Leadership

Compilr by: Mrs. Najmunnisa

Unit:8
A Leadership Story:
 A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote
island to get to the coast where an estuary provides
a perfect site for a port.
 The leaders organise the labour into efficient units and
monitor the distribution and use of capital assets –
progress is excellent. The leaders continue to monitor
and evaluate progress, making adjustments along the
way to ensure the progress is maintained and efficiency
increased wherever possible.
 Then, one day amidst all the hustle and bustle and
activity, one person climbs up a nearby tree. The person
surveys the scene from the top of the tree.
And shouts down to the
assembled group below…
“Wrong Way!”
 (Story adapted from Stephen Covey (2004) “The Seven
Habits of Highly Effective People” Simon & Schuster).
 “Management is doing things right,
leadership is doing the right things”
(Warren Bennis and Peter Drucker)
Quote
 “There is a difference between interest
and commitment. When you are
interested in doing something, it is only
when convenient. When committed,
you accept no excuses, only results.”
 –Kenneth Blanchard
Defining Leadership
 Thinking through the organization’s
mission, defining it and establishing it,
clearly and visibly
 Peter Drucker, 1966
 create a flexible, responsive organization
 use reinforcing management systems
Who is a Leader?
 One that leads or guides
 One in charge or command of others
 The ability to influence a group toward the
achievement of a particular goal.
 A leader is one who has followers.
 A leader sees things through the eyes of followers.
 A leader assumes that followers are working with the
leader, not for the leader.
 A leader does not hold others down, but lifts them up.
 A leader is a self-starter.
Contd…

•A leader creates plans and sets them in motion.
 • A leader is a person of thought and of action, both a dreamer and a
doer.
 A leader has a sense of humor.
 A leader has high goals, strives to make the efforts of himself or herself
and his or her followers contribute to the enrichment of the entire group.
 passionate about what they do
 love to talk about it
 high energy
 clarity of thinking
 communicate to diverse audience
 work through people (empowering)

Berube, M. (Ed.), et al. (1991). American Heritage Dictionary (2nd college ed.). Boston: Houghton Mifflin Company.
Leading vs Managing
 Which is more important – right or the left brain?
Creativity or Execution?
 The essential difference is the degree to which
people initiate, own, anticipate, experiment
 It is the difference between path creation & path
dependence
 Greater the complexity of business, higher is
the need to blend both the capabilities
Leaders vs. Managers
 innovate  administrate
 focus on people  focus on systems and
structures
 inspire trust  rely on control
 have a long-range view  have a short-range
 ask what and why view
 have eyes on horizon  ask how and when
 originate
 have eyes on bottom
line
 challenge status quo
 do the right thing
 initiate
 accept status quo
 do things right
Traits of Successful Leaders

 • Adaptable
 • Alert to social environment
 • Achievement oriented
 • Assertive
 • Cooperative
 • Decisive
 • Dependable
 • Persistent
 • Self-confident
 • Tolerant of stress
 • Willing to assume responsibility
Skills of Successful Leaders

 • Intelligent
 • Conceptually skilled
 • Creative
 • Diplomatic
 • Tactful
 • Good speaking ability
 • Knowledgeable of
 groups
 • Persuasive
 • Socially skilled
What good leaders do not do
Compete with their own people
 Consider that they have a lousy team/
they do not underestimate their team.
Leaders are not:
 • Emotional instability (Not able to handle
pressure, moodiness, angry ,outbursts, etc.)
 • Defensiveness (tried to cover up mistakes)
 • Lack of integrity, honesty, truthfulness
 • Weak interpersonal skills (specially
problematic at higher levels)
 • Overconfidence and arrogance especially
when it lead to reject sound advice.
Types of Leadership Style
Autocratic:

 Leader makes decisions without reference to

anyone else
 High degree of dependency on the leader

 Can create de-motivation and alienation

of staff
 May be valuable in some types of business
where decisions need to be made quickly and
decisively
Democratic:

 Encourages decision making

from different perspectives – leadership
may be emphasised throughout
the organisation
 Consultative: process of consultation before
decisions are taken
 Persuasive: Leader takes decision and seeks to
persuade / convince others that the decision
is correct
Laissez-Faire:

 ‘Let it be’ – the leadership responsibilities

are shared by all
 Can be very useful in businesses
where creative ideas are important
 Can be highly motivational,
as people have control over their working life
 Can make coordination and decision making
time-consuming and lacking in overall direction
 Relies on good team work
 Relies on good interpersonal relations
 The charismatic leader: leads by infusing energy &
eagerness into the team members. (ability to
communicate on a very powerful emotional level)
 Transaction leader: In this way, if something is done to
anyone based on the return then that relation is called as
‘Transactional’ type. is the power given to a certain
person to perform certain tasks & reward or punish for
the team’s performance
 These relation is all about requirements, conditions and
rewards (or punishment). Leaders who show these kind
of relationship are called ‘Transactional Leaders’.
Transformational leader:
 is the one who motivates its team to be effective
& efficient. Transformational Leaders work
toward a common goal with followers; put
followers in front and develop them; take
followers’ to next level; inspire followers to
transcend their own self-interests in achieving
superior results.
 This type of leader is always looking for ways to
ideas that move the organization to reach the
company’s vision
The situational leader:
 is the leader that uses different leadership
styles depending on the situation & the
type of employee that is being supervised.
Types of power
 Positional power: this type of power causes
people to give you your way because of your
legitimate title. And the capacity to reward or
punish that usually accompanies that title.
 Personal power: this kind of power causes
people to give you your way because of how
they perceive your expertise, your special
information, your connection to others or your
charisma.
 Reward power: it refers to things a leader
can do to motivate people to accept
orders. It can include material &
nonmaterial rewards.
 Coercive power: it is the power to impose
various forms of sanctions & penalties on
people who fail to accept orders.
Factors Affecting Style
 Leadership style may be dependent
on various factors:
 Risk - decision making and change initiatives
based on degree of risk involved
 Type of business – creative business
or supply driven?
 How important change is –
change for change’s sake?
 Organisational culture – may be long embedded
and difficult to change
 Nature of the task – needing cooperation? Direction?
Structure?
Theories of Leadership
Theories of Leadership
 Trait theories:
Assumptions:-
 People are born with inherited traits.
 Some traits are particularly suited to
leadership.
 People who make good leaders have the right
(or sufficient) combination of traits.
Trait Theory
 Adaptable to situations
 Alert to social environment
 Ambitious and achievement-orientated
 Cooperative
 Decisive
 Dependable
 Dominant (desire to influence others
 Energetic (high activity level)
 Self-confident
 Assertive
 Willing to assume responsibility
 Persuasive
 Fluent in speaking
 Conceptually skilled
Theories of Leadership
 Behavioural:
 Imply that leaders can be trained – focus on the
way of doing things
 Structure based behavioural theories – focus on the
leader instituting structures – task orientated
 Relationship based behavioural theories – focus on the
development and maintenance of relationships –
process orientated
Theories of Leadership
 Contingency Theories:
 Leadership as being more flexible – different
leadership styles used at different times
depending on the circumstance.
 Suggests leadership is not a fixed series of
characteristics that can be transposed into
different contexts
Theories of Leadership
 May depend on:
 Type of staff
 History of the business

 Culture of the business

 Quality of the relationships

 Nature of the changes needed

 Accepted norms within the institution

Theories of Leadership
 Transformational:
 Widespread changes
to a business or organisation
 Requires:
 Long term strategic planning
 Clear objectives
 Clear vision
 Leading by example – walk the walk
 Efficiency of systems and processes
Theories of Leadership
 Invitational Leadership:
 Improving the atmosphere and message sent out by the
organisation
 Focus on reducing negative messages
sent out through the everyday actions of the business
both externally and, crucially, internally
 Review internal processes to reduce these
 Build relationships and sense of belonging and identity
with the organisation –
that gets communicated to customers, etc.
Theories of Leadership
 Transactional Theories:
 Focus on the management
of the organisation
 Focus on procedures and efficiency

 Focus on working to rules

and contracts
 Managing current issues
and problems
Leadership and Team Work
 Definition of “TEAM”:

A team is a small number of people with

complementary skills who are committed
to a common purpose, set of performance
goals, and approach for which they hold
themselves mutually accountable.
GROUP V TEAM - DIFFERENCES
Working Group
Strong, clearly focused leader
Individual accountability
The group’s purpose is the same as the
broader organisational mission
Individual work-products
Runs efficient meetings
Measures its effectiveness indirectly by its
influence on others
Discusses, decides and delegates
Team
Shared leadership roles
Individual and mutual accountability
Specific team purpose that the team itself
delivers
Collective work products
Encourages open-ended discussion and
active problem-solving meetings
Measures performance directly by
accessing collective work-products
Discusses, decides, and does real work
together
Team-Role Descriptions
Team Role Contribution Allowance Weakness
Plant Creative, imaginative, unorthodox. Ignores Incidents. Too pre-
Solves difficult problems. occupied to communicate
effectively
Resource Extrovert, enthusiastic, Over-optimistic. Loses interest
Investigator communicative. Explores once initial enthusiasm has
opportunities. Develops contacts. passed.

Co-ordinator Mature, confident, a good Can be seen as manipulative.

chairperson. Clarifies goals, Offloads personal work.
promotes decision-making,
delegates well.
Team Role Contribution Allowance Weakness
Shaper Challenging, dynamic, thrives on Prone to provocation. Offends
pressure. The drive and courage to people’s feelings.
overcome obstacles.

Monitor Sober, strategic and discerning. Sees Lacks drive and ability to inspire
Evaluator all options. Judges accurately. others.

Teamworker Co-operative, mild, perceptive and Indecisive in crunch situations.

diplomatic. Listens, builds, averts
friction.
Team Role Contribution Allowance Weakness
Implementor Disciplined, reliable, conservative and Somewhat inflexible. Slow to
efficient. Turns ideas into practical respond to new possibilities.
actions.

Completer Painstaking, conscientious, anxious. Inclined to worry unduly.

Finisher Searches out errors and omissions. Reluctant to delegate.
Delivers on time.

Specialist Single-minded, self-starting, Contributes on only a narrow

dedicated. Provides knowledge and front. Dwells on technicalities.
skills in rare supply.

Source-Belbin, R.M. Team Roles at Work, Butterworth-Heinemann, Oxford, 1993

THE FUTURE ?
 Constantly Changing Environment
 More Delegation
 More Team Work
 Interpersonal Skills More Important
 Employee Centred
 Decentralized Structures
 Semi Autonomous – Self Managing
Teams
Leadership habits
Stephen R. Covey
Habit 1: Proactive vs. Reactive

 As human beings we are

responsible for our own
lives.
 Reactive people are driven
by feelings, circumstances,
conditions, the environment.
 Proactive people are driven  “Between stimulus and
by carefully considered, response, man has the
selected and internalized freedom to choose” – Victor
values.
Frankl.
 What can make you happy?
Habit 2: Begin with the End in Mind

What is
mission
statement
of your
life?
Habit 3: Put first thing first
 Habit 4: Think Win-Win
Seek solutions that benefit all parties.
Habit 5: Seek first to understand, then to
be understood
 Veryfew of us ever
practice the highest
form of listening --
empathic listening.

 Communication:
10% by the words
30% by our sounds

60% by body
language.
Habit 6: Synergize

How to make people work together?

“The whole is greater than the sum of its parts.”

Habit 7: Sharpen the Saw
What type of leadership are you?
What type of leadership are you?
What have we learned?

Leaders vs. Managers

Qualities and Characteristics of Leader

7 habits of effective people

types of leadership
theories of leadership attitude
Homework

 Read carefully 8 steps to effective

leadership (p.262)
 Review new terms
 Prepare Case 11-1 (p.280)