Personal Development for Leadership

and Strategic Management

 Learning Objectives
Understand how knowledge and skills needed in
leadership and strategic management support the creation
and achievement of organizational vision and strategy
02
Understand how to develop and communicate organizational
vision

Manage development of own personal knowledge and skills in

leadership and strategic management to support achievement
of personal and organizational vision and strategy

Reflect on the benefits of personal development in

the achievement of personal growth and
organizational vision and strategy
 Course Plan

Part 1 : Leadership (Lec1-4)

Meaning, personalities and theories

Part 2 : Strategic Management (5-7)

Strategic Leaders Role,Leading Teams,
Leading Change

Part 3 : Personal Development (8)

Leaders development, learning and
effective training
 Chapter 1
Definition and Significance of
Leadership
• Learning Objectives
1. Define leadership and leadership effectiveness
2. Discuss the major obstacles to effective
leadership
3. Compare and contrast leadership and
management
4. List the roles and functions of leaders and
managers
5. Explain the changes in organizations and how
they affect leaders
6. Summarize the debate over the role and impact
of leadership in organizations
 2- Definition of Leadership

A leader is any person who influences individuals and groups

within an organization, helps them establish goals, and guides

them toward achievement of those goals, thereby allowing

them to be effective
2- Definition of Leadership
 Key Elements of Leadership
01
First, leadership is a group and social phenomenon; there can
be no leaders without followers. Leadership is about others.

Second, leadership necessarily involves interpersonal influence or

persuasion. Leaders move others toward goals and actions.

Third, leadership is goal directed and action oriented; leaders play

an active role in groups and organizations. They use influence to
guide others through a certain course 03
of action or toward the
achievement of certain goals.

Fourth, the presence of leaders assumes some form of hierarchy

within a group. In some cases, the hierarchy is formal and well defined,
with the leader at the top; in other cases, it is informal and flexible.
04
 • Fred Luthan’s Study
Fred Luthans,

(A management professor specializing in organizational behavior) and his associates looked at what managers do from a

somewhat different perspective.

They asked…

Do managers’ who move up most quickly in an organization do the same activities and with the same emphasis as

managers who do the best job?”

• Luthans and his associates found that all managers (studied more than 450 managers) engage in four managerial activities:

(Linked Managerial activities with managerial success)

 Fred Luthans Study
• Decision • Exchanging
making, information
planning, and
and processing
controlling paperwork
Tradition
al Communi
Managem cation
ent

Networki
HRM
ng
• Motivating, • socializing,
managing politicking, and
conflict, staffing, interacting with
and training outsiders
 Effective Vs. Successful Managerial
Activities
Exhibit 1-2 Allocation of Activities by Time

Effective leaders
• Focus on the work, employees /followers
• Are those with Satisfied and productive
employees
• Spend their time communicating with
subordinates, managing conflict, and
training, developing, and motivating
employees
• Take care of employees/followers
Effectiveness vs. Success
Successful leaders
• Focus on politics and networking
• Are Promoted quickly
• Network with outsiders
• Their primary focus is not on employees. Instead,
they concentrate on networking activities such as
interacting with outsiders, socializing, and
politicking.
• Take care of supervisor
Key Elements of Effectiveness
1. Goal achievement, which includes
meeting financial goals, producing
quality products or services,
addressing the needs of customers,
and so forth

2. Smooth internal processes,

including group cohesion, follower
satisfaction, and efficient operations
.

3. External adaptability, which

refers to a group’s ability to change
and evolve successfully
.
 Effectiveness vs. Efficiency

• Doing the task right

• Refers to the relationship
between inputs and outputs

– Doing the right task

– Associated with goal
attainment
 3- Why Do We Need Leaders?

01 02 03 04
To keep groups To accomplish tasks To make sense of To be romantic ideals
orderly and focused provide goals and the world assign (Symbols)
on group goals directions and meaning to events
coordinate activities and situations that
may be ambiguous.
 3- Why Do We Need Leaders?
1. To keep groups orderly and focused on group goals ., the existence of groups requires some form of organization and
hierarchy. Whereas individual group members may have common goals, they also have individual needs and aspirations. Leaders
are needed to pull the individuals together, organize, and coordinate their efforts.

2. To accomplish tasks. Groups allow us to accomplish tasks that individuals alone could not undertake or complete. Leaders
are needed to facilitate that accomplishment, and to provide goals and directions and coordinate activities.

3. To make sense of the world. Groups and their leaders provide individuals with a perceptual check. Leaders help us make
sense of the world, establish social reality, and assign meaning to events and situations that may be ambiguous.
4. To be romantic ideals. Finally, as some researchers have suggested (e.g., Meindl and Ehrlick, 1987), leadership is needed to
fulfill our desire for mythical or romantic figures who represent us and symbolize our own and our culture’s ideals and
accomplishments.
 • Obstacles to Effective Leadership

4- Inaccessible research

3- Established organizational culture

2- Falling back on old ideas and simplistic solutions

1- Environmental uncertainty
 • Obstacles to Effective Leadership

1- Environmental uncertainty
• Organizations face considerable uncertainty that creates pressure for quick responses and solutions.
External forces, such as voters and investors, demand immediate attention.
• The keys to becoming an effective leader are knowledge, experience, practice, and learning from one’s
mistakes. Unfortunately, many organizations do not provide an environment in which leaders can practice
new skills, try out new behaviors, and observe their impact

• Therefore, a vicious cycle that allows no time for the learning that would help current crises continues. The
lack of learning and experimentation in turn causes the continuation of the crises, which makes the time
needed to learn and practice innovative behaviors unavailable.
 • Obstacles to Effective Leadership
2- Organizational rigidity

• Second, organizations are often rigid and unforgiving. In their push for short-term and immediate

performance, they do not allow any room for mistakes and experimentation.

• A few organizations, such as Virgin Group Ltd., 3M, and Apple Computers

that encourage taking risks and making mistakes, are the exception.

• The rigidity and rewards systems of many institutions discourage such endeavors.
 • Obstacles to Effective Leadership
3-Third, organizations fall back on old ideas about what effective leadership is and, therefore, rely on simplistic solutions that do
not fit new and complex problems. The use of simple ideas, such as those proposed in many popular books, provides only
temporary solutions.

4- Fourth, over time, all organizations develop a particular culture that strongly influences how things are done and what is
considered acceptable behavior. As leaders try to implement new ideas and experiment with new methods, they may face
resistance generated by the established culture.

5- The difficulty involved in understanding and applying the findings of academic research. In
the laudable search for precision and scientific rigor, academic researchers sometimes do not
clarify the application of their research, making the research inaccessible to practitioners.
4- Leadership and Management
 1- What do manager do? (Function)

1. Manager:
Someone who gets things done through other people in organizations.
2. Organization:

A consciously coordinated social unit

composed of two or more people that

functions on a relatively continuous basis to

achieve a common goal or set of goals

 1- What is Management ?
John Kotler in his book Leading Change defines
management and leadership thusly:

Management is a set of processes that can keep a complicated

system of people and technology running smoothly.
Planning Organizing
( Goals, budgeting (staffing and work
and strategy) breakdown)
The most important aspects
of management include :
Controlling Leading
Another Classification includes : (Monitoring progress
according to
standards)

Planning, budgeting, organizing, staffing,

controlling, and problem solving
2- What do manager do?(Function)

Planning Organizing
( Goals, (staffing and
budgeting and work
strategy) breakdown)

Controlling
(Monitoring Leading
progress
according to
standards)
 4-Leadership and Management

Managers Leaders
• Focus on the present • Focus on the future
• Maintain the status quo • Create change
• Implement policy • Initiate policy
• Maintain existing culture and • Create new culture and
structure structure
• Remain aloof (isolated ) and • Establish emotional bonds with
objective followers
• Use position power • Use personal power
 Management Roles

• Mintzberg concluded that managers perform ten different, highly

interrelated roles or sets of behaviors attributable to their jobs.
• There are 3 types of roles

Roles:
Interpersonal
Informational
Decisional
 3-Management Roles

Interpersonal :Relationships upwards and

1. Figurehead: Symbolic head, an image for his team through

performance and behavior (source of inspiration and power)

2. Liaison: Maintains a network of outside contacts who provide

favors and information (network effectively)

3. Leader :Lead, influence and coach

 Managment Roles
Informational :

1- Spokesperson :On behalf of his Team (Meetings)

2- Monitor: Receives a wide variety of information; serves as nerve center of internal and external

information of the organization.Must seek to be updated with all information

3- Disseminator: Transmits information received from outsiders or from other employees to members of

the organization (useful information)

 3-Managment Roles
Decisional:

1- Entrepreneur: Taking decisions as an entrepreneur

2- Negotiator : Responsible for representing the organization at major negotiations

3- Resource Allocator

4- Disturbance handler

Assertiveness and conflict handling

 Managerial Roles
Mintzberg’s Findings

• Mintzberg’s research further suggests that few, if any, managers perform these roles in an
organized, compartmentalized, and coherent fashion.

• Instead, a typical manager’s days are characterized by a wide variety of tasks, frequent
interruptions, and little time to think or to connect with their subordinates.

• Mintzberg’s findings are an integral part of many definitions of leadership and management.

• The roles he defines are typically considered the major roles and functions of leaders.
 Gender Differences in Roles
Female managers
Male managers • working at a Calm steady pace of work
• Unrelenting (strict) pace with Frequent breaks
of work • They did not consider unscheduled
events to be interruptions; they instead
• Do a wide variety of tasks viewed them as a normal part of their
• Frequent interruptions work
• Little time to • Schedule time for communication
communicate • Engaged in Many non work activities
• Few non work activities • scheduled time to share information
• Isolation with their colleagues and subordinates.
• Multifaceted identities and Complex
• Identity tied to work
network
• Complex network • Prefer face-to-face communication.
 Management skills
Any manger should have…

Co
The mental ability for

nc
l
abstract

ep
ic a
The ability to apply

tu
hn
specialized knowledge thinking ,formulating ideas,

al
c
analyze and diagnose a

Te
or expertise.
problem, and find creative
solutions

r s onal
pe
Inter
Present the managers’ ability to interact,
work or relate effectively with people.
 Management skills

The three skills are needed at all managerial levels but with
different focus
5- Leaders’ role in shaping
Organization culture
 Organizational Culture
• A system of shared assumptions, values and beliefs that show employees what is
accepted/unaccepted behavior, is set by founder

• Organizational culture is an important concept in understanding how

organizations behave , Followers take their cues from the leaders on what
behaviors are and are not acceptable
It has significant impact
on how individuals
interpret the impact of
their behavior and make
decisions about their
actions
 5- Leader’s Role in Shaping Organizational Culture

1. The leaders set the vision and direction and make most, if not all, of the
decisions regarding the various factors that will shape the culture
2. leader shapes culture are by decisions regarding the reward system and by
controlling decision standards.
( In some organizations, rewards (financial and nonfinancial) go to only the highest contributors
to the bottom line. In another, accomplishments such as contribution to cultural diversity or the
degree of social responsibility are also valued and rewarded)
 5- Leader’s Role in Shaping Organizational Culture

• Researchers argue that a key function of leaders is to manage the emotions of

group members (Humphrey, 2002).
• Even though attention to internal process issues, such as the emotional state of
followers, has always been considered a factor in leadership, it is increasingly
seen not as a peripheral task, but rather as one of the main functions.
 Leader’s Role in Shaping Organizational Culture

3- Additionally, leaders are in charge of selecting other leaders and managers for
the organization. Those selected are likely to fit the existing leader’s ideal model
and, therefore, fit the culture

4- Therefore, they not only control the current culture but also exert a strong
influence on the future of their organization
 Jack Welch (Ex of selecting other leaders)
• To select his successor before he left in 2001, General
Electric’s (GE) Jack Welch carefully observed, interacted with,
and interviewed many of the company’s executives.
• He sought (Searched) feedback from top company leaders,
and after selecting Jeff Immelt, Welch orchestrated the
transition of power.
• This carefully orchestrated succession ensured that the new
leader, although bringing about some new ideas, fit the
existing culture of the organization
 New Roles for Leaders
• Employees in traditional organizations are responsible only for production; the planning, leading,
and controlling functions, as well as the responsibility for results, fall on the manager
• An increasing number of organizations, however, are shifting the activities and responsibilities
typically associated with managers to employees.
• Managers are expected to provide the vision, get
the needed resources to employees, act as
support persons, and get out of employees’ way.
• The employees, in turn, learn about the strategic
and financial issues related to their job, plan their
own activities, set production goals, and take
responsibility for their results.
Factors Fueling
Change
 Factors Fueling Change
A number of external and internal organizational factors are driving the changes in
our organizations and in the role of leaders and managers

• CRM
• Innovation
• Technology
• Quality
• Social Media and Reviews
• Faster Communication
• Globalization
 Factors Fueling Change
First, political changes worldwide are leading to more openness and democracy.
These political changes shape and are shaped by images of what is considered to
be appropriate leadership. With the fall of the Soviet Union at the end of
the twentieth century, the world has seen a spread in democratic principles
aimed at power sharing.

Second, with the worldwide economic downturn, increasing global and

local competition, and complex and fast-changing technologies,
numerous organizations struggle for survival and to justify their existence

Another key factor fueling changes in leadership is the diversity in the United States
and many other countries Demographic changes that lead to increased diversity in the
various groups and organizations push leaders to consider this diversity when making
decisions.
 Barriers to Change
 Top management still focused on one person

 Traditional organizations

 Short-term orientation

 Employee input and creativity not fully considered

 Focus on individual rather than group performance

 Traditional management styles

 Perceived financial pressures

 Leadership Challenge
• Challenges for new leaders
• Learning new duties
• Adapting to new roles
• Maintaining old relationships and building new networks

• Actions that help

• Training
• Clear message
• Patience

• Things to avoid

• Over managing—taking charge

• Jumping into action too fast—too many changes

• Trying to remain “one of the gang”

End of Lec 1