Welcome By

Faiz SubhaniRoll # MBFF14M043 MBA 3.5 5th regular

In the guidance of:

Sir Kashif Ammar sb.

Review of 10 best articles

ofHarvard business reviews

(HBR)

WHAT MAKES A LEADERBY DANIEL GOLEMAN

• This concept emotional intelligence firstly brought by Daniel Goleman in 1995.

• Applied on businesses in 1998.• After research on 200 global large companies.• He found direct ties between emotional intelligence

and measurable business results.

BRIEF IDEA• IQ, technical skills,

analytical mind dose matter but most important characteristic of great leader is emotional intelligence.

• Distinguish between good and great leader

• Sine qua non of leadership

EVALUATION OF EQ.• EQ is increasingly more important at

high levels, where differences in technical skills are of negligible importance

ComponentsSelf awarenessSelf regulationMotivation EmpathySocial skill

SELF AWARENESSDefinition

An ability to understand your emotions derives and their effect on othersHallmarksSelf confident (speak accurately and openly)Realistic self assessment (comfortable talking about their

weakness and strength)Assess realistically, without biasnessThirst of constructive criticism

SELF REGULATIONDefinition

it is an ability to monitor and control our own behavior, emotions and mood and altering them according to situationHallmarksTruth worthiness and integrity (reduce political

infighting)Rife with ambiguity and changeOpenness to change

MOTIVATIONDefinition

An internal force that impacts the direction and intensity of a persons voluntary behavior (direction focused by goals)HallmarksStrong drive to achieve (pride in job ,love to learn)Optimism (even failure)Organizational commitment (like jobs)

EMPATHYDefinition

The ability to understand and share the feelings of others (thoughtful considering of employees)HallmarksBuild and retain talentCross cultural sensitivityService to client and customer

Social skillDefinition

Any skill facilitating interaction and communication with others (managing relations, building networks)HallmarksBuilding and leading teamsEffectiveness in changesPersuasiveness

CAN EMOTIONAL INTELLIGENCE BE LEARNED?

Scientific inquiry strongly suggests that there is a genetic component to emotional intelligence

Psychological and developmental research indicates that nurture plays a role as well.

Research and practice clearly demonstrate that emotional intelligence can be learned.

MethodsEmotional intelligence is born largely in the

neurotransmitters of the brain’s limbic system, Research indicates that the limbic system learns best through motivation, extended practice, and feedback.

Conventional training programs Help people break their old habits

What Makes an Effective ExecutiveBy Peter F. Drucker

Effectiveness is the degree to which something is successful in producing a desired result; success.• Effective leader do right things at

right way (relates to output)• No need to worry about stereotyped

qualities• Can be learned , must be learned

Effective leaders practices

All effective leaders follow these 8 practicesGetting knowledge you need

Ask what need to be done?That is not about “What do I need to do?” it is

about what has to be doneCrucial for managerial successHelps what needed further

Ask what is right for organization?Its all about what is best for enterprise and

stakeholder not for ownerFirst question will suggest multiple tasksEffective executive does not splinter, concentrate on

oneConverting knowledge into actions

Write an action planAction plan is statement of intentions rather than

commitment (should flexible)Should compatible with mission and policies

Take responsibility for decisionsEnsuring who is carrying out witch decision ( giving

responsibilities)Who must be informedWho is going to effect by itTake responsibility for communicatingMake sure plans and information needed are

understood ablePay equal attention to peers and superiorsGet input from all

Focusing opportunity rather problemsFocus more on opportunitiesProblem solving is necessary but we get result onl

byy exploiting opportunitiesTreat change as an opportunityMach best people with best opportunities

Organizational responsibility and accountabilityOrganizational accountabilityRun productive meetingArticulate meetings (announcements , delivery

report)Follow up short communicationsSpelling out new work assignmentsDeadlines for completing them

Think and say “We” not “I”your authority comes from your organization

trust in youTo get the best results always consider your organization need and opportunities before your own

What Leaders Really Do by John P. Kotter

• Leader and management are different but complementary for each other

• Leader prepare organization for change, help them cope as they struggle through it

They do not Makes plans They do not solve problemsThey do not even organize peopleThese are function of management.

Distinctions in management and leadership

Management Leadership

Involves organizing and staffing making decisions about business

involves planning and budgeting

Provides control and solves problems

Leadership is having a vision sharing that vision and inspiring others to support your vision while creating their own.

Involves direction setting.

Involve aligning employes21

Similarities

Both involve in deciding what needs to be

done.

Creating network of people to

achieve the goals.

Ensuring about the work done.

22

DeductiveSetting targetsEstablish plans to achieve

goalsAllocate resources

InductiveDevelop visionStrategies to changeOriginality

Planning and Budgeting Vs Direction Setting

Planning and Budgeting Direction Setting

Organizing and Staffing Vs Aligning People

Creating Organizational Structure

Setting of Jobs to Achieve Plan

Staffing the Jobs with Qualified People

Design Challenge

Communicating New Direction to People

People are those who Understand the Vision

CredibilityCommunication ChallengeMore empowerment

Organizing and Staffing Aligning People

Controlling and Problem Solving Vs Motivating

Monitoring Result vs Plan

Formally Network by mean of Reports and Meeting etc.

Low Motivation

Keep Moving People in Right Direction

Informally NetworkHigh Motivation

Controlling and Problem Solving

Motivating

For successful organizationBoth leadership and management is importantThese organization do not wait for leaders to come

along…They actively seek out people with Leadership

Potential

The Work of Leadership by Ronald A. Heifetz and Donald L. LaurieAdaptive work involves unfamiliar roles, responsibilities,

values and ways of workingLeader work not for the comfort of follower, real leader

mobile people to do adaptive work to cope challengesTraditional management strategies are useful for technical

problems, but where beliefs and values come into play technical fixes to excarnate the problem than leadership strategies are useful

Needs collective effort of employees

Ensuring adaptive work in employeesfollowing are some six principles too make employees

cope with adaptive challengesGet on the balcony

Its like same as we standing outside field of basketball ground and watching the condition of ground and weakness and strengths of each player and mechanism Emerging patternsHigh level prospective

Identify adaptive work challengesNext step is to identify the adaptive challenges to

the organizationSolutions to adaptive challenges reside not in

executive suite but in the collective intelligence of employees at all levels

Regulate distress Use stress to motivateInspire change without disabling peopleBalancing between to much and enough

Marinating discipline attentionrefers to keep your eye and your employee eyes

on goalLeader has to counteract distraction that prevents

people from adaptive issuesGive the work back to the people

it refers to the encourage risk taking in employeesGetting people assume greater responsibilityDevelop collective self confidence

Protect leadership voices from below.Don’t silence whistle-blowers, creative deviants,

and others exposing contradictions within your company. Their perspectives can provoke fresh thinking. Ask, “What is this guy really talking about? Have we missed something?”

Why Should Anyone Be Led by You? by Robert Goffee and Gareth Jones

Leadership is based on followers Because executive could not do anything without followers Main issue is to get followers Than a question arises why should any one led by you? In

mind of leaders You of course needs vision, energy, strategic direction but

needsShow you are humanRely on intuitionsBe differentManage employee with tough empathy

ExplanationReveal your weaknessNobody wants to work with a perfect leader ,he

doesn’t appear to need helpYou’ll build collaboration and solidarity between you

and your followers, and underscore your approachability.

Don’t expose a weakness that others see as fatal.Pick a flaw that others consider a strength, e.g.,

workaholism.

Become a sensorRely on your intuitions Detecting what’s going on without others’ spelling

it outPractice tough empathyReal leaders empathize fiercely with their followers care intensely about their people’s work.They’re also empathetically “tough.” This means

giving people not necessarily what they want , but what they need to achieve their best.

Dare to be differentCapitalizing on what’s unique about yourself lets you signal your separateness as a leader, and motivates others to perform better. Followers push themselves more if their leader is just a little aloof

Crucibles of Leadership by Warren G. Bennis and Robert J. ThomasExtraordinary leaders learn and become stronger

through experiencing negative eventsWhat enables one leader to inspire confidence, loyalty,

and hard work, while other with equal vision and intelligence stumble?

Such transformative events are called crucibles which make a leader more committed to his work

Crucibles are intense, often traumatic—and always unplanned.

ExplanationsCrucible experiences

Crucibles force leaders into deep self-reflection, where they examine their values, question their assumptions, and hone their judgment.

Shapes of crucibles

Some are violent, life-threatening events Others are more prosaic episodes of self-doubt. But whatever the crucible’s nature, the people we

spoke with were able, like Harman, to create a narrative around it, a story of how they were challenged, met the challenge, and became better leaders.

The Essentials of Leadership

Engage others in shared meaning. A distinctive, compelling voice Integrity Adaptive capacity.

Level 5 Leadership The Triumph of Humility and Fierce Resolve

by Jim Collins Level 5 leader

An individual who blends extreme personal humility with intense professional willGood-to-great organization transformations don’t happen without Level 5 leadership It also include getting the right people on the bus (and the wrong people off the bus) and creating a culture of discipline

ExplanationHUMILITY + WILL = LEVEL 5How do Level 5 leaders manifest humility? They

routinely credit others, external factors, and good luck for their companies’ success. But when results are poor, they blame themselves.

They also act quietly, calmly, and determinedly—relying on inspired standards, not inspiring charisma, to motivate.

Inspired standards demonstrate Level 5 leaders’ unwavering will

The Level 5 Hierarchy Level 1 (Highly Capable Individual)

Makes productive contributions through talent, knowledge, skills, and good work habits.Level 2 (Contributing Team Member) Contributes to the achievement of group objectives; works effectively with others in a group setting.Level 3 (Competent Manager)

Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

Level 4 (Effective Leader) Catalyses commitment to and vigorous pursuit

of a clear and compelling vision; stimulates the group to high performance standardsLevel 5 Executive

Builds enduring greatness through a paradoxical combination of personal humility plus professional will.Level 5 requires the capabilities of all the lower

levels, plus the special characteristics of Level 5.

Growing to level 5 leadershipGrow Level 5 seeds by practicing these goodto-great disciplines of Level 5 leadersFirst who

Attend to people first, strategy second. Get the right people on the bus and the wrong people off— then figure out where to drive it.Stockdale paradox

Deal with the brutal facts of your current reality—while maintaining absolute faith that you’ll prevail.

Buildup-breakthrough flywheel Keep pushing your organizational “flywheel.”

With consistent effort, momentum increases until—bang!—the wheel hits the breakthrough point.The hedgehog concept

Think of your company as three intersecting circles: what it can be best at, how its economics work best, and what ignites its people’s passions. Eliminate everything else.

Seven Transformations of Leadership by David Rooke and William R. Torbert

Leaders are made, not born.transformational leaders—those who spearhead

changes that elevate profitability, expand market share, and change the rules of the game in their industry

Recognize that great leaders are differentiated not by their personality or philosophy but by their action logic

Other types prove potent change agents. In particular, Strategists believe that every aspect

of their organization is open to discussion and Types of action logics

OpportunistFocus on personal win and controlling external

environmentGood in emergencies and in pursuing sales.Few people want to follow them for the long term.

DiplomatFocused on gaining control on their own behaviorIgnore conflictsConform to groupCan’t provide painful feedback or make the hard

decisions neededExpertFocus on continues improvementPerfecting knowledgeGood individual contributor.Lacks emotional intelligence

AchieverTeam orientation Open to feedbackConcerned with meeting goalsWell suited to managerial work.IndividualistOperates in unconventional waysIgnores rules he/she regards as irrelevantIrritates colleagues and bosses by ignoring key

organizational processes

StrategistFocus on organization constrains and perceptionGenerates transformations over the short and long

term.Deals with conflict comfortablyAlchemistGenerates social transformationsAbility to reinvent themselves and their org in historic

significant waysLeads society wide change

Changing your action logic typeExpert to AchieverFocus more on delivering results than on perfecting your

knowledgeBecome aware of differences between your assumptions and

those of othersParticipate in training programs on topics such as effective

delegation and leading high-performing teamsAchiever to IndividualistInstead of accepting goals as givens to be achieved Reflect on the worth of the goals themselves, with the aim of

improving future goals Use annual leadership development planning to thoughtfully set the highest-impact goals

Individualist to StrategistEngage in peer-to-peer development Establish mutual mentoring with members of your

professional network (board members, top managers, industry leaders) who can challenge your assumptions and practices, as well as those of your company and industry.

Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N.

McLean, and Diana Mayer

We all have the capacity to inspire and empower others.we must first be willing to devote ourselves to our

personal growth and development as leaders.You can learn from others’ experiences, but there is no

way you can be successful when you are trying to be like them.

You can learn from others’ experiences, but there is no way you can be successful when you are trying to be like them.

several CEOs, indicated that they had a tremendous desire to become authentic leaders and wanted to know how

Learning from Your Life Storyleadership begins with understanding the story of your lifeIt provides the context for your experiences, and through it,

you can find the inspiration to make an impact in the world.Attempting to make sense of them to find your place in the

world.

Knowing Your Authentic SelfIt refers to self-awareness.Often their drive enables them to be professionally

successful for a while, but they are unable to sustain that success.

As they age, they may find something is missing in their lives and realize they are holding back from being the person they want to be. Knowing their authentic selves requires the courage and honesty to open up and examine their experiences.

Practicing Your Values and PrinciplesValues that form the basis for authentic leadership are

derived from your beliefs and convictionsYou will not know what your true values are until they

are tested under pressure.Leadership principles are values translated into action.Balancing Your Extrinsic and Intrinsic MotivationsTo understand what drives them.many leaders are propelled to achieve by measuring

their success against the outside world’s parameters.

on the other hand, are derived from their sense of the meaning of their life

Building Your Support TeamLeaders cannot succeed on their own; even the

most outwardly confident executives need support and advice

Without strong relationships to provide perspective, it is very easy to lose your way.

Authentic leaders build extraordinary support teams to help them stay on course.

Integrating Your Life by Staying GroundedIntegrating their lives is one of the greatest

challenges leaders face. To lead a balanced life, you need to bring together all of its constituent elements—work, family, community, and friends—so that you can be the same person in each environment.

Differ home and professional lifeEmpowering People to Leadkey to a successful organization is having empowered leaders at all levels, including those who have no direct reports. They not only inspire those around them, they empower those individuals to step up and lead.

In Praise of the Incomplete Leader by Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge

No one is perfect leaderConcentrate on honing their strengths and find

others who can make up for their limitations.

Its myth of the complete leader: the flawless being at the top who’s got it all figured out

Accept that you’re human, with strengths and weaknesses.Understand the four leadership capabilities organizations need.Sense making—interpreting developments in the business

environment Relating—building trusting relationshipsVisioning—communicating a compelling image of the futureInventing—coming up with new ways of doing things

Sense makingConstantly understanding changes in the business

environmentinterpreting their ramifications for your industry and

companyRelatingBuilding trusting relationships balancing advocacy (explaining your viewpoints)

with inquiry (listening to understand others’ viewpoints)

cultivating networks of supportive confidants

VisioningCreating credible and compelling images of a

desired future that people in the organization want to create togetherInventingCreating new ways of approaching tasks or overcoming seemingly insurmountable problems to turn visions into reality