1. Dr. Win MaungM.B.,B.SMPAMDevS

2. Changing roles and PerceptionWhat is Difference?IndividualContributor Uses technicalskills Focuses onassigned tasks Follows managerspath and visionWorks along sideteam members Recognized forindividualcontributionsManager Uses managerial andtechnical skills Focuses on gettingwork done through theteam Follows leaderspaths & create ownteams path Builds teams skillsand gives regular feedback Recognizes forteams contributions/recognizes individualsLeader Uses leadershipand managerial skills Focuses on gettingwork done throughdepartment Sets vision andworks to get others tofollow Drives strategicobjectives & solicitsregular feedback Recognizesdepartments fortheir contributions 3. Skills needs change over careerImportance courseHighLowIndividualContributorLeadership SkillsManagerial SkillsTechnical SkillsManager Executive 4. Manager vs. Leader CompetenciesA MANAGERHas a short-range perspective.Plan how and when.Eyes the bottom line.Imitates others.Accepts the status quo.Does things correctly.Seeks continuity.Focuses on goals for improvement.Power is based on position or authority.Demonstrates skill in technicalcompetence.Demonstrate skill in administration.A LEADERHas a long-range perspective.Asks what and why.Eyes the horizon.Originates.Challenges the status quo.Does the correct things.Seeks change.Focuses on global innovation.Power is based on personal influence.Demonstrates skill in selling thevision.Demonstrates skills in dealing withambiguity. 5. Manager vs. Leader CompetenciesA MANAGERDemonstrates skill in supervision.Works toward employee compliance.Plans tactics.Sets standard operating procedures.Relies on analytical decision makingstyle.Is risk cautious.Uses a transactional communicationstyle.Mostly uses an informational base ofdata and facts.Builds success through maintenance ofquality.A LEADERDemonstrates skill in persuasion.Works toward employee commitment.Plan strategy.Sets policy.Relies on intuitive decision-making style.Takes necessary risks.Uses a transformationalcommunication style.Uses an informational base, includinggut feeling.Builds success through employeecommitment. 6. Manager vs. Leader CompetenciesA MANAGERDoes not want to experience anarchy.Plans, budgets, and designs detail steps.Sets standards of performance.Develops the detailed plan to achieveresults.A LEADERDoes not want to experience inertia.Develops the vision and the strategiesto achieve it.Sets standards of excellence.Develops the future direction bygathering future trends. 7. The Foundations of Leadership ModelLeadershipDimensionSELF OTHER COMPANYDevelopment Priority Brand Coaching CommunicationLEAD SELFGreat leaders are clear about their most important passions, and rely uponthese to set their priorities and guide their day-to-day actions.It is through the consistent and visible application of these passions that theleader sets a standard for others and creates a strong personal leadershipbrand. 8. The Foundations of Leadership ModelLEAD OTHERSGreat leaders help others perform at their very best. They do this bychallenging, encouraging, supporting and constructively confronting others.They do not try to fix others or solve their problems. They act as coaches tohelp others gain new perspectives, energy and commitment.LEAD COMPANYGreat leaders understand that changes is inevitable and seeks to acceleratepositive change throughout as much of their team and the organization aspossible. They do this by communicating in ways that inspire others to aligntheir talents and best efforts in the concerted action needed to make thischange happen. 9. LEADERSHIP BEHAVIOUR SCALE1. External Orientation/ Global Business Knowledge2. Strategic Thinking3. Deliver Results4. Customer Focus5. Managerial Courage6. Approachability and Trust7. Self Management and Development8. Creativity and Innovation9. Communicating Vision and Strategic Purpose10. Change and Transformation11. Building High Performance Teams12. Developing People13. Diversity and Inclusion 10. 1. External Orientation/ Global Business KnowledgeBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Relies on pre-existing assumptions and closesmind to new information. Maintains an internal focus at the expense of thewider external view. Close down or quashes the ideas of others bydismissing them at an early stage as not, forexample, being pragmatic. Uses out of date information and anchors theirideas on this. 11. 1. External Orientation/ Global Business KnowledgeBehavior Indicator1. High Level2. Adding Value3. Awareness Conducts a narrow information search, missing outimportant sources or relevant categories ofinformation about the specific task at hand. Understands the importance of establishing thebig picture information. Relies on existing concepts rather than generatingideas. Finds it difficult to grasp the concepts of others.4. Limiting 12. 1. External Orientation/ Global Business KnowledgeBehavior Indicator1. High Level2. Adding Value Uses sufficient sources of information to arrive at acomprehensive understanding of the specific task athand. Seeks information about the external market andglobal issues specifically effecting organization/company. Develops ideas and concepts around the issues inhand. Finds it difficult to grasp the concepts of others.3. Awareness4. Limiting 13. 1. External Orientation/ Global Business KnowledgeBehavior Indicator1. High Level Builds own awareness of the bigger, global pictureby using a broad range of sources to gather data. Searches broad market information to assist in thecreation and assessment of strategy. Generates new ideas and innovative solutionsbased seemingly unconnected information. Able to assess market potential of new ideas.2. Adding Value3. Awareness4. Limiting 14. 2. Strategic ThinkingBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Adopts a single plan or strategy withoutconsidering alternative views or ideas. Rejects alternatives offered or valued by others. Has difficulty seeing the wider context. 15. 2. Strategic ThinkingBehavior Indicator1. High Level2. Adding Value3. Awareness Recognizes the value of alternative ideas but doesnot use them to contribute to solutions. Understands the importance of alternativessolution in achieving the bigger picture. Sees the strategic vision of organization/ companyand understands the contribution they make inachieving it.4. Limiting 16. 2. Strategic ThinkingBehavior Indicator1. High Level2. Adding Value Develops at least two alternative ideas or solutionssimultaneously themselves. Can look at situations from different perspectivesat the same time. Encourages others to develop alternative solutionsto a problem rather than going with the mostobvious.3. Awareness4. Limiting 17. 2. Strategic ThinkingBehavior Indicator1. High Level Aligns ideas and solutions to strategic imperatives. Evaluates the opportunities and risks of each ideaand solution to make informed strategic decisions. Puts in place structured opportunities for othersto generate alternative ideas.2. Adding Value3. Awareness4. Limiting 18. 3. Delivers ResultsBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Either sets no targets or measures or inappropriateones. Is constrained by restrictive or outmoded policiesor procedures. Creates bureaucracy that hinders the ability ofothers to take action. Consistently fails to deliver results by not focusingon outcomes. 19. 3.Delivers ResultsBehavior Indicator1. High Level2. Adding Value3. Awareness Responds to the plans or initiative of others. Makes own plans reactively when asked by others. Shows an awareness of the importance of targetsand measures but does not translate these intoaction.4. Limiting 20. 3.Delivers ResultsBehavior Indicator1. High Level2. Adding Value Plans appropriately and sets project steps. Allocates tasks and responsibilities to get the jobdone. Monitors plans to ensure that results are achievedon time.3. Awareness4. Limiting 21. 3.Delivers ResultsBehavior Indicator1. High Level Removes barriers and constraints to ensure thatplans are achieved. Actively manages risk and takes action to reducerisk. Makes changes to improve performance as a resultof information received. Creates measures and metrics to trackperformance.2. Adding Value3. Awareness4. Limiting 22. 4. Customer FocusBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Fails to take action to respond to customer needeven when that need is clear. Puts own interest before that of the customer. Does not show any awareness of incidents whencustomer service is falling within own area ofresponsibility. 23. 4. Customer FocusBehavior Indicator1. High Level2. Adding Value3. Awareness Makes statements about the importance ofunderstanding customer needs but does nottranslate this into action. Individual demonstrates an awareness of whotheir customer is, both internally or externally.4. Limiting 24. 4. Customer FocusBehavior Indicator1. High Level2. Adding Value Recognized both internal and external customers. Respond to customers request. Takes specific one-off actions to make customerneeds or improves some aspect of customer service.3. Awareness4. Limiting 25. 4. Customer FocusBehavior Indicator1. High Level Always acts with the customer in mind andanticipates current and future needs. Establishes and maintains effective long-termrelationships with customers. Seeks out customer feedback to deliver sustainedimprovements to customer service. Proactively takes action to ensure customer issuesarent evident in the future.2. Adding Value3. Awareness4. Limiting 26. 5. Managerial CourageBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Appears to be unclear about own responsibility. Tends to defer decisions to others rather than takeresponsibility themselves. Resists taking tough decisions due to fear offailure. 27. 5. Managerial CourageBehavior Indicator1. High Level2. Adding Value3. Awareness Recognizes the need for strong decision makingbut delays when decisions or actions are clearlyrequired. Overcomes conflict only when instigated by others.4. Limiting 28. 5. Managerial CourageBehavior Indicator1. High Level2. Adding Value Makes decisions when decisions are due. Acknowledges the problems, issues and points ofconflict of others. Speaks out clearly for what they believe.3. Awareness4. Limiting 29. 5. Managerial CourageBehavior Indicator1. High Level States willingness to champion ideas. Prepared to take calculated risks and stand bydecisions despite resistance. Confronts difficult situations and seeks resolution. Makes tough decisions and corrective actionwithout delay.2. Adding Value3. Awareness4. Limiting 30. 6. Approachability and TrustBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Too concerned with presenting own ideas ratherthan listening and understanding those of others. Tendency to over-talk and interrupt. Is not always open and direct about how they feelor think about an issue. Discards other peoples feelings or options. 31. 6. Approachability and TrustBehavior Indicator1. High Level2. Adding Value3. Awareness Listen carefully to others and values theircontributions Speaks to others about the need to show empathyfor others positions challenges.4. Limiting 32. 6. Approachability and TrustBehavior Indicator1. High Level2. Adding Value Creates instant rapport with colleagues throughinterpersonal skills. Is approachable with an open and honest style. Able to admit own mistakes and not blame othersfor theirs Demonstrate consistent ethical standards.3. Awareness4. Limiting 33. 6. Approachability and TrustBehavior Indicator1. High Level Ensures they really understand the views andfeelings of others by using summary clarification andparaphrasing to show empathy. Makes others feel comfortable and able to beopen and honest about their thoughts and feelingsby disclosing own feelings.2. Adding Value3. Awareness4. Limiting 34. 7. Self Management and DevelopmentBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Shows no concern for improving and developingself. Fails to learn from own mistakes preferring toblame others. Applies inconsistent standards Demonstrates a volatile state to others whenworking under pressure. 35. 7. Self Management and DevelopmentBehavior Indicator1. High Level2. Adding Value3. Awareness Recognizes challenging situations that may putthem under pressure. Expresses a willingness to develop but waits forothers to translate this into action.4. Limiting 36. 7. Self Management and DevelopmentBehavior Indicator1. High Level2. Adding Value Recognizes the need for self-development andplays an equal role in the performance managementprocess as an individual. Learns from own mistakes and is open to ask forsupport where needed.3. Awareness4. Limiting 37. 7. Self Management and DevelopmentBehavior Indicator1. High Level Takes responsibility for own development. Actively seeks out feedback to understand ownstrengths and weakness better. Demonstrates high degree of self-confidencewhen faced with unfamiliar settings. Copes effectively with multiple tasks anddemonstrates a calm and steady exterior to otherswhilst working under pressure.2. Adding Value3. Awareness4. Limiting 38. 8. Creativity and InnovationBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Dismisses new and different approaches fromothers. Always operates within proven ways of workingrather than risk taking and trying new approaches. Actively discourages opportunities for creatingalliances outside of the norm without clear reasonsor rationale. 39. Behavior Indicator1. High Level2. Adding Value3. Awareness Openly talks about doing things differently,pushing the boundaries and ways of working. Recognized value of innovation on driving businessperformance.4. Limiting8. Creativity and Innovation 40. Behavior Indicator1. High Level2. Adding Value Generates new and innovative ideas that stretchaway from the normal way of working. Feels confident taking risks themselves anddemonstrates confidence in outcome. Spots opportunities to bring together partnerships/ working alliances that havent been used before.3. Awareness4. Limiting8. Creativity and Innovation 41. 8. Creativity and InnovationBehavior Indicator1. High Level Encourages and values innovation in others. Sets up mechanisms that allow others to generateideas that sit outside the norm. Allows different groups to work together thatprevious may not have been thought of to allowcreativity to happen. Allows other the freedom of risk taking whenworking towards a desired outcome.2. Adding Value3. Awareness4. Limiting 42. 9. Communicating Vision and Strategic PurposeBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Communicates without clarity or structure in away that makes the message unclear or impossibleto receive. Communicates with a lack of belief and confidencein the message, resulting in a lack of buy in from theaudience. Is limited in their communication style e.g. uses onstyle or same style for all audiences 43. 9. Communicating Vision and Strategic PurposeBehavior Indicator1. High Level2. Adding Value3. Awareness Communication is understood but impact isimpaired by factors such as inadequate eye contact,low volume, high speed, distracting movement. Communication lacks structure and content.4. Limiting 44. 9. Communicating Vision and Strategic PurposeBehavior Indicator1. High Level2. Adding Value Communicates clearly with logical structure. Makes positive statements about the project. Id generally optimistic and makes generalstatements to this effect.3. Awareness4. Limiting 45. 9. Communicating Vision and Strategic PurposeBehavior Indicator1. High Level Communicates a compelling, inspired vision andsense of core purpose. Tailor communication style to various audiences,using analogies, humor, gestures etc. Convey complex issues with clarity, brevity andconfidence. Shows optimism about the project to vision andfuture possibilities, which in turn inspires others.2. Adding Value3. Awareness4. Limiting 46. 10. Change and TransformationBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Shows hesitation or doubt about the future. Actively resists change. Expresses own lack of belief and confidence in theteam to adopt change. Is negative towards the interests and ideas ofothers in an attempt to promote own interest. 47. Behavior Indicator1. High Level2. Adding Value3. Awareness Does not attempt to win others over to ownposition as part of the change process. Expects own idea to sell itself rather thanexpressing the benefits for others. Demonstrates an awareness of change andpossible implications but does not adapt behavior tomeet the change.4. Limiting10. Change and Transformation 48. Behavior Indicator1. High Level2. Adding Value Able to tap into and use informal networkseffectively to initiate, implement and/ or embedchange. Adapts behavior and communication style to getbuy-in from other. Presents features, benefits and advantages ofideas to persuade others of the change.3. Awareness4. Limiting10. Change and Transformation 49. Behavior Indicator1. High Level Addresses the concerns of others over change,helping them to embrace it and demonstrating ownbelief and high expectations. Celebrates success of change both at the end andthrough out the process. Builds the confidence of others in their own abilityto embrace change. Effectively influences others by understandingtheir interests and showing how they will be met byown preferred solution.2. Adding Value3. Awareness4. Limiting10. Change and Transformation 50. 11. Building High Performance TeamBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Shuts down the contributions of other teammembers by centralizing issues around self. Imposes consensus upon the groupinappropriately. Attempts to maintain control by discouraging orpreventing interaction between team members. 51. Behavior Indicator1. High Level2. Adding Value3. Awareness Actively participates in team interaction. Does not engage in managing the interactions ofothers. Does not disrupt or close down interaction.4. Limiting11. Building High Performance Team 52. Behavior Indicator1. High Level2. Adding Value Ensures that team contribution is fully realized bybringing people into the discussion. Encourages sense of belonging and team spirit byensuring all members have the opportunity tocontribute to team achievements. Generally recognizes the benefit of a teamapproach.3. Awareness4. Limiting11. Building High Performance Team 53. 11. Building High Performance TeamBehavior Indicator1. High Level Facilitates and manages interaction between teammembers so that they perform more highly togetherthan they would as individuals. Creates climates of high team morale by sharingteam successes. Promotes collaborative working across boundaries.2. Adding Value3. Awareness4. Limiting 54. 12. Developing PeopleBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Shows no concern for development when theneed exist. Fails to support others developmental efforts. Does not openly give feed back to maintain orimprove performance. Reduces or restricts the opportunities fordevelopment of others. 55. Behavior Indicator1. High Level2. Adding Value3. Awareness Makes general statements about the need or valueof learning and development but does not translatethis into action.4. Limiting12. Developing People 56. Behavior Indicator1. High Level2. Adding Value Uses learning or development courses/programmes to enhance the knowledge or skills ofothers. Recognizes achievements of others and the actionsthey have taken to develop themselves. Supports others effort to develop themselves.3. Awareness4. Limiting12. Developing People 57. Behavior Indicator1. High Level Takes personal responsibility for supporting anddeveloping others by acting as mentor, coach ortrainer. Give constructive feedback to enhancecapabilities. Allocates projects and responsibilities to anotherfor the purpose of his/ her development. Creates a climate that promotes peerdevelopment and feedback amongst their teams.2. Adding Value3. Awareness4. Limiting12. Developing People 58. 13. Diversity & InclusionBehavior Indicator1. High Level2. Adding Value3. Awareness4. Limiting Sees cultural differences that exist as problematicand a source of difficulty. Tends to avoid seeking diversity in their team. Avoids potential conflict rather than raise and facediversity issues. 59. Behavior Indicator1. High Level2. Adding Value3. Awareness Understands that important cultural differencesexist within the organization and views thesepositively. Encourages others to seek out differences to eachother. Recognizes the diversity in their own team.4. Limiting13. Diversity & Inclusion 60. Behavior Indicator1. High Level2. Adding Value Actively seeks to bring in variety and diversity tothe team. Facilitates teams to ensure the contribution of allin a diverse group. Actively tailors their communicate, taking intoaccount diverse perspectives and practicalconstraints and challenges.3. Awareness4. Limiting13. Diversity & Inclusion 61. Behavior Indicator1. High Level Manages cultural differences both internally andexternally into a source of competitive strength. Works into ensure that the workplace is inclusiveand that the talents of the individual are effectivelyharnessed (exploited) to achieve business success. Develops strategies for teams to work acrosstraditional boundaries, working in diverseenvironments.2. Adding Value3. Awareness4. Limiting14. Diversity & Inclusion