write expectation from participants
  • Tell about the body with bullet points in form of Road Map
  • Tell what you have told them in conclusionPrism Training team of Manufacturing sector
    Prism Training team of the Manufacturing sector

Changing Behaviour in Change Management program is a task

Change Management program for the multinational company in global water, fluid, thermal management, and equipment protection with $8 bill turnover having a presence in 40 countries with a focus on “change is the only thing which is constant” was successful with two concept

1- After every 2 hrs Facilitator #Anubha http://about.me/anubhawalia Changed group and setting of seating from Custer to a straight line to U share to Stand-up setup.

2- Using Buzz, video, Game, self-reflection and role play methodology made 125 trainees learn in the absolutely different way for the betterment of the organisation.

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Moment Of Truth by Axis Bank

The most interesting moment during training when trainees during buzz method identified 30 moments

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of truth that can be  used by Banking sector team. Best MOT was “clicking kids instant photograph when they come for opening kiddi account and pasting on notice board. Great thoughts and excitement was running during the session.

SIMILARITY & DIFFERENCE BETWEEN LEADER and MANAGER

Difference between Leaders and Managers

LEADER

MANAGER

Vision

Charisma

Inspiration

Coaching

Empowerment

Strategy

Long-term

Big picture

Direction

Formulation

Think radically

Follow their own intuition

Budget

Phlegmatic

Perspiration

Telling

Control

Tactics

Short term

Details

Execution

Implementation

Think incrementally

Follow company policy

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A similarity between Leaders and Managers

LEADER

MANAGER

They have the designation.

Both are efficient

Both have knowledge and skills

Have a kinesthetic feel, a sense of movement

Both work in the unexplored territory

Both focus on planning