LEADERSHIP

Prepared By: Arsalan Zahid

Management is doing things right; Leadership is doing the right things

Peter Drucker

 There is no universal definition of leadership and indeed many books have been devoted the topic of leadership. James McGregor described leadership as one who instills purposes, not one who controls by brute force. A leader strengthens and inspires the followers to accomplish shared goals.

The Malcolm Baldrige National Quality Awards definition of Leadership Awards definition of Leadership

An organizations senior leadership should: Set direction and create a customer Create clear and visible values, and high expectations. These directions values and expectations should balance the needs of all your stakeholders. Ensure the creation of strategies, systems, and methods for achieving excellence, stimulating innovations, and building knowledge and capabilities The values and strategies should help guide all activities and decisions of your organization. Senior leaders should inspire and motivate your entire workforce and should encourage all employees to contribute, to develop and learn, to be innovative, and to be creative.
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Getting quality results is not a short term, instant pudding way to improve competitiveness; implementing total quality management requires hands on continuous leadership
Armand V. Feigenbaum

What is the Leadership?

Leadership Leadership is a process by which a person influences a group of people to move towards its goal setting or goal achievement. Perform one or more acts of leading. Affect human behavior so as to accomplish a mission.

Attributes of Leadership

Beliefs Values Ethics Character Knowledge Skills

Who is the Leader?

Leaders?
Challenge the status quo Look Forward and Create Visions.

Strategic Thinkers
Motivate Inspire Architects

Managers?
Maintain the status quo Monitor situation Allocate resources Communicate targets Measure the results Feedback on the trends Builder

Nine Leadership Competencies

1. Passion 2. Courage 3. Integrity and Trust

4. Energy/Enthusiasm
5. Building a Team 6. Setting priorities

7. Creativity
8. Vision 9. Embracing change

1. Passion

It is an intense concentration (focus) on a belief that a task can be completed despite scarcity of human support or any other resource.

When you get involved in activities you really enjoy, you become energized and people can tell that you have a sense of purpose, which brings out your natural leadership abilities.

Brooklyn Bridge Story

A story of passion and Determination

2. Vision
Vision refers to the category of

intentions that are broad, and forward-thinking.

Building a personal commitment to values by creating visual images of the future. A dream created in our waking hours of how we like our lives to be.

3. Courage

It is the ability to confront fear, pain, danger, uncertainty or intimidation. Courageous leaders fight their fears and do what needs to be done in the face of opposition.

5. Integrity and Trust

INTEGRITY: Firm adherence to a code of moral or artistic values.

Integrity is a set of values that we hold ourselves responsible for and demonstrate in our behaviours towards others.

TRUST:
Firm reliance on the integrity, ability, or character of a person or thing If we break our promises to ourselves and to other people, then we erode trust. It is necessary to 'walk the talk'.

Thus always remember, 'When you break a promise, more than the promise gets broken.'

6. Energy / Enthusiasm
ENERGY:

The capacity of being active or capacity for doing work.

ENTHUSIASM: Strong excitement of feeling.

7. Setting Priorities
Setting priorities is like building a house. It is a manner, position, or direction in which something is set under preferential rating.

HOW. Narrow your objectives Focus first on the goals that matter Be prepared for conflicts Choose Carefully Start now Prepared for the change

Remember

The way the organization handles the

personal agendas determines the success of

the enterprise.

8. Creativity
Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems.

How to become a Good Leader

BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal responsibility. If you are a leader who can be trusted, then those around you will grow to respect you. To be such a leader, there is a rule topossess guide you: BE a professional who good character traits. Examples: Honesty, competence, openness, commitment, integrity, courage, straightforwardness, imagination. KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills. KNOW human nature. Examples: Human needs, emotions, and how people respond to stress. KNOW your job. Examples: be proficient and be able to train others in their tasks.

KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are.
DO provide direction. Examples: goal setting, problem solving, decision making, planning.

DO implement. Examples: communicating, coordinating, supervising, evaluating.

DO motivate. Examples: develop moral and spirit in the organization, train, coach, counsel.

LEADERSHIP STYLE

AUTHORITARIAN (AUTOCRATIC)

I want both of you to. . .

AUTHORITARIAN(AUTOCRATIC)

This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers.
Can create de motivation and isolation of staff. High degree of dependency of leader.

Autocratic or Authoritarian Leadership Style

Style: Decision is made WITHOUT ANY FORM OF CONSULTAION Rely on threats and punishment to influence employees Do NOT TRUST subordinates NO SUBORDINATE input Leader Characteristics: Concerns with TASK ACCOMPLISHMENT rather than relationships Uses DIRECTIVE behavior Exercises POWER Makes decisions ALONE Expects RESPECT & OBEDIENCE of staff

Autocratic or Authoritarian Leadership Style

EFFECTIVE when:
Employees do not respond to any other leadership style There is high-volume production There is limited time to make a decision

PARTICIPATIVE (DEMOCRATIC)

Let's work together to solve this. . .

PARTICIPATIVE (DEMOCRATIC)
Also known as consultation, empowerment, joint decision-making, democratic leadership, and power-sharing. This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority.

Encourages decision making.

Participative/Democratic Leadership Style

Leader Characteristics: Concerns with human relations & teamwork Fosters open & twoway communication Recognizes and encourages achievement

Bureaucratic Leadership Style

Style: Everything is done according to procedure or policy

Leader Characteristics: manages by the book Exercises power by exercising fixed rules

LAISSEZ FAIRE (DELEGATIVE)

You two take care of the problem while I go

LAISSEZ FAIRE (DELEGATIVE)

In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. You cannot do everything! You must set priorities and delegate certain tasks.

This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely!

Laissez Faire Leadership Style

Little or no direction Subordinates determine goals, make decisions, and resolve problems on their own. Followers have all freedom and authority Can be highly motivational, as people have control over their working life. Can be very useful in business where creative ideas are important.

Laissez Faire Leadership Style

EFFECTIVE when EMPLOYEES are:
Highly skilled, experienced, and educated. Trustworthy Utilizing outside experts, such as staff specialists or consultants Have good interpersonal relationships.

Empowerment

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What is Empowerment?

Engaging employees towards a common goal or objective by giving the right to make decision and the actions in accordance with situation

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Empowerment

Give a man a fish and you feed him for a day; teach him how to fish and you feed him for a lifetime
Stephen R. Covey

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Empowerment- The Belief

More responsibility results in improved productivity and better quality of life.

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Common Barriers to Empowerment Lack of clear commitment Failure to define empowerment Failure to implement appropriate incentive schemes Lack of implementation plan Inability to modify organizational culture Desire For Job Security Resistance To Change Lack Of Self Worth
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