3/30/2014

1
LEADERSHIP SKILLS
The future of the leadership is to produce more leaders not followers
Ralph Nader
On a journey the leader of a people is their servant
Muhammad Peace be upon him
Prepared By:
Dr. Ashraf S. Youssef
TeaBreak 11:00 11:30
Lunch&PrayerBreak 13:00 14:00
Knowyourselfbeforeyoustart 11:30 13:00
LeadershipStyle 14:00 16:00
ManagerVsLeader 08:30 11:00
AGENDA
EmpowermentandSuccessionPlanning 16:00 17:00
Wrapup 17:00 17:30
ManagerVsLeader 08:30 11:00
3/30/2014
2
Supervisors,ManagersandLeadersaresimilarin
someaspectsanddifferentinothers.Inyour
opinion,whataresimilaritiesanddifferences?
Shouldorganizationfocusonleadersor
managers?Whishmoreimportantfor
organizationsuccessandwhy?
IsleadershipareacquiredskillWhy?And
Whynot?
Managing&LeadershipExercise
Leadershipis;
Alwaysatthetop
Obtainablebytitle
Arareskill
Requiresinborncharisma
Thesameasmanagement
Aninborntrait
LearningtoLead;Bennis &GoldSmith,1994
MythsaboutLeadership
Leadershipis;
Effectiveleadershipisgettingpeopletodo
whatyouwant.
Leadersmustseducetheleadtofollow.
Effectiveleadersfollowspecificmodelof
idealleadership.
Leadershipistheexclusiveprovinceof
exceptionalpeople.
Leadersstirthesoulsoffollowerswiththeir
rousingoratory
MoreMythsaboutLeadership
3/30/2014
3
Manager
Managersarepersonsappointedpositionsof
authoritywhoenableotherstodotheirwork
effectively,whohaveresponsibilityforresource
utilization(People,Materials,Equipment)andwho
areaccountableforworkresults.
Leader
Leadershipisoneoftherolesthatamanagerneeds
toexercise.Byexecutingtheleadershiprole,
managersgetthingsdonethroughpeople.
AManagerVsaLeader
ManagementVsLeadership
Team
Goal
Team
Goal
Controlling
Directing
Organizing
Planning
Coaching
Rewarding
Recognition
Motivation
Team
Building
Management Leadership
Planner
Organizer
Coordinator
Performance Coach
Daytodayproblemsolver
Daytodayboundaryspanner
Gettheworkoforganization
donethroughothers
SayGo!
Visionary
Challenger
Inspirer
Developerofpeople
Modeler&articulatorof
companyvalues
Causes peopletowantto
follow
SaysLetsGO!
SomeDifferences
3/30/2014
4
Management Leadership
Efficiency
Routine
System/People
Specialists
ProblemSolving
Training
LeftBrain
Effectiveness
Change/Crises
People/System
Generalist
Creativity
Development
RightBrain
MoreDifferences
LeftHemisphere RightHemisphere
Logic
Reasoning
Language
Numbers(Data)
Analysis
Linearity
Rhythm
Music
Imagination
Images
Color
Smell
Feelings
Shape
Shape Recognition
Creativity
TheHumanbrain
TeaBreak 11:00 11:30
3/30/2014
5
Knowyourselfbeforeyoustart 11:30 13:00
Asaprocess,Leadershipistheuseof
noncoerciveinfluencetodirectand
coordinatetheactivitiesofgroup
memberstomeetagoal
Asaproperty,Leadershipisasetof
characteristicsattributedtothosewho
areprecivedtousesuchinfluence
successfully.
Leadership:Definition
Leadershipis;
aclusterofknowledge,skillsandattitude.
acompetency
Leadership:Definition
Values
Knowledge
Skills
Attitude
Ethics
Discipline
Respect
Courtesy
Values
Takesayearto
bedeveloped
Observed&
Learned
3/30/2014
6
PracticesofExemplaryLeaders
Inspirea
Vision
Modelthe
way
Enable
othersto
act
Encourage
theHeart
Challenge
the
Process
TheTop4CharacteristicsofAdmiredLeader
Beinghonest
Worthyoftrust
Truthful,ethical,principled
Haveintegrity
Practicewhattheypreach;Modeltheway(walkthetalk)
Takeastandonimportantprinciples
Beingforwardlooking
Asenseofdirectionandaconcernforthefuture
Avision,adream,agoal,apersonalagenda
Clarityofpurpose/direction
Awelldefinedorientationtowardsthefuture
Beinginspiring
Enthusiastic,energeticandpositiveaboutthefuture
Inspirefollowers'confidenceinvalidityofgoal
Displaypassionforcause
Beingcompetent
Capableandeffective
Recordofachievements
Functionalandtechnicalcompetence
Howdoyouknowyourself
TheMyersBriggsTypeIndicators(MBTI)
ThepurposeoftheMyersBriggsTypeIndicator

(MBTI

)personalityinventoryistomakethe
theoryofpsychologicaltypesdescribedbyC.G.Jungunderstandableandusefulinpeoples
lives.
Theessenceofthetheoryisthatmuchseeminglyrandomvariationinthebehaviorisactually
quiteorderlyandconsistent,beingduetobasicdifferencesinthewaysindividualspreferto
usetheirperceptionandjudgment.
Favoriteworld: Doyouprefertofocusontheouterworldoronyourowninnerworld?Thisis
calledExtraversion(E)orIntroversion(I).
Information: Doyouprefertofocusonthebasicinformationyoutakeinordoyoupreferto
interpretandaddmeaning?ThisiscalledSensing(S)orIntuition(N).
Decisions: Whenmakingdecisions,doyouprefertofirstlookatlogicandconsistencyorfirst
lookatthepeopleandspecialcircumstances?ThisiscalledThinking(T)orFeeling(F).
Structure:Indealingwiththeoutsideworld,doyouprefertogetthingsdecidedordoyou
prefertostayopentonewinformationandoptions?ThisiscalledJudging(J)orPerceiving(P).
3/30/2014
7
TheLeadershipJourney
Leaders are people who are able to express themselves
fullythey know who they are, what their strengthens and
compensate for their weaknesses. They also know what they
want, why they want it, and how to communicate what they
want to others in order to gain compensation and support.
Finally, they know how to achieve their goals. The key to full
self expression is understanding ones self and the world,
and the key to understanding is learningfrom ones own life
and experience
Warren Bennis
Lunch&PrayerBreak 13:00 14:00
LeadershipStyle 14:00 16:00
3/30/2014
8
TheoriesofLeadership(Traitapproach)
1940sbutasrecentas1989s
Leadershiprequires;
Presenceoftraits,and
Absenceofflaws
Traits(Mustbepresent);
Drive(achievement,ambitious,energy,
initiative)
Leadershipmotivation(Thedesireto
lead)
Honestyandintegrity
Selfconfidence
Cognitiveability
Knowledgeofthebusiness
Flaws(Mustbelacking);
Incentivetoothers
Cold,aloof,arrogant
Untrustworthily
Overlyambitious
Inabilitytodelegate
WeaknessesofTraitapproach
Lakeofconsensus
Everystudyproducesadifferentsetoftraits
Relativesignificanceoftraitsisunclear
Confoundscauseandeffect
e.g.,selfconfidencemakeonealeadervs.beingaleadermakesoneself
confidence.
Ambiguousmeaning
e.g.,whatdoesassertivereallymean?
Ignoressituationalfactors
Ignorestheneedsofthefollowers
BehavioralTheories
OhioState1940s
Structure Consideration
UniversityofMichigan1960s
Productionorientation Employeeorientation
Blake&Mouton(1964)
P
r
o
d
u
c
t
i
o
n

o
r
i
e
n
t
a
t
i
o
n
Employee
orientation
3/30/2014
9
TheLeadershipgrid(1964)
CreatedprimarilyasaconsultingtooltoapplytheOhiostatefindings.
Theleadershipgridevaluateleadershipbehavioralongtwodimensions;
A. Concernofproduction
B. Concernofpeople
Thisapproachsuggeststhateffectiveleadershipstylesincludehighlevelofboth
behaviors.
C
o
n
c
e
r
n

o
f

p
e
o
p
l
e
ConcernofProduction
9 1:9 9:9
8
7
6
5 5:5
4
3
2
1 1:1 9:1
1 2 3 4 5 6 7 8 9
9:9 TeamManagement
1:9 CountryClub
Management
5:5 Middleoftheroad
Management
9:1 TaskManagement
1:1 Impoverished
Management
SituationalLeadership(1964 1993)
thereisnosingleallpurposeleadershipstyle.Successfulleadersarethosewho
canadapttheirbehaviortomeetthedemandsoftheirownuniquesituation
Paul HerseyandKenBlanchard
HerseyandBlanchardmodelofleadershipidentifiescombinationsofleadership
presumedtoworkbestwithdifferentlevelsofindividualdevelopmentand
organizationalmaturityonthepartoffollowers.
Competence
Task
Knowledge
Skills
Commitment
Motivation
Confidence
Maturity
SituationsMaturityLevel
MaturityLevelsandLeadershipStyles
Directive
OneWay
Communication
TaskOriented
Supportive
TwoWay
Communications
RelationshipOriented
3/30/2014
10
SituationalLeadership&LeadershipStyles
SituationalLeadership
Aleadermustanalyzeeachsituationandchoosetheappropriate
actiontoaccomplishthemission.
WhatmustIdointhissituationtobestleadmypeople
LeadershipStyles
Itsapatternofbehavioryouusewhenyouaretryingtoinfluence
thebehaviorsofothersasperceivedbythem,
Itinvolvesproblemsolvinganddecisionmakingprocesses
TheSixLeadershipStyles
Commanding Visionary Affinitive Democratic Pacesetting Coaching
The leaders
modusoperandi
Demands
immediate
compliance
Mobilizespeople
towards avision
Creates harmony
andbuilds
emotionalbonds
Forgesconsensus
through
participation
Sets high
standardsfor
performance
Develops people
for thefuture
the style in a
phrase
Dowhat I tellyou Comewithme Peoplecomefirst What doyou
think
DoI donow Trythis
Underlying
emotional
intelligence
competencies
Drivetoachieve
initiative,self
control
Selfconfidence
empathy, change
catalyst
Empathybuilding
relationships,
communication
Collaboration
team leadership,
communication
Conscientious
drivetoachieve
initiative
Developing other,
empathy self
awareness
When the style
worksbest
Inacrisis,tokick
start a
turnaround,or
withproblem
employees
Whenchanges
requireanew
vision,or whena
clear directionin
needed
Tohealrifts ina
team or to
motivatepeople
during stressful
circumstances
Tobuildbuyinor
consensus,or to
get input from
valuable
employees
Toget quick
results froma
highlymotivated
andcompetent
team
Tohelpemployee
improve
performanceor
developlong
term strengths
Overallimpact on
climate
Highlynegative

Most strongly
positive
+++
Positive
+
Positive
+
Highly negative

Positive
+
TypesofLeaders
Leaderbythepositionachieved
Leaderbypersonality,charisma
Leaderbymoralexample
Leaderbypowerheld
Intellectualleader
Leaderbecauseofabilitytoaccomplishthings
3/30/2014
11
Whatdoesitallmean?
Leadersneedtoprovidetheirpeoplewithwhat
theycantdoforthemselvesatthepresent
moment.
Theeffectivenessofaleaderisbasedonthe
accuracyofthematchbetweenstyleand
developmentlevel.
Whathappensifwehaveamismatch
ofstylewithdevelopmentlevel?
EmotionalIntelligence(EI)
EmotionalIntelligence;
Agroupoffiveskillsthatenablethebestleadersto
maximizetheirownandtheirfollowers
performance.
Whenseniormanagersatonecompanyhada
criticalmassofEIcapabilities,theirdivisions
outperformedyearlyearningsgoalsby20%.
The5skillsare;
Selfawareness,
Selfregulation,
Motivation,
Empathyand
Socialskills. HBR1998.
EmpowermentandSuccessionPlanning 16:00 17:00
3/30/2014
12
Fromautocracytoempowerment
L
L
L
L
Involved
Autocratic
Participative
Empowering
Whatempowermentis
Providingemployeesthepower,theskills,thesupervision,the
organizationstructure,theconfidence,andthemotivationto
functionattheiroptimalpotential.
Itisastatebothpartiesreach notanactivityonedoesto
another!!!
Whatempowermentisnot
Turningthecompanyovertotheemployees
Lesssupervisionofemployees
Doingawaywithallorganizationstructures
Trickingemployeesintoworkingharder
Arehashof:
Qualitycircles
Participativemanagement
Jobenrichment
Flatteningorganizationalstructures
3/30/2014
13
Empoweringworkswillnot
Resultinlesswork
Makeanyonesjobeasier
Solvealloftheproblemsatwork
Eliminatetheneedformanagersandsupervisors
Endallconflicts
Makeeveryonehappy
Empoweringworkersmight
Increaseemployeesatisfaction
Raiseproductivity(30%average)
Strengthencommitmenttothejob&theorganization
Increaseindividualefforttowardorganizationalgoals
Heightenemployeemotivation
Improvequality
HenriFayol (1841_1925)
Amongtheveryfirstwriterstorecognizeinhisclassicfourteenpointsofmonument
that,managementhasaresponsibilitytoensurethestabilityoftenureofemployee.
Ifthatneedisignored,keypositionswillbefilledbyillpreparedpeople
JackWelch,CEO,GeneralElectric,1991
fromnowon,choosingmysuccessoristhemostimportantdecisionIllmake.It
occupiesaconsiderableamountofthoughtalmosteveryday.
WayneCalloway,Chairman,PepsiCo
Illbetmostofthecompaniesthatareinlifeordeathbattlesgotintothatkindof
troublebecausetheydidntpayattentiontodevelopingtheirleaders
TheRoleofSuccessionPlanningInLeadership
3/30/2014
14
THANK YOU
wish you a great success
When travelling in a journey, even if there are only three
of you, make one a leader
Muhammad Peace be upon him