Leadership & Counseling TK3

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LEADERSHIP ANDCOUNSELING

LEADERSHIP ANDCOUNSELING

Wan Baharudin bin Wan Mhmood

Programme For Leadership Excellence

Institut Tadbiran Awam Negara (INTAN)


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Presentation Agenda

Introduction

Definitions of Leadership

Definitions of Effective Leadership

Leadership TheoriesDifferences Between A Leader and A Manager

Styles of Leadership

Qualities of Effective Leaders

Conclusion


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IntroductionIntroductionStrategies for Action

Drivers Enablers Output

Value

Creation

Organizational

Capacity

Organizational

Capacity

Resources

Resources

Human

Capital

Human

Capital

System

and

Processes

System

and

Processes

People

Satisfaction

People

Satisfaction

Customer

Satisfaction

Customer

Satisfaction

Impact onSociety

Impact onSociety

Vision

Shared

Aspiration

Values

Guiding

Principle

Leadership

Vision and Mission

Environmental Analysis

(Tan Sri Ismail Adam, Director General of Public Service, Malaysia)

Service delivery system

Quality output


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Definitions of LeadershipLeadership is influence nothing more, nothing less

John C. Maxwell

Leadership can be defined as the will to control events, the

understanding to chart a course, and the powerto get a job done,cooperatively using the skills and abilities of other people

Donald G. Krause

The process (act) of influencing the activities of an organisedgroup in its efforts toward goal setting and goal achievement

Stogdill


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Common Elements in the Definition

of Leadership

According to Philips Sadler (2002), as an element of socialinteraction, leadership is a complex activity involving:

1. A process of influence

2. Actors who are both leaders and followers3. A range of possible outcome the achievement of goals, but

also the commitment of individuals to such goals, the

enhancement of group cohesion and the reinforcement of

change of organisational behaviour


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Definition of Effective Leaders

Effective leaders ...

someone who knows how to inspire and relate to

subordinates; able to convince subordinates that the

organisational vision is not only important but attainable; able to

challenge them with goals, projects, tasks and responsibility that

allow them to feel a sense of personal success, achievement,

and accomplishment; rewards subordinates who perform well

with recognition, money and promotions Locke (1999)


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An effective Islamic leaders ...

. has positive personality traits and the traits are God-fearing,high morality, compassion for the people, patience, humble, fair,

just, diligent, courageous, pious, honest, positive outlook,

considerate and noble.

Effective leadership is associated with good character

Al-Ghazali refers to good character as the persons good inward

form, that is, in his soul, which has four faculties; knowledge,

anger, desire and justice. In a man of good character, all thesefaculties remain sound, moderate and mutually harmonious

Muhammad Abdul Quasem (1975)

The Ethics of Al-Ghazali: A Composite Ethics in Islam

Definition of Effective Leaders


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Leadership TheoryLeadership Theory

Great Man Theories Trait Theories

Behaviourist Theories Situational or Contingency

Theories

Leaders and Followers


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Are Leaders Born or Made?

Leadership can be learned. We all have potential, just as we have

some ability to sing and run. Some people maybe better than

others, but each of us has a starting point to build on with training

and practice

On my own path towards becoming Prime Minister, I have learned

many things along the way. One thing that I have learned over

the years is that leaders are not necessarily born, but are made.

Y.A.B. Dato Seri Abdullah Haji Ahmad Badawi

Prime Minister of Malaysia


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Great Man TheoriesGreat Man Theories

Based on the belief that

leaders are exceptionalpeople, born with innatequalities, destined to lead.


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Trait Approach to LeadershipTrait Approach to Leadership

It was believe that through thisapproach critical leadership

traits could be isolated and thatpeople with such traits couldthen be recruited, selected,

and installed into leadershippositions.


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Leadership Traits and SkillsLeadership Traits and Skills

Adaptable to situation

Alert to socialenvironment

Assertive

Cooperative Dependable

Dominant (desire toinfluence others)

Energetic

Self confidence

Intelligent

Conceptually skilled

Creative

Diplomatic and tactful

Knowledgeable aboutgroup task

Organised

Persuasive

Socially skilled

Stogdill 1974

Traits Skills


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Focuses on task(production) andemployee (people)orientation ofmangers, as wellas combinations ofconcerns between

the two extremes

Blake and Moutons Managerial Grid

1 2 3 4 5 6 7 8 9

2

3

4

5

6

7

8

9

Concernfor

People

Concern of Production

1

1,1

ImpoverishedManagement

9,1

TaskManagement

5,5Middle of the Road

Politician Style

1,9Country-Club

Management

9,9Team

Management

Behaviorist TheoriesBehaviorist Theories


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The Contingency or Situational SchoolThe Contingency or Situational School

Fiedlers contingency theory postulates thatthere is no single best way for managers tolead. Situations will create different style

requirements for a manager. Fielder looked at three situations

Leader member relations

Task Structure

Position Power

Fiedlers Contingency Model


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This model posits that the developmental levels of aleaders subordinates play the greatest role indetermining which leadership styles (leaderbehaviors) are most appropriate

Hersey Blanchard looked at three situations Task Behavior Relationship Behavior Maturity

Four types of leadership style Directing Coaching Supporting

Delegating

The Contingency or Situational SchoolThe Contingency or Situational School

The Hersey-Blanchard Model of Leadership


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James MacGregor Burns writing in his book

leadership was the first to put forward theconcept of transforming leadership

To Burns transforming leadership is arelationship of mutual simulation and

elevation that converts followers into leadersand may convert leaders into moral agents

Transactional and Transformational Leadership


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TRANSACTIONAL/TRANSFORMATIONAL

Burns (1978) distinguishes between transactional

leaders who exchange money, jobs and security forcompliance, and transformational leaders who

motivate others to strive for higher order goals rather

than merely short term-interest.



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Builds on mans need to get ajob done and make a living

Is preoccupied with powerand position, politics andperks

Is short-term and hard dataoriented

Focuses on tactical issues

Follows and fulfils role

expectations by striving towork effectively within currentsystems

Builds on a mans need formeaning

Is preoccupied with purposesand values, morals and ethics

Is oriented toward long-termgoals without compromisinghuman values and principles

Focuses more on missionsand strategies

Designs and redesigns jobsto make them meaningful andchallenging

Transactional Transformational


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Differences Between A Leader and

A Manager (Susan Dunn)

A leader inspires trust.A manager relies oncontrol

A leader focuses on

people

A manager focuses on

systems and structure

A leader developsA manager maintains

A leader is an originalA manager is a copy

A leader innovatesA manager administers

LeaderManager


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Differences Between A Leader and

A Manager

A leader is his or her own

person. A leader does the right

things.

A manager is the classic goodsoldier. A manager doesthings right.

A leader originates. A leader

challenges the status quo.

A manager imitates. Amanager accepts the status

quo.

A leader has his eye on thehorizon.

A manager has his eye on thebottom line.

A leader asks what and why.A manager asks how andwhen.

A leader has a long-rangeperspective

A manager has a short-rangeview.

LeaderManager


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Leadership Style

Leadership style is the manner and

approach of providing direction,

implementing plans and motivatingpeople


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Styles of Leadership

Authoritative Leadership

Democratic Leadership

Principle-Centered Leadership

Result-Oriented Leadership

Situational Leadership

Altruistic Leadership

Servant Leadership

Visionary Leadership

Leading Quietly

Executive Leadership

Wartime Leadership


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Leadership Style

Leader Whole Group Employees

Autocratic(Authoritarian)

Democratic(Participative)

Delegative

(free reign/Laissez-faire)

EmployeesEmployees

Employees

Leader Leader

Leader

EMPHASIS


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Authoritarian (autocratic)

This type is used when the leader tells his/heremployees what he/she wants done and how he/she

wants it done, without getting the advice of his/her

people.

Rely on threats and punishment to influence employee?

Do not trust employee?

Do not allow employee input?


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Effective when .

Employee do not respond to any other leadership style

Work needs to be coordinated with other department

The area was poorly managed

Should not be used when

Employees become tense, fearful or resentful

Employees expect to have their opinions heard There is low employee morale, high turnover and absenteeism

Autocratic Style .continued


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This type of style involves the leader including one or

more employees in on the decision making process(determining what to do and how to do it). However, the

leader maintains the final decision making authority.

Typically democratic leader:

Develops plans to help employee evaluate their own

performance

Allow employees to establish goals Encourage employees to grow on the job and be promoted

Recognizes and encourages achievement

Participative (democratic)


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In this style, the leader allows the employees tomake the decision. However, the leader is still

responsible for the decisions that are made.

This is used to analyzed the situation anddetermine what needs to be done and how to

do it.

Delegative (free reign/laissez-faire)


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Delegative Style .continued

Effective when .

Employees are highly skilled, experienced and educated Employees have pride in their work and the drive to do it

successfully on their own

Employees are trustworthy

Should not be used when

It makes employees feel insecure at the unavailability of a

manager

The manager cannot provide regular feedback to let employees

know how well they are doing

Mangers are unable to thank employees of their good work


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Varying Leadership Style

While the proper leadership style depends on the

situation, there are other factors that influence which

style to use

The managers personal background. What personality,knowledge, values, ethics does the manager have.

The employees being supervised. Employees are

individuals with different personalities and backgrounds.

The company. The traditions, values, philosophy andconcerns of the company will influence how the manager

acts.


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QUALITIES OF

EFFECTIVE

LEADERS


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Have a clear vision

Having a long term view of

your business and futureoriented plans will enable

clear, focused and rapid

decision making


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Be clear about yourvalues

Will give you the

confidence to stand up for

what you believe

Strong and determined



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Be an inspiration

Use your vision to inspire

others

Show what your

subordinate can achieve



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Act as you wishothers to behave

Great leaders set the

example, take the action and

show people how things

should be done



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Be courageous

Leaders take risks. Thequickest way to succeed is

through failing



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Show integrity

Set the high standardsfor yourself and never

deviate from them



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Take responsibility

Accept total personal

responsibility for your everythought, action and result.

Never complain



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Plan and organise

Maximise your output

from a limited

resources

Prioritise and organise



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Delegate and coach(empowerment)

Give others responsibility Guide, teach, encourage,

motivate, etc



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Create a spirit ofcollaboration andcommunity

Show appreciation for a

job well done

Show people you care



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Continuously improve

Look for opportunities tocontinuously improve your

organisation



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Effective

Leadership

Expert

Skills

Master competencies,

technical knowledge

Cognitive

Skills

Ability to think clearly

and analyse problems

Action

Skills

Ability to get things

done e.g. delegate,

motivate, communicate

Relationship

Skills

Exemplary leadership behaviour

and social skills, building trust and

effective working relationships



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Conclusion

Caliph Ali stated that a good leader must use his head (wisdom)

heart (feelings and emotions), hands (strength and power) andtongue (good communication) to help others because the

Almighty Allah holds himself responsible to help those who

sincerely try their best to help Him. A person can only reach the

stage of piety or total God-fearing with full wisdom of knowledgeand practising them with deep sincerity under the guidance of

Allah and the traditions of the Prophet

The Letter by Amir Al-Mumineen Ali Ibn Abu TalibThe Fourth Caliph, to Malek al-Ashtar,The Governor of Egypt


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THANK YOU

AND ALL THE BEST

THANK YOU

AND ALL THE BESTWan Baharudin bin Wan Mhmood

Programme For Leadership Excellence

National Institute of Public Administration (INTAN)[email protected]

Documents

Leadership & Counseling TK3