Leadership at the Higher Level

by: Abd. Ghafar Mahmud

A. PERANAN DAN TANGGUNGJAWAB

1) Akademik
2) Sokongan Akademik
3) Pentadbiran
 B. ISU / POLEMIK

1) Bagaimana hendak mengetuai mereka?

2) Apakah bentuk kepimpinan yang
diusahakan?
3) Cukupkah asas/keperluan sebagai
pemimpin?
4) Apakah kemahiran yang diperlukan?
5) Apakah kuasa-kuasa yang telah ada
mencukupi?
 B. ISU / POLEMIK

1) Apakah bentuk kepimpinan yang diperlukan

pada masa kini?
2) Bagaimana kepimpinan kita boleh
membawa organisasi kita ke arah
kecemerlangan?
 C. KEPIMPINAN (LEADERSHIP)

1) Ken Blanchard:
a) Self serving leader
b) Service leader
 C. KEPIMPINAN (LEADERSHIP)

1) Definition of LEADERSHIP:

The capacity to influence others by

unleashing their power and potential to
impact the greater good.

a) Long term result

b) Human satisfaction
 D. LEADERSHIP AT HIGHER LEVEL

1) It is a process!
2) The process of achieving worthwhile results
while acting with respect, care, and fairness
for the well-being of all involved.
 D. LEADERSHIP AT HIGHER LEVEL

1) Leadership at Higher Level – 4 Key Steps:

a) Set your sights on the right target and vision
b) Treat your customers right
c) Treat your people right
d) Build the right kind of leadership
 E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION

1) Is your organization high performing?

– The marksmen go for the bull’s eye
– Shoot for excellence
 E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION

1) The power of vision

2.1: Leadership is about going somewhere. If
you and your people don’t know where
you’re going, your leadership doesn’t
matter.
2.2: Leaders with good management skills
but without vision have average team
performance.
E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION

2.3: Thebiggest impediment blocking most

managers from being great leaders is lack of
a clear vision for them to serve.
2.4: Benefits of having vision:
- Builds trust
- Collaboration
- Interdependence
- Motivation
- Mutual responsibility for success
E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION

Peter Drucker:

“The best way to predict your future is to

create it”.
E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION

- Vision helps people make smart choices

because their decisions are being made with
the end result in mind.
- Vision allows us to act from a proactive
stance, moving towards what we want rather
than reactively away from what we don’t
want.
E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION

2.5: The importance of vision:

A compelling vision creates a culture and greatness
- the energy of everyone in the organization is aligned
 Is the place to start

IBM – Louis Gerstner 1993

Lost $8 bill
E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION

If it’s not in service of a shared vision,

leadership can become self serving. Leaders
begin to think their people are there to serve
them. The leaders focus their energies on
recognition, power, and status rather than the
organization’s larger purpose and goals.
E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION

2.6: Vision
that really works
Jesse & Drea:
 Significant purpose – what business are you in.
- your organization’s reason for existence
- eg: Walt Disney – We’re in the happiness business
 Picture of future

- Should not be abstract. It should be a mental image

you can actually see.
E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION
 Clear values
- Values provide guidelines on how you should proceed as you
pursue your purpose.
- eg: Disney theme parks had four rank-ordered values:
d) safety
e) courtesy
f) the show
g) efficiency

2.7: Creating vision

 It is a journey, not a one-time activity. Visioning is an ongoing
process; you need to keep it alive!
 It’s important to keep talking about the vision and referring to it as
much as possible.
E. SET YOUR SIGHT ON THE RIGHT
TARGET / VISION

2.8: How it’s lived

 The moment you identify your vision, you need to
behave as if it is happening right now; your actions
need to be congruent with your vision.
 2 strategies that will support your effort to live your
vision:
a) Always focus on your vision.
b) Show the courage of commitment.
 F. TREAT YOUR PEOPLE RIGHT

1) Empowerment is the key

1.1: How to create a motivated workforce?

The key is empowerment.

1.2: For empowerment to succeed, leaders

must make a leap of faith and fight the

battle against habit traditions.
- The culture of empowerment.
 F. TREAT YOUR PEOPLE RIGHT

1.3: 3 keys to empowerment

a) Share information with everyone.
- The best way to build a sense of trust and
responsibility
- Giving team members the information they need
enables them to make good business decisions.
- When important information is shared with people,
they soon act like owner.
F. TREAT YOUR PEOPLE RIGHT

a) Create autonomy through boundaries.

- In an empowered culture, boundaries are more like
rubber bands that can expand to allow people to take
on more responsibility as they grow and develop.
- Like the lines on a tennis court, the boundaries are an
empowerment culture that helps people keep score
and improve their game.
F. TREAT YOUR PEOPLE RIGHT

a) Replace the old hierarchy with self-directed individuals

and teams.
- Self directed individuals
eg:
i. Yum – customer problems solved waitperson
ii. Ritz Carlton – frontline people were given $2000
discretionary fund to solve customer problems
 F. TREAT YOUR PEOPLE RIGHT

1) Situational leadership
2.1: A strategy to shift the emphasis from

leader as boss and evaluator to leader

as partner and cheerleader.
2.2: Concept
 Different strokes for different level.
 To bring out the best in others, leadership must match
the development level of the person being led.
F. TREAT YOUR PEOPLE RIGHT

2.3: 4 basic development level

a) Enthusiastic beginner (low competence, high commitment –
D1).
b) Disillusioned learner (low some competence, low
commitment – D2).
c) Capable but cautious performer (moderate to high
competence, variable commitment – D3).
d) Self reliant achiever (high competence, high commitment –
D4).
F. TREAT YOUR PEOPLE RIGHT

2.4: The 4 supportive behaviors

a) Directing (high directive, low supportive – D1)
b) Coaching (high directive, high supportive – D2)
c) Supportive (low directive, high supportive –D3)
d) Delegating (low directive, low supportive –D4)

2.5: All
people have peak performance
potential – you just need to know where
they are coming from and meet them
there.
 F. TREAT YOUR PEOPLE RIGHT

1) Self leadership
3.1: Today’s manager used to supervise
more people than before. They just don’t
have time, and in many cases, their people
know more about the work than they do.
The manager must move from command-
and-control to partnering for performance.
This is what self leadership is all about. An
organization filled with self leaders is an
organization with an empowered workforce.
F. TREAT YOUR PEOPLE RIGHT

3.2: Creating self leaders through individual

learning
 3 skills
a) Challenge assumed constraint
- An assumed constraint is a belief, based on past
experience, that limits current and future experiences.
- The elephant story
- People who have become legendary for their
effectiveness – from Bill Gates to Mother Teresa – are
those who go beyond assumed constraint to reach their
goals.
F. TREAT YOUR PEOPLE RIGHT

a) Celebrate your points of power.

- 5 points on power
i. Position power
ii. Personal power
- attributes such as character strength, passion,
inspiration, or wisdom
iv. Task power
v. Relationship power
- power of relationship with others
vii. Knowledge power
F. TREAT YOUR PEOPLE RIGHT

a) Collaborate for success

- Making the hierarchy pyramid upside down.

End