Leadership in full

Welcome

LeadershipLeadership

by: Khaled Anterby: Khaled Anter

Ground rules• Start 6:00 pm – End 10:00 pm• Breaks at 8:00 pm, or when needed• Phones silent plz.• Questions & comments welcomed always• No religious, political or sport debates • Make yourself comfortable• Take notes it you will

“He who has never learned to obey cannot be a good commander”.

Aristotle

Why are we here?What is your Objectives?

Are you content with the current situation?

What is Leadership?

“The price of greatness is responsibility”.

Winston Churchill

“We must be the change we wish to see in the world”.

Mahatma Gandhi

“In matters of style, swim with the current; In matters of principle, stand like a rock”.

Thomas Jefferson

The real leader has no need to lead — he is content to point the way.

Henry Miller

Lead, follow or get out of the way!

George S. Patton

What is your opinion?What does it really mean to you?

Leadership Vs. Management

Management is doing things right; leadership is doing the right things.

Peter Drucker

Leadership Vs. Management

A Manager

• Emphasis on procedures • Group reward • Management by

exception

A Leader

• Charisma • Personal

relationships • Creativity

Development of Leadership

Early history• Plato's Republic to Plutarch's lives• “Trait theory of leadership”• Talents, skills, and physical characteristics • Leaders were born, not developed • Intelligence, dominance, adaptability, persistence, integrity,

socioeconomic status, and self-confidence

Why trait theory fails ?• Neglect of cognitive abilities, motives, values, social skills,

expertise, and problem-solving skills• Fail to consider patterns or integrations of multiple attributes• Do not distinguish between leader who are not flexible over

time & those who are shaped by situational influences

Alternative Theories• In the late 1940s and early 1950s • Drastically different view of the driving forces behind

leadership• That persons who are leaders in one situation may not

necessarily be leaders in other situations• Situational approaches

Reemergence of trait theory• 1980s statistical advances• Individuals can and do emerge as leaders across

a variety of situations and tasks • Significant relationships exist between

leadership and such individual traits as:• Intelligence, conscientiousness, adjustment,

extraversion, openness to experience & general self-efficacy • Do not consider how stable leader attributes are

necessary for effective leadership

Attribute pattern approach• A person as an integrated totality rather than a summation of

individual variables • Combinations of individual differences may explain substantial

variance in both leader emergence and leader effectiveness

Behavioral and style theories• The model was developed by Robert Blake and Jane

Mouton in 1964• Suggests five different leadership styles, based on the leaders'

concern for people and their concern for goal achievement

Behavioral and style theories

Positive reinforcement• Positive reinforcement occurs when a positive stimulus is

presented in response to a behavior, increasing the likelihood of that behavior in the future.

Example

• Assume praise is a positive reinforcer for a particular employee • This employee does not show up to work on

time every day • The manager of this employee decides to praise

the employee for showing up on time every day • The employee actually shows up to work on time • As a result, the employee comes to work on time

more often because the employee likes to be praised.

Explanation

• In this example, praise (i.e. stimulus) is a positive reinforcer for this employee because the employee arrives (i.e. behavior) to work on time more frequently after being praised for showing up to work on time.• The use of positive reinforcement is a successful

and growing technique used by leaders to motivate and attain desired behaviors from subordinates.

“Empirical research covering the last 20 years suggests that reinforcement theory has a 17 percent increase in performance. Additionally, many reinforcement techniques such as the use of praise are inexpensive, providing higher performance for lower costs”

Situational and contingency theories

The Situational theory

• Situational theory also appeared as a reaction to the trait theory of leadership• Social scientists argued that history was more

than the result of intervention of great men• The times produce the person and not the other

way around • This theory assumes that different situations call

for different characteristics • According to this group of theories, no single

optimal psychographic profile of a leader exists

"what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions."

Herbert Spencer (1884)

Contingency leadership theories

Fiedler contingency model

• Bases the leader's effectiveness “situational contingency”

• This results from the interaction of leadership style and situational favorableness

• The theory defined two types of leaders: 1. Those who tend to accomplish the task by

developing good-relationships with the group (relationship-oriented)

2. Those who have as their prime concern carrying out the task itself (task-oriented)

Fiedler contingency model

• According to Fiedler, there is no ideal leader • Fiedler found that task-oriented leaders are

more effective in extremely favorable or unfavorable situations

Vroom-Yetton decision model

• Phillip Yetton (1973), Arthur Jago (1988)• A taxonomy for describing leadership situations• leadership styles were connected to situational

variables • This approach was novel because it supported

the idea that the same manager could rely on different group decision making

The path-goal theory

• Robert House (1971)• leaders, to be effective, engage in behaviors

that complement subordinates' environments and abilities

• The theory identifies four leader behaviors :

1. Achievement-oriented

2. Directive

3. Participative

4. Supportive

The Hersey-Blanchard situational theory • Suggests four leadership-styles and four levels of

follower-development• The model posits that the leadership-style must

match the appropriate level of followership-development

• Leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well.

Functional leadership theory

• (Hackman & Walton, 1986; McGrath, 1962) • Particularly useful theory for addressing specific

leader behaviors• The leader's main job is to see that whatever is

necessary to group needs is taken care of.• A leader can be said to have done their job well

when they have contributed to group effectiveness and cohesion

Functional leadership theory

• Five broad functions a leader performs when promoting organization's effectiveness:

1.Environmental monitoring

2.Organizing subordinate activities

3.Teaching and coaching subordinates

4.Motivating others5.Overriding actively in the group's work.

Transactional and Transformational theories

Transactional leader

• Given power to perform certain tasks and reward or punish for the team's performance

• The manager leads the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else

• Power is given to the leader to evaluate, correct and train subordinates

Transformational leader

• Motivates its team to be effective and efficient• Communication is the base for goal achievement • Highly visible and uses chain of command to get

the job done• Focus on the big picture• Needing to be surrounded by people who take

care of the details• The leader is always looking for ideas

Emotions & Leadership

Emotions & Leadership

• Leadership can be perceived as a particularly emotion-laden process

• The leader's mood has some effects on his/her group as follows:

1. The mood of individual group members • The leaders transmit their moods to other group

members through the mechanism of emotional contagion

• Mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers

2. The affective tone of the group

• Represents the consistent or homogeneous affective reactions within a group

• Group affective tone is an aggregate of the moods of the individual members of the group

• Groups with leaders in a positive mood have a more positive affective tone

3. Group processes like coordination, and task strategy

• Public expressions of mood impact how group members think and act

• When people experience and express mood, they send signals to others

• Leaders signal their goals, intentions, and attitudes

• The group members respond to those signals cognitively and behaviorally in ways that are reflected in the group processes.

Emotions & Leadership

• The leader's mood, behavior is a source for employee positive and negative emotions at work

• Leaders shape workplace affective events. Examples – feedback giving, allocating tasks, resource distribution

• Emotional intelligence, the ability to understand and manage moods and emotions in the self and others

Neo - emergent theory

• That leadership is created through the emergence of information by the leader or other stakeholders, Not through the true actions of the leader himself

• The reproduction of information or stories form the basis of the perception of leadership by the majority

Neo - emergent theory

• i.e. It is well known that the great naval hero Lord Nelson often wrote his own versions of battles he was involved in, so that when he arrived home in England he would receive a true hero's welcome.

• In modern society, the press, blogs and other sources report their own views of a leader

Neo - emergent theory

• Therefore, it can be contended that the perception of all leaders is created and in fact does not reflect their true leadership qualities at all.

Time to meet today’s leadersCan you guess who?

Keith Rupert Murdoch(born 11 March 1931) is an Australian American business magnate. Murdoch became managing director of Australia's News Limited, inherited from his father, in 1952. He is the founder, Chairman and CEO of global media holding company News Corporation, the world's second-largest media conglomerate, and its successors News Corp and 21st Century Fox after the conglomerate split on 28 June 2013

Warren BuffettAn American business magnate, investor, and philanthropist. He is widely considered the most successful investor of the 20th century. Buffett is the chairman, CEO and largest shareholder of Berkshire HathawayIn 2012, American magazine Time named Buffett one of the most influential people in the world

William Henry "Bill" Gates IIIAn American business magnate, investor, programmer, inventor and philanthropist. Gates is the former chief executive and current chairman of Microsoft, the world’s largest personal-computer software company

Julian Assangeborn 3 July 1971) is an Australian publisher] and journalist. He is known as the editor-in-chief and founder of WikiLeaks which publishes submissions of secret information, news leaks and classified media from anonymous news sources and whistleblowers

الوليد بن طلل بن عبد العزيز آل سعود وهو البن الثاني للمير طلل بن عبد العزيز، رجل أعمال 1955 مارس7ولد في الرياض في

.سعودي يعد من أكبر المستثمرين في العالم ، مؤسس و مالك شركة المملكة القابضةمالك قنوات روتانا فوكس (الشرق الوسط) (سابقا فوكس سيريز) فوكس موفيز و قناة الرسالة

Leadership styles

Leadership styles• Leadership style refers to a leader's behaviour. It is the

result of the philosophy, personality and experience of the leader

1. Autocratic or authoritarian style

2. Participative or democratic style

3. Laissez-faire or free rein style

1. Autocratic or authoritarian style• All decision-making powers are centralized in the

leader, as with dictator leaders• They do not entertain any suggestions or

initiatives from subordinates • The autocratic management has been successful

as it provides strong motivation to the manager • It permits quick decision-making• Until the leader feels it is needed to be shared

with the rest of the group

2. Participative or democratic style• The democratic leadership style favors decision-

making by the group• leader gives instruction after consulting the

group • They can win the co-operation of their group and

can motivate them effectively and positively • The decisions arise from consultation with the

group members and participation by them

3. Laissez-faire or free rein style• A free-rein leader does not lead, but leaves the

group entirely to itself • Such a leader allows maximum freedom to

subordinates• They are given a free hand in deciding their own

policies and methods

Which is better ?

Which is better ?

• Different situations call for different leadership styles

• In an emergency when there is little time and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective

• In a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or laissez-faire style may be more effective

“The style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members”

Special Leadership Styles

Narcissistic leadership

• “Narcissistic leadership is driven by unyielding arrogance, self-absorption, and a personal egotistic need for power and admiration."

• The narcissism may be healthy or destructive although there is a continuum between the two

“The narcissistic type... especially suited to act as a support for others, to take on the role of leaders and to... impress others as being 'personalities, one reason may be that "another person's narcissism has a great attraction for those who have renounced part of their own... as if we envied them for maintaining a blissful state of mind — an unassailable libidinal position which we ourselves have since abandoned."

Sigmund Freud

Narcissism and groups

• When a group is without a leader, you can often count on a narcissist to take charge

• There are four basic types of leader with narcissists : (most commonly in type 3)

1. Authoritarian with task orientated decision making

2. Democratic with task orientated decision making

3. Authoritarian with emotional decision making4. Democratic with emotional decision making

Corporate Narcissism

• Occurs when a narcissist becomes the leader (CEO) or a member of the senior management team

• Gathers an adequate mix of codependents around him (or her) to support his narcissistic behavior

• Narcissistic leadership is about reproduced copies, not about originals

Corporate Narcissism

• "The narcissistic leader prefers the sparkle and glamour of well-orchestrated illusions to the tedium and method of real accomplishment."

• Narcissists admit company loyalty but are only really committed to their own agendas

• “A certain kind of charismatic leader can run a financially successful company on thoroughly unhealthy principles for a time. But... the chickens always come home to roost."

“One of the ways of differentiating a good-enough organization from one that is pathological is through its ability to exclude narcissistic characters from key posts."

Psychoanalysts

Productive narcissists

• Productive narcissists still tend to be over-sensitive to criticism, over-competitive, isolated, and grandiose

• Through their charisma they are able to "draw people into their vision, and produce a army of followers who will pursue the dream for all it's worth”

Productive narcissists

• “The dramatic collapse of Wall Street and the financial system in 2009 must give us pause. Is the collapse due to business leaders who have developed narcissistic styles?”

• There can be quite a fine line between narcissists who perform badly in the workplace because of their traits, and those who achieve outrageous success because of them.

Impact of healthy vs.

destructive narcissistic managers

Characteristic Healthy Narcissism Destructive Narcissism

Self-confidence High outward self-confidence in line with reality

Grandiose

Desire for power, wealth and admiration

May enjoy power Pursues power at all costs, lacks normal

shyness in its pursuit

Relationships Real concern for others and their ideas; does not exploit or

devalue others

Concerns limited to expressing socially

appropriate response when convenient;

devalues and exploits others without remorse

Ability to follow a consistent path

Has values; follows through on plans

Lacks values; easily bored; often changes

course

Foundation Healthy childhood with support for self-esteem and appropriate

limits on behavior towards others

Traumatic childhood undercutting true sense of self-esteem and/or learning that he/she doesn't need to be

considerate of others

Queen bee syndrome

• It describes a woman in a position of authority who views or treats subordinates more critically if they are female

• The queen bee syndrome may be the reason that women find it more stressful to work for women managers; no difference was found in stress levels for male workers

• Former Primer Minister Margaret Thatcher is cited as a prime example of a queen bee

Toxic leadership

• Is someone who has responsibility over a group of people or an organization, and who abuses the leader-follower relationship by leaving the group or organization in a worse-off condition than when she/he first found them

• May be analyzed into seven different types:

Toxic leadership1.Incompetent - the leader and at least some followers

lack the will or skill (or both) to sustain effective action. With regard to at least one important leadership challenge, they do not create positive change.

2.Rigid - the leader and at least some followers are stiff and unyielding. Although they may be competent, they are unable or unwilling to adapt to new ideas, new information, or changing times.

3.Intemperate - the leader lacks self-control and is aided and abetted by followers who are unwilling or unable to effectively intervene.

4.Heartless - the leader and at least some followers are uncaring or unkind. Ignored and discounted are the needs, wants, and wishes of most members of the group or organization, especially subordinates.

Toxic leadership5. Corrupt - the leader and at least some followers

lie, cheat, or steal. To a degree that exceeds the norm, they put self-interest ahead of the public interest.

6. Narrow-minded - the leader and at least some followers minimize or disregard the health and welfare of those outside the group or organization for which they are directly responsible.

7. Evil - the leader and at least some followers commit atrocities. They use pain as an instrument of power. The harm can be physical, psychological or both

Führerprinzip

“Leader principle”

Leader principle• Invented by the National Socialists. Hermann Graf Keyserling,

a German philosopher • Prescribes the fundamental basis of political authority in the

governmental structures of the Third Reich. This principle can be most briefly understood to mean that "the Führer's word is above all written law“

Leader principle• The ideology of the Führerprinzip sees each organization as a

hierarchy of leaders, where every leader (Führer, in German) has absolute responsibility in his own area, demands absolute obedience from those below him and answers only to his superiors. This required obedience and loyalty even over concerns of right and wrong. The supreme leader, Adolf Hitler, answered to God and the German people

Leader principle• Governmental policies, decisions, and offices ought to work

toward the realization of this end• Gifted individuals' were "born to rule" on the basis of Social

Darwinism

Leadership in Organizations

Leadership in Organizations• An organization that is established as

an instrument or means for achieving defined objectives has been referred to as a formal organization

• The formal organization is expected to behave impersonally in regard to relationships with clients or with its members

Leadership in Organizations• Entry and subsequent advancement is by merit or seniority• Each employee receives a salary and enjoys a degree of tenure

that safeguards her/him from the arbitrary influence of superiors

• The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems

Leadership in Organizations• It is this bureaucratic structure that forms the basis for the

appointment of heads or chiefs of administrative subdivisions • A leader emerges within the context of the informal

organization that underlies the formal structure• The informal organization expresses the

personal objectives and goals of the individual membership

Leadership in Organizations• Their objectives and goals may or may not agree

with those of the formal organization • The informal organization represents an

extension of the social structures that generally characterize human life

• An effective leader defines as "an individual with the capacity to consistently succeed in a given condition and be recognized as meeting the expectations of an organization or society."

“Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level”

Varieties of individual power• Legitimate Power:

refers to the different types of professional positions within an organization structure that inherit such power (e.g. Manager, Vice President, Director, Supervisor, etc.). These levels of power correspond to the hierarchical executive levels within the organization itself. The higher position such as President of the company has a higher power than the rest of professional positions in the hierarchical executive levels.

Varieties of individual power

• Reward Power:

Employees who work for managers desire the reward from the manager and will be influenced by receiving it as a result of work performance. The rewards may be pay raises or promotions.

Varieties of individual power• Coercive Power: Is the manager's ability to punish an employee. Punishment

can be a mild punishment such as a suspension or a serious punishment such as termination.

Varieties of individual power• Expert Power: Is attained by the manager due to his or her own talents such

as skills, knowledge, abilities, or previous experience. A manager which has this power within the organization may be a very valuable and important manager in the company.

Varieties of individual power• Charisma Power:

A manager who has charisma will have a positive influence on workers, and create the opportunity for interpersonal influence. A person has charisma, and this will confer great

power as a manager.

Varieties of individual power• Referent Power: a power that is gained by association. A person who has power

by association is often referred to assistant or deputy.

Varieties of individual power• Information Power: a person who has possession of important information at an

important time when such information is needed to organizational functioning. Someone who has this information knowledge has genuine power. For example, a manager's secretary would be in a powerful position if the secretary has information power.

Empowerment

• Empowerment is the act of giving an independent contributor the ability or authority to lead a task or project

• It expressly conveys to the contributor that you trust him to directly influence the outcome

• An empowered team member may experience improved job performance, greater buy-in to management decisions, increased loyalty to the team or organization, and higher levels of job satisfaction

Motivation

• Motivation is a force, stimulus, or incentive that prompts a person to act or behave to reach a desired goal

• Within organizations, motivation is a very important tool for maintaining employees and their overall morale, enhanced job performances, and customer retention

• Motivated employees work harder, perform at a higher level, and report increased job satisfaction & retention

Delegation• Delegation is when a leader authorizes or empowers a

subordinate team member to make decisions and perform specific tasks

Delegation

• Delegation can save you time, provide employee development opportunities, train a successor, and motivate employees to feel more challenged

• The degree of authority you grant a direct report depends on the employee’s skill set and the task or project at hand Successful delegation provides clear directions, a workable timeframe, purpose of the task or project, delegate’s level of authority, supportive communication, and feedback on results

“Research indicates that some managers, particularly newer ones, are hesitant to delegate responsibilities to others. However, some managers incorporate delegation of responsibilities into developmentopportunities for their direct reports”

How can leader be raised?• Enfant Ad lib milk-feeding• Enhancing self-esteem & independance• Having pits• Integrity & honesty • Team sports & scouting

World’s Greatest Leaders

No Pic

محمد بن عبد ال

“صلى ال عليه و سلم”

الفيلسوف، الخطيب، والرسول، والمشرع، ”المحارب، الفاتح المنتصر للفكر، والمرمم للعقائد، والعبادة بدون صور، مؤسس عشرين من المبراطوريات الرضية، وإمبراطورية روحانية

، هذا هو محمد واحدة “

لمارتين دي الترا ألفونس تاريخ ك،

Alexander the Great

• Mégas Aléxandros• The creator of one of the

largest empires in ancient history

• Considered one of the most successful commanders of all time

• Military academies throughout the world still teach his tactical exploits

“I would not fear a pack of lions led by a sheep, but I would always fear a flock of sheep led by a lion”

Alexander the Great

Mohandas Karamchand Gandhi

• Pre-eminent political and ideological leader of India

• He pioneered satyagraha. “This is defined as resistance to tyranny through mass civil resistance”

“The weak can never forgive. Forgiveness is the attribute of the strong”

Mohandas Karamchand Gandhi

Adolf Hitler

• Führer und Reichskanzler• The leader of the National

Socialist German Workers Party

(German: Nationalsozialist-ische Deutsche Arbeiterpartei, abbreviated NSDAP), commonly known as the Nazi Party

“I have not come into this world to make men better, but to make use of their weaknesses”

Adolf Hitler

John F. Kennedy

• 35th President of the United States

• Serving from 1961 until his assassination in 1963

• Kennedy continues to rank highly in public opinion ratings of former U.S. presidents

"We choose to go to the Moon in this decade and do the other things, not because they are easy, but because they are hard."

John F. Kennedy

Ernesto "Che" Guevara

• Commonly known as El Che or simply Che

• An Argentine Marxist, revolutionary, physician, author, intellectual,guerrilla leader, dipl-omat and military theorist.

“We cannot be sure of having something to live for unless we are willing to die for it ”.

Ernesto "Che" Guevara

Last Words

Thank you