PM Dr.

Abdul Hadi
Dr Syed Shatir A. Syed-Hassan
CEng MIChemE
Prof Ir Dr Jailani Salihon
BSc (Hons), PhD, MIEM, P.Eng.

Leadership and Professional Ethics

for Engineers

Overview of
Leadership Theory

Nouman founded Bayyinah in 2006, after serving as

the professor of Arabic at Nassau Community
College.[3][4] His current residence is in Dallas, Texas.
He also lectures internationally on the matters of
Tafsir and learning Arabic to understand the
Quran.[5] He has been named one of the 500 most
influential Muslims in the world by the Royal Islamic
Strategic Studies Centre of Jordan.
His early education in Arabic started in Riyadh, Saudi
Arabia and continued in Pakistan. His serious Arabic
training began in 1999 in the United States.
Nouman Ali Khan: Leadership in Islam
https://www.youtube.com/watch?v=nLhRAsykPhc

Leadership and Professional Ethics

for Engineers

1. LEADERSHIP IN ISLAM (JS)

Dr Tariq Al-Suwaidan was trained in the classical Islamic

sciences in his youth and lived and studied in the United
States from the age of 17 and remained for 20 years,
graduating from high school, and receiving a B.S. in
petroleum and natural gas engineering from Penn State
University in 1975 and an M.Sc. and Ph.D. in 1990
in petroleum engineering from the University of
Tulsa.[2][3][4]
Dr Tariq Suwaidan: The Future of Our Religion
https://www.youtube.com/watch?v=n8KKM_GWlH8
Dr Tariq Suwaidan: Leadership from an Islamic Perspective
https://www.youtube.com/watch?v=4WXcj4ZiJOU

Leadership and Professional Ethics

for Engineers

DR TARIQ AL-SUWAIDAN

Consider for a moment your

own impressions of the word
leadership. Based on your
experiences with leaders in
your lifetime, what is
leadership?

Leadership and Professional Ethics

for Engineers

2.CONTEMPORARY ISSUES
(SSASH)

 Scholars have struggled with this question for

many decades and have written a great deal
about the nature of leadership.
In leadership literature, more than 100
definitions of leadership have been identified.
A number of concepts are recognised by most
people as accurately reflecting what it is to be
a leader.

Leadership and Professional Ethics

for Engineers

What is Leadership?

 Leadership as the group processes leader at

the center, driving change and activity of the
group
Leadership from a personality perspective (a
great men theory) leadership is a
combination of special traits or characteristics
that some individual possess.
Leadership as an act or behaviour the things
that leaders do to bring about change in a
group

Leadership and Professional Ethics

for Engineers

Ways of Conceptualising
Leadership

 Power relationship between leaders and

followers
Leadership as an instrument of goal
achievement
Leadership from a skills perspective

Leadership and Professional Ethics

for Engineers

Ways of Conceptualising
Leadership

 Leadership is a process
Leadership involves influence
Leadership occurs in groups
Leadership involve common goals

Leadership and Professional Ethics

for Engineers

Components Central to
the Phenomenon of
Leadership

Leadership is a process whereby an

individual influences a group of
individuals to achieve a common
goals

Leadership and Professional Ethics

for Engineers

Leadership Definition

 Traits perspective
certain individual have
special innate or inborn
characteristics/qualities
unique physical factors
(e.g. height)
personality features (e.g.
energetic, charismatic)

The trait viewpoints

suggest that the
leadership resides in
selected people

Leadership and Professional Ethics

for Engineers

Trait versus Process

Leadership

 The process viewpoint

suggests that leadership
is a phenomenon that
reside in the context of
the interaction between
leaders and followers
Leadership can be
observed in leader
behaviours, and can be
learned.

Leadership and Professional Ethics

for Engineers

Trait versus Process

Leadership

Assigned versus Emergent

Leadership
Leadership based on
occupying a position
within an organization

Team leaders
Plant managers
Department heads
Directors

Emergent

An individual perceived by
others as the most influential
member of a group or
organization regardless of the
individuals title
Emerges over time through
communication behaviors
Verbal involvement
Being informed
Seek others opinions
Initiating new ideas

Leadership and Professional Ethics

for Engineers

Assigned

 Power is part of the influence process.

Power is the capacity or potential to
influence.
People have power when they have the
ability to affect others beliefs, attitudes
and courses of action.

Leadership and Professional Ethics

for Engineers

Leadership and Power

 French and Raven (1995) identified 5

common and important bases of power
Referent
Expert
Legitimate
Reward
Coercive

Leadership and Professional Ethics

for Engineers

Leadership and Power

 Referent Power: based on the followers

identification and liking for the leader. For
example: A teacher who is adored by
students has referent power.
Expert Power: based on followers
perception of the leaders competence.
For example: A Professor who is
knowledgeable in specific scientific areas
has expert power.

Leadership and Professional Ethics

for Engineers

Leadership and Power

 Legitimate Power: associated with having

status or formal job authority. For example a
judge who administers sentences in the
courtroom exhibits legitimate power.
Reward Power: derived from having the
capacity to provide rewards to others. For
example: A supervisor who gives rewards to
employees who work hard is using reward
power.

Leadership and Professional Ethics

for Engineers

Leadership and Power

 Coercive Power: derived from having the

capacity to penalise or punish others. For
example: A coach who drops players from
his team due to a disciplinary problem.

Leadership and Professional Ethics

for Engineers

Leadership and Power

Leadership and Power

Position Power
Personal Power

Position power is derived from a rank in an

organization system.
Position power includes legitimate, reward
and coercive power.

Leadership and Professional Ethics

for Engineers

Two major types of power in organizations

 Personal power is the influence capacity a

leader derives from being seen by
followers as likeable and knowledgeable.
Personal power includes referent and
expert power.

Leadership and Professional Ethics

for Engineers

Leadership and Power

Leadership and Management

Involves influence
Entails working with people
Concerned with effective goal
accomplishment

Leadership and Professional Ethics

for Engineers

Overlapping between leadership and

management:

Leadership and Management

Leaders advocate change and new approaches,

managers advocate stability and status quo
Leaders are concerned with understanding
peoples beliefs and gaining their commitment
managers carry out responsibilities, exercise
authority and worry about how things get
accomplished

Leadership and Professional Ethics

for Engineers

Differences between leadership and

management:

 John Kotter (1990): leadership and

management are two distinct yet
complimentary systems of action in
organization.
Leadership is about coping with change,
whilst management is about coping with
complexity.

Leadership and Professional Ethics

for Engineers

Leadership and Management

Leadership and Management

Developing a vision for the organisation
Aligning people with that vision through
communication
Motivating people to action through
empowerment and through basic needs
fulfillment

Leadership process creates uncertainty

and change in the organisation.

Leadership and Professional Ethics

for Engineers

The leadership process involves:

Leadership and Management

Planning and budgeting
Organising and staffing
Controlling and problem solving

The management process reduces

uncertainty and stabilises the
organisation.

Leadership and Professional Ethics

for Engineers

Management process involves:

Leadership and Professional Ethics

for Engineers

 To be effective, organisations need to

nourish both competent management and
skilled leadership

Leadership and Professional Ethics

for Engineers

Leadership and Management

 Sincere
Trustworthy
Truthful
Just
A leader can pretend to be sincere,
but cannot pretend to be trustworthy,
truthful in speech and just. Sooner or
later it will be known that sincerity is
not part of his character.

Leadership and Professional Ethics

for Engineers

4 LEADERSHIP CHARACTERISTICS