Thought Leaders

7/31/2019 Thought Leaders

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THOUGHT LEADERS&LEADING THOUGHTS

Presented by

Rosy Barik(311SM1003)

Sourav Dash(311SM1006)

Kshyanaprava Mohanty(311SM1013)

Soumya Ranjan Sahu(311SM1022)

Deepti Ranjan Sahoo(311SM1025)

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PETER SENGESVIEW

Leadership is about enhancing the collective

capacity to do better things.

Organizations and communities rarely lack talentedindividuals, but they frequently fail to bring those

talents together to a powerful collective force.

Senges criticism to traditional view

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FIVE DISCIPLINES

Personal Mastery

Building Shared Vision

Surfacing and Testing Mental Models

Promoting Team Learning Systems Thinking

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JIM COLLINSS VIEW

Focuses on Level 5 Leadership.

Level 1: Highly Capable Individual

Level 2: Contributing Team Member

Level 3: Competent ManagerLevel 4: Effective Leader

Level 5: Executive

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CONTD

Because of the outstanding level 5 leadership,

leaders have two qualities:-

Intense Professional:- will create superb results,demonstrate an unwavering resolve and setting

high standards.

Personal humility:- compelling modesty; a quiet,

calm determination rather than a reliance on

charisma; and an emphasis on ambition for the

company, not self.

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REGREVANSVIEW.

Conditions, constrains and demands upon the

leaders and managers.

Favors tool culture (practical) rather than book

(theoretical) culture.

Complaint about the traditional leadership.

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ACTIONLEARNING

A process that involves a small group working onreal problems, taking action, and learning as

individuals and as a team which involves

-Honesty about self

-Seeing action, not thought as defining characteristics

of human beings,

-Seeing the purpose of such action as long doing the

some good in the world or organization .

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CONTD

Difference between Puzzle and Problems

Puzzle:- Solution can be found by applying

P(Knowledge of the past)

Problem:-Solution can be found by applying

Q(Questioning insight)

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BILL DRATHAND CHUNK PALUS

The distinction between traditional views and those of

Drath and Palus views are:-

The dominance and social influence or traditional view

of leadership sees people as essentially passive, needing

to be motivated.

The 'meaning-making' view assumes that people are

active, always doing something and need no

motivation.

They focus on leadership processes rather than the

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RELATIONAL LEADERSHIP.

Drath continues the theme of leadership being relational

and not personal.

In this view, leadership is not about individuals, but an

aspect of community (team, group, organisation,

association, nation, culture) to which many individuals

make specific contributions .

Drath identifies three levels or principles of leadership.

- Personal dominance.

- Interpersonal influence.

- Relational dialogue.10


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FOURSUGGESTIONS.

Cultivate the sense making process

Explore narrative modes of understanding

Develop the capacity for dialogue

Increase personal responsibility for leadership.

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RONALD HEIFETZSVIEW

Distinguishes between LEADERSHIP and

AUTHORITY

Authorities can resolve technical problems, but adaptive

problems can only be solved by the leaders.

Leadership is about adaptation, risk and learning.

Leadership often does not come from high office, which

is more preoccupied with responsibility and authority

rather than leadership.

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CONCLUSION

A person can become a successful leader if and only if the personhas knowledge and must know the right place to apply theknowledge successfully.

The leader must be perfect in the followings things:-

-Planning

-Organizing

-Staffing

-Directing

-Controlling

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THANK YOU..

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Documents

Thought Leaders