Are You Picking the Right

Leaders?

GROUP 12
Supriya Sahu
Shruti Goswami
Vinay Kataria
Arshad Abbas Md.
Faiyaz Faruque.
Leadership – Not a Cakewalk for sure
 A Complex Multifunctional capability

 One should realize that the traits of a person which help him
succeed in a Particular situation may not always work for him
given a different situation.

 A Successful Leader is one who

◦ is able to adapt his working style to the different working
conditions
◦ motivate his fellow workers to go ahead in achieving their
goal.
Leadership and its nuances
 Many a times it is seen decisions being taken about candidates
based on Distorted information, known as the “HALO EFFECT” .

 When it comes to hiring and promoting, it is often seen that a

candidate is evaluated by top mgmt level by overvaluing his
skill and traits while overlooking others.

 Familiarity And Similarity : It is often seen that a Team leader

often back people who are like minded.

 Being a Team Player : We often come across situations where

the team leader is not able to take decisions on his own he is
dependent on his group to take decisions.
 Qualities to be looked for in
Potential Leaders
 Inspire not Command :

A good leader is one who inspires his followers.

“A Leader is best when people barely knows he exists when
his work is done , his aim fulfilled, they will say : we did it
ourselves”-Lao Tsu.

 Have Confidence and Belief:

Unless a Leader has a clear vision as to where he wants to go,

it is impossible in his part to make others follow.
 Qualities…. Contd..
Be willing to admit mistakes:
He / She should not hesitate to consult his peers and subordinates for fresh
ideas.
A Leader should ignore his ego, when coming to admit his mistakes.

 Delegate where Appropriate:

A Leader should not do the tasks assigned to his workers.
People need to feel valued and given responsibility.

“Leadership is getting someone else do something you want done

because he wants to do it”. Dwight D. Eisenhower.
Learn from Others:
A good leader should be constantly learning and improving.

Good leadership requires wisdom and humility to learn.

Leadership Styles
 Leadership Styles

Leadership style is the manner and approach of providing

direction, implementing plans, and motivating people.

The three major styles of leadership are :-

 Authoritarian (autocratic)
 Participative (democratic)
 Delegative (or free Reign)
 Paternalistic
Leadership Styles
Leadership Evaluation Process
 Self-Evaluation :

• Self-evaluation is a part of the system for both entry and experienced

employees.
• Self-evaluation is a process whereby individuals access their
performance related to standards and objectives.
• Self-evaluation promotes self-awareness and provides data for
performance enhancement.
• The employee takes responsibility for bringing self-evaluation data to
the  attention of the supervisor during performance enhancement
conferences.
Leadership Evaluation Process
 Annual Appraisal

The final appraisal conference should follow the

strategic planning and budgeting cycle generally
completed in February-March.
During the discussion, the supervisor and employee will
determine the final ratings on each of the standards. After the
supervisor completes the forms and both the supervisor and
the SAMP employee sign them, they are placed in the
employee's personnel file.
Leadership Evaluation Process
 360 Degree Feedback :
360 degree feedback, also known as 'multi-rater feedback',
is the most comprehensive appraisal where the feedback
about the employees’ performance comes from all the
sources that come in contact with the employee on his job

 360 degree respondents for an employee can be his/her

peers, managers (i.e. superior), subordinates, team members,
customers, suppliers/ vendors - anyone who comes into
contact with the employee and can provide valuable insights
and information or feedback regarding the "on-the-
job" performance of the employee.
Leadership Evaluation Process
 360 degree appraisal has four integral components:

1. Self appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
4. Peer appraisal

 Self Appraisal gives a chance to the employee to look at

his/her strengths and weaknesses, his achievements, and
judge his own performance. Superior’s appraisal forms the
traditional part of the 360 degree performance
appraisal where the employees’ responsibilities and actual
performance is rated by the superior.
Leadership Evaluation Process
 Subordinates appraisal gives a chance to judge the employee on
the parameters like communication and motivating abilities,
superior’s ability to delegate the work, leadership qualities etc.
 Peer Appraisal Peers also known as internal customers, the
correct feedback given by peers can help to find employees’
abilities to work in a team, co-operation and sensitivity towards
others.

 360 degree performance appraisal is also a powerful

developmental tool because when conducted at regular intervals
(say yearly) it helps to keep a track of the changes others’
perceptions about the employees. Some of the organizations
following it are Wipro, Infosys, and Reliance Industries etc.
 Prospects and Pitfalls of 360
Degree Evaluation Process
 360-degree feedback provides a better understanding of
individuals performance at work
 360-degree feedback provides a multifaceted view about the
employees from different sources
 360-degree feedback provides increased the understanding
about one's role expectations
 360-degree feedback reduces training costs by identifying
common development needs.
 It promotes better Communication within departments
 360-degree feedback ensure better interpersonal relationship
and group cohesiveness
 It promotes self-directed learning and provides a road map
for employee's development planning
 Prospects and Pitfalls of 360
Degree Evaluation Process
 Effective follow-up is the prime requirement of 360-degree
feedback. Failure in follow-up may cause more harm than
good
 The 360-degree feedback is time consuming and cost
consuming assessment process. Without having adequate
resource to implement the process, it will end up nowhere
and develop financial burden to organisation
 The trust and confidence on the employees who undergo
this feedback assessment process is a determinant factor in
its outcome. Many consider this appraisal as tool for
downsizing.
 Many times the confidentiality of the appraisal cannot be
ensured from the HR department
Leadership Evaluation Process
 Rating System:
To rate human behavior is difficult at best.
A majority of the indicators should represent the typical
employee performance.
The rating scale for competency in each of the standards for
both Entry and Experienced Leaders follows.
Leadership Evaluation Process
 Exemplary: Consistently exceeds standards and expectations
for performance; demands excellence for self and others; .
 Highly Effective: Consistently meets and sometimes exceeds
standards and expectations for performance within the District .
 Effective: Regularly
meets and sometimes exceeds standards
and expectations for performance within the District.
 Needs Improvement: Exhibits minimum quality performance in
relation to standards and expectations; continues or begins to
develop as a SAMP employee in the District. 
 Unsatisfactory: Needs assistance to improve to an acceptable
level of performance in relation to standards and expectations
for SAMP employees within the District
Leadership Evaluation Process
 Prerequisites:
 Top Management Support
 Confidence of employees on the appraisal
methodology
 Objectives need to be measurable with performance
requirements clearly stated.
 A detailed plan of implementation
 Collaboration between superior and subordinates
 Some prior experimentation and positive experiences
Clear organizational philosophy and policy objective