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A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit.
John C. Maxwell
No man will make a great leader who wants to do it all himself, or to get all the credit for doing it.
Andrew Carnegie
If you command wisely, you'll be obeyed cheerfully.
Thomas Fuller, M. D.
One of the true tests of leadership is the ability to recognise a problem before it becomes an emergency.
Arnold H. Glasow
The ultimate leader is one who is willing to develop people to the point that they surpass him or her in knowledge and ability.
Fred A. Manske, Jr.
If one branch doesn't move, the many branches won't stir. (“If someone does not lead, no-one will follow.”)
Chinese Proverb
Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.
General H. Norman Schwarzkopf
The very essence of leadership is that you have to have a vision.
Theodore Hesburgh
No amount of study or learning will make a man a leader unless he has the natural qualities of one.
Archibald Wavell,"London Times",
17 February, 1941
The leader is a teacher who succeeds without taking credit. And, because credit is not taken, credit is received.
Lao Tzu, 6th Century BC
Leaders manage the dream. All leaders have the capacity to create a compelling vision, one that takes people to a new place, and then to translate that vision into reality.
Warren Bennis
The first responsibility of a leader is to define reality. The last is to say thank you.
Max DePree
The role of the leader is to foster mutual respect and build a complementary team where each strength is made productive and each weakness irrelevant.
Stephen Covey
The essence of leadership is the capacity to build and develop the self-esteem of the workers.
Irwin Federman
People buy into the leader before they buy into the vision.
John C. Maxwell
Leaders need to strike a balance between action and patience.
Doug Smith
Management is efficiency in climbing the ladder of success, leadership determines whether the ladder is leaning against the right wall.
Stephen Covey
To get a feel for the true essence of leadership, assume everyone who works for you is a volunteer.
Kouzes and Posner
The mediocre leader tells. The good leader explains. The superior leader demonstrates. The great leader inspires.
Buchholz and Roth
You do not lead by hitting people over the head - that's assault, not leadership.
Dwight D. Eisenhower
The level of morale is a good barometer of how each of your people is experiencing your leadership.
Danny Cox
Effective team leaders realise they neither know all the answers, nor can they succeed without the other members of the team.
Katzenbach & Smith
Communicate everything to your associates. The more they know, the more they care. Once they care, there is no stopping them.
Sam Walton
Your very best people will respond to what you actually do, what you evidently measure, and what you openly reward – every single time.
Betsy Sanders
Coaching is unlocking a person's potential to maximise their own performance. It is helping them to learn rather than teaching them.
John Whitmore
If you want someone to develop a specific trait, treat them as though they already had it.
Goethe
Managers control. Leaders create commitment.
Jonh Zenger
If he works for you, you work for him.
Japanese Proverb
Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.
General Patton
Leadership: The art of getting someone else to do something you want done because he wants to do it.
Dwight D. Eisenhower
Don’t curse the darkness light a candle
Chinese Proverb
“When people care deeply
about their work, they don’t
need to be pushed intoperforming at their best.”
–Start viewing the probable as possible.
–You'll be surprised at what you can accomplish.
• When person does good deed When he or she didn’t have to,
God looks down & smiles & says
“for this moment alone it was worth creating world”
He who wants something he never had,
will have to do something that he has never done
“If you want to build a ship, don’t drum up the men to go to the forest to gather wood, saw it, and nail the planks together.
Instead, teach them the desire for the sea.”
Antoine de Saint-Exupery
• If your vision is for a year, – Plant wheat.
• If your Vision is for a decade, Plant trees.
• If “Your vision” is for a lifetime, Plant people.
Chinese Proverb
Integrity
"Integrity without knowledge is weak and
useless, & knowledge without integrity is dangerous
and dreadful." • (Samuel Johnson 1709- 84)
Compassion
"Compassion is not weakness,
And is concern for the unfortunate ..
It is not socialism."
HUMAN SPIRIT
"The workplace should primarily be an
incubator for the
Human Spirit."
Success• "Success is not the result of
spontaneous combustion.
You must set yourself on
fire."
Trust is absolutely key
to long-term success.
Jim Brke, Former Chairman & CEO
Johnson & Johnson
Speed happens when People . . .
Truly Trust Each Other.
- Edward Marshall
Mistrust Doubles Cost of
Doing Business.Professor John Whitney,
Columbia Business School
“Self-Trust” is First Secret of Success . . .
Essence of Heroism.
Ralph Waldo Emerson
–Start viewing the probable as possible.
–You'll be surprised at what you can accomplish.
Passion• We may affirm absolutely
that nothing great in the world has been
accomplished without passion.
- Georg Wilhelm Friedrich Hegel
Leadership
“…I have this wonderful compass, which points to whatever I want, so for what do I need you?”
- Captain Jack Sparrow
There is nothing so practical as a good theory (Kurt Lewin)
Dr. Ali Sajid 52
EVERY THING THAT IS DONE IN
THE WORLD IS DONE IN
HOPEMARTIN LAUTHER
Dr. Ali Sajid 53
Vision without Action is A Dream
Action Without Vision is An Activity
Dr. Ali Sajid 54
Minds are like ParachutesThey work only
when they are OPEN
Dr. Ali Sajid 55
All models are wrong, some models are useful.
(George Box)
Dr. Ali Sajid 56
• When person does good deed When he or she didn’t have to,
God looks down & smiles & says
“for this moment alone it was worth creating world”
Day Dreamer
All men dream; but not equally.Those who dream by night in dusty
recesses of their mindsAwake to find that it was vanity;
But dreamers of day are dangerous men
That they may act their dreams with open
eyes to make it possibleT.E. Lawrence
“There areno shortcutsto any placeworth going”
“If you want to build a ship, don’t drum up the men to go to the forest to gather wood, saw it, and nail the planks together.
Instead, teach them the desire for the sea.”
Antoine de Saint-Exupery
What is Leadership?
“Leadership, like swimming, cannot be learnt by reading about it”
Henry Mintzberg
Source: The 60 Second Leader
Start Thinking Like Leader?
What will be Your Step for being Excellent Leader?
Who Is A Leader?
Leader
The Person exerting the Influence
What is Leadership ?
Leadership - is the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals
Conditions for LeadershipSomeone willing to LEAD
Someone willing to FOLLOW
“Process of influencing followers
through persuasion, not coercion”
To support & contribute to the
realization of the leader’s & group’s
vision of the organization’s future.”
• Leaders act to help group to achieve objectives with
Maximum Application of its Capabilities. They do not stand behind group to push;
they place themselves before group as they Facilitate Progress & Inspire
Group to accomplish organizational goals.
Some Facts About Leadership
• People obey dictators out of fear, not out of respect. People do not fear real
leaders, they respect them. • Power & Prestige
• come from respect, a leader has
to earn respect
-KIM WOO-CHONG
Leadership?Empowers, Motivates & organizes people to achieve a
common objective, &
provides moral guidance.
Service to the people &
a vision for the future.”
“A leader is a dealer in hope.”
Napoleon
LEADERS SEE CUPS AS “HALF FULL.”
What is Leadership?
The Process where a person“Inspires, Motivates, & Directs” their activities to achieve goalsEffective Leadership increases
the Organization's ability to meet New Challenges
True LeadersFacilitate Progress,
to accomplish, Organizational Goals
961
Mike Hungerford
Leadership
Leadership is the ability to inspire people to make a total, willing, and voluntary commitment to accomplishing or exceeding organizational goals.
“A great leader is one who has vision, perseverance, and the capacity to inspire others,” Cynthia Trudell, president of Sea Ray Group
971
Leadership?
Empowers,& Organizes people to achieve a
Common Objective, & Provides Moral
Guidance.
Service to the People & a “Vision for the future.”
9811-23
991
Qualities of a Leader• Emotional stability• Dominance• Enthusiasm• Tough-mindedness• Self-assurance• Maturity• Charisma• Adaptability• Consideration…
Leadership ElementFunction Mastery
1. Proficiency in area of responsibility gives respect of subordinates.
2. Respected member of established functional “network” good at networking.
3. Always looking for more effective way to perform assigned function.
4. Innovative5. Willing to take risks to advance in
the area of assigned function.6. Knowledgeable abt corporate/org
activities outside area of assigned function; knows how assigned function “fits” in to corporate whole.
1001
Leadership Element No. 3Participative Mgt Style
1. Whatever possible, involve subordinates in “corporate” & departmental decisions.
2. Seek involvement of suppliers & even customers in corporate activities whenever possible.
3. Treat employees with dignity & respect.
4. Delegate responsibility to lowest possible level.
5. Seek to create sense of ownership.
6. Maintain individual & team job discipline in org that is operationally empowered.
7. Undertake job enrichment, both vertical & horizontal. Create teams, give them operating autonomy.
8. Recognize that leader’s role is to provide charters, resources, roadblock removal, & coaching.
Leadership Element No. 4Good Organizer
Takes time up front to clearly understand customer requirements so that “right thing is done right”.
2. Creates charters that assign pieces of whole in ways that are optimally performable.
3. Clear decks for workforce action by on-time provision of effective processes, tools & resources, & by removing roadblocks.
4. Works with adjacent functions to coordinate “interface” between functions. Respective outputs need to fit together.
5. Create clear charters for suppliers; encourages team members to integrate suppliers into functional team.
6. Coaches team members as they organize to undertake assigned task. Once team gets successful leader steps aside.
Leadership Element No. 5Interpersonal & Inspirational
1. Celebrate workforce accomplishments at every opportunity.
2. Take every opportunity to let rest of org know how excellent your subordinates are.
3. Always give credit to workforce, never to yourself.
4. Praise people whenever warranted.
5. Create environment that:a) causes people to be proud to work be
part of your org.b) Causes suppliers to be proud to be
supporting your org.c) Causes customers to be willing to think of
your org as sole source.d) Causes workers, suppliers & customers
to continuously improve.
New Leader Traps• Not learning
quickly• Isolation• Know-it-all• Keeping existing
team• Taking on too much
• Captured by wrong people
• Successor syndrome
1041
Leadership Core Tasks
• Create Momentum• Master technologies of
learning, visioning, and coalition building
• Manage oneself
1051
Seven Leadership Competencies• Drive• Leadership motivation• Integrity • Self-confidence• Intelligence• Knowledge of the
business• Emotional intelligence
1061
Courtesy of Kookmin Bank
Some Facts About Leadership
• People obey dictators out of fear, not out of respect. People do not fear real
leaders, they respect them. • Power & Prestige
• come from respect, a leader has
to earn respect
-KIM WOO-CHONG
Leadership?Empowers, Motivates & organizes people to achieve a
common objective, &
provides moral guidance.
Service to the people &
a vision for the future.”
“A leader is a dealer in hope.”
Napoleon
LEADERS SEE CUPS AS “HALF FULL.”
Message:
Leadership is all about love!
What Leadership isn’t• Leadership is not:
– a position– building a personality cult– being indispensable– about blaming others
Ingredients of Leadership
• Ability to use power effectively and in a responsible manner
• Ability to comprehend - human beings different motivation forces at different times & different situations
• Ability to inspire• Ability to act in a manner that will develop a climate
• conducive to responding to & arousing motivations
Leadership is Many Things!• Patient, usually boring coalition
building• Altering agendas so that new priorities get enough attention
• Building a loyal team at the top that speaks more or less with one voice
• Being visible when things are going bad, & invisible when they are working well
• Listening carefully much of the time, frequently speaking with encouragement, & reinforcing words with
believable action
• Being tough when necessary
Leader’s TaskTask of the leader is to get his people from where
they are to where
they have not been.
Leaders must invoke an alchemy of
Great Vision.
Those leaders who do not - are ultimately judged failures, even though they
may be “Popular at the Moment”.-Henry kissinger
Leadership Can Do?• Effective Leadership increases
the firm’s ability to meet
New Challenges
Characteristics of a Leader
• Be a critical thinker, not a yes person• Be consistent and dependable• Be humble and patient• Be able to receive and offer constructive criticism• Be a tireless worker• Be a disciplined student• Be persistent and consistent
Paradigm Has Shifted From
Management to Leadership!
Some Common MistakesPeople Make
Are Managers & the Leaders Same?
Managers Vs. Leaders
• Manager is one who performs functions of mgt: planning, organizing directing, controlling, & position in organization.
• Leader, is anyone how is able to influence others for pursuance of certain organizational goals.
Leadership Versus Management
• Management ensures accomplishment of plans through controlling & problem solving
• Management. develops capacity to carry out plans through organizing & staffing.
• Leadership aligns people work toward vision.
• Leadership motivates & inspires people to accomplish plan.
Leadership Vs Management
• Managers maintain
• Managers focus on systems & structure
• Managers rely on control
Leaders develop.
• Leaders focus on people.
• Leaders inspire.
Mgr Characteristics• Asks how & when • Eye on the bottom
line • Imitates
• Classic good soldier
Leader Characteristics
• Asks what & why • Eye on horizon
• Originates
• Own person
ManagersControl People• Control people &
things through system
• Reward Conformance punish deviation
• Maintain status quo
LeadersMotivate People
• Develop people’s talents, control things with system
• Reward effort, skill development, & innovation; Empower employees
• Look to the future through continuous improvement
Basic Difference
Managers have as their goal to
Do Things Right
while leaders have
as their goal to
Do the Right Things
• Managers take short view
• Managers ask how & when
• Managers deal with status quo
• Mgr works around a mission
• Long Perspective
• Leaders ask what & why.
• Leaders challenge it.
• Leaders develops Vision
Managers prefer working with people;
Leaders stir emotion-Abraham Zaleznick
Business psychologist
THINGS ARE MANAGED,
PEOPLE ARE LEDDEMING
Managers
• Rational Problem Solver– concerned with procedures, functions, and
organizational objectives
– more formality
– power (authority) from above
– nothing to do with manager’s personality
Leaders
• More Intuitive– primarily concerned with results
– more informal
– care about followers’ objectives
– power from below - (not part of the job)
Characteristics of Managers Vs Leaders in 21st Century
Manager Characteristics• Administers• A copy • Maintains• Focuses on systems & structure• Relies on control• Short range view
Leader Characteristics• Innovates • An original • Develops • Focuses on people
• Inspires trust
• Long range perspective
•Your cannot manage to win;
Winners must be led.•
Leadership: • the process where a person exerts influence over others and
inspires, motivates, and directs their activities to achieve goals• Effective leadership increases the firm’s ability to meet new
challengesRelationship Between Management & Leadership• Leading is part of managing: If you can’t influence & inspire
people to work toward toward organizational goals, than all your organizing and planning will be for naught
• Management is part of leading: No matter how inspiring you may be, if you don’t plan and organize so the workers have the necessary tools & skills to do the jobs and reward them accordingly, you will usually not succeed
Leadership in Technoservice & Other High Involvement Orgs
To be effective in such orgs, leaders must have Functional mastery• Vision of corporate future.• Participative mgt style• Good organizer• Interpersonal & inspirational•
Likert’s Four Systems of Mgt
System 1: “Exploitive-Authoritative”, mgr highly autocratic, have little trust in
subordinates, motivate people through fear punishment
& only occasional rewards, engage in downward communication, &
limit decision making top.
Likert’s Four Systems of Mgt System 2: “Benevolent-Authoritative”, its
mgrs have patronizing confidence & trust in subordinates, motivate with rewards & some fear & punishment, permit some upward communication, solicit some ideas & opinions from subordinates, & allow some delegation of decision making but with close policy control.
System 3: “Consultative.” substantial but not complete confidence
& trust in subordinates, usually try make use subordinate s’ ideas & opinions, use rewards for motivation with occasional punishment & some participation
Engage in communication flow both down & up, make broad policy & general decision made lower levels, & act consultatively in other ways.
System 4: “Participative-Group.” give economic rewards on basis group participation & involvement in such areas setting goals & appraising progress toward goals.
Engage in much communication down & up & with peers, encourage decision making throughout org, & operate among themselves & with their subordinates group.
Likert’s Four Systems of Mgt
Those mgrs who applied system 4 approach their operations had greatest success leader.
Departments & companies managed system 4 approach were most effective in setting goals & achieving them & were generally more productive.
Likert’s Four Systems of Mgt
Autocratic Leader
Follower Follower Follower
Flow Of Influence With Three Leadership Styles
Likert’s Four Systems of Mgt Democratic
or Participative
leader
Follower Follower Follower
Flow Of Influence With Three Leadership Styles
Likert’s Four Systems of Mgt
Free-ReinLeader
Follower Follower Follower
Flow Of Influence With Three Leadership Styles
Leadership GridLeadership model that focuses on
Task (production) & Employee (people) orientations of mgrs
as well as combinations of concerns between two extremes.
Managerial Grid
Managerial grid useful device for identifying & classifying managerial styles,
but it does not tell us why mgr falls into one part or another of grid.
Causes, such personality characteristics leader or followers, ability & training mgrs, enterprise environment, & other situational factors that influence how leaders & followers act.
The Managerial Grid
HIGH
9 (1,9) (9,9)
87
65 (5,5)
43 Authority-
21 (1,1) (9,1)
LOW 1 2 3 4 5 6 7 8 9
Co
ncer
n fo
r peo
ple
Country ClubManagement
TeamManagement
Middle of the RoadManagement
MANAGERIAL GRID
ImpoverishedManagement
ComplianceManagement
Concern for production
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
Con
cern
for
peop
le
Concern for production
(1,1) Management:Exertion of minimum effort to
get required work done is appropriate to sustain
organization membership. (Impoverished management)
(9,1) Management: Efficiency in operations results
from arranging conditions of work in such a way that human elements
interfere to a minimum degree. (Task management)
(5,5) Management: Adequate organization performance is
possible through balancing the necessity to get out work with maintaining morale of
people at a satisfactory level. (Middle of the road)
(1,9) Management:Thoughtful attention to needs of
people for satisfying relationship leads to a comfortable, friendly organization
atmosphere and work tempo.(Country club management)
(9,9) Management:Work accomplished is from
committed people; interdependence through a
“common stake” in organization purpose leads to relationships of
trust and respect.(Team management)
The Leadership Grid
Ó
Managerial Grid “Concern for People” Degree of personal commitment towards goal achievement,
maintenance of self-esteem of workers, placement of responsibility on basis trust rather than obedience, provision good working conditions, & maintenance satisfying interpersonal relations.
“Concern for Production” Attitudes of supervisor toward wide variety things, such quality policy decisions, procedures & processes, creativeness research, quality staff services, work efficiency, & volume output.
The Leadership Continuum Model
Used to determine which one of seven styles to select based on one’s use of boss-centered versus subordinate centered leadership to meet the situation.
Leadership as Continuum Adaptation leadership styles different contingencies. Leadership Continuum: leadership involving variety styles,
ranging from highly boss-centered highly subordinate-centered.
Styles vary with degree freedom leader or mgr grants subordinates.
Thus, instead suggestion choice between two styles leadership-authoritarian or democratic-approach offers range styles, with no suggestion always right & another always wrong.
Style leadership appropriate depends leader, followers, & situation.
Continuum of Leadership Behavior
Use of authority by the manager
Area of freedom for subordinates
Boss-centered Leadership
Subordinate-centered Leadership
Manager makes
decision and announces it
Manager “sells”
decision
Manager presents ideas
and invites questions
Manager presents tentative decision
subject to change
Manager presents
problem, gets suggestions,
makes decision
Manager defines
limits; asks group to
make decision
Manager permits
subordinates to function
within limits defined by supervisor
Tannenbaum and Schmidt’s
Leadership Continuum Model
1.Leader makes decision and announces it to employeeswithout discussion.
2.Leader makes a decision and sells it to employees.
3.Leader presents ideas and invites employee questions.
4.Leader presents tentative decision subject to change.
5.Leader presents problem, gets suggestions, and makes decision.
6.Leader defines limits and asks employees to make a decision.
7.Leader permits employees to make ongoing decisions within defined limits.
AutocraticParticipative
Transactional Leadership• Mgrs who push subordinates to change but
do not seem to change themselves are transactional
• Mgrs use reward & coercive power to encourage hi performance
Transformational Leadership
• Process of influencing attitudes & assumptions of orgal members &
building commitment to org’s mission & objectives.
Transformational Leadership
– Make subordinates aware of how important their jobs are by providing feedback to the worker
• Make subordinates aware of their own need for personal growth & development
• Empowerment of workers, added training help
• Motivate workers to work for the good of org, not just themselves
Transformational Leaders
– Transformational - charismatic & have a vision of how good things can be.
• Excited & clearly communicate this to subordinates.
– Openly share information with workers. • Everyone aware of problems & need for
change. • Empowers workers to help with solutions.
– Engage in development of workers.• Mgr works hard to help them build skills.
©The McGraw-Hill Companies, Inc., 2000
• Charismatic leadership is really just a component of
the broader based transformational
leadership.
Charismatic Leadership
Influence based on follower perceptions that the leader is
endowed with the gift of divine inspiration or
supernatural qualities.
Charismatic Leadership• Leader’s individual characteristic.
• Interpersonal attraction - inspires support & acceptance.
Charismatic Leadership
• Charismatic leaders will produce in followers performance beyond expectations as well as strong
commitment to leader & his or her mission.
• Charisma as an attribution phenomenon & propose that it varies with the situation.
Transformational Leaders
• Leaders who, through their personal vision & energy, inspire followers & have a major impact on their orgs also called charismatic leaders.
• Transactional Leader does not have “vision” of - transformational leader
Charismatic Leadership Charismatic leadership - capable of having profound
& extraordinary effects on followers. Charismatic concept, or charisma,
Charismatic leaders Characterized by Self confidence &
confidence in subordinates, high expectations for subordinates,
ideological vision, & the use of personal example.
Contd…
Charismatic Leadership
• Followers of charismatic leaders identify with “leader & mission of leader”
• Exhibit extreme loyalty to and confidence in leader, • Emulate leader’s values & behavior,
• Derive self esteem from their relationship with leader charismatic leaders have superior debating
• Persuasive skills & technical expertise, & foster attitudinal, behavioral, & emotional changes in their followers.
Charismatic Leadership is really just a component of the
broader based Transformational Leadership.
Charismatic Leaders• Common Characteristics
• Self-confidence• Vision• Ability to articulate• Strong convictions• Out of the ordinary behavior• Perceived as change agents• Environmentally sensitive
EmpowersOthers
Visionary
SelfPromoting
VerbalSkills
MinimumInternalConflict
High EnergyAction
Orientation
Inspires Trust
High RiskOrientation
SelfConfidence
Moral Conviction
RelationalPowerBase
CharismaticLeader
Characteristics
Personalized Charismatic Leaders
Pursue leader-driven goals & promote feelings of obedience, dependency & submission in followers.
Ethical Charismatic Leader
• Open, two way communication
• Coaches, develops, and supports followers; shares recognition with others
• Relies on internal moral standards to satisfy org & societal interests
Unethical Charismatic Leader
• One way communication
• Insensitive to followers needs
• Relies on convenient, external moral standards to satisfy self-interests
Ethical & Unethical Characteristics of Charismatic Leaders
Ethical Charismatic Leader• Uses power to serve
others • Aligns vision with
followers needs and aspirations
• Considers and learns from criticism
• Stimulates followers to think independently & to question the leaders view
Unethical Charismatic Leader• Uses power only for
personal gain or impact • Promotes own personal
vision • Not willing to consider
critical or opposing views• Demands own decision be
accepted without question
Leader Behavior Leader behavior categorized into four groups:
1. Supportive Leadership behavior gives consideration needs subordinates, shows concern their well-being, & creates pleasant organizational climate.
It has greatest impact subordinates performance when they are frustrated & dissatisfied.
2. Participative Leadership allows subordinates influence decisions their superiors & can result increased motivation.
Leader Behavior
3. Instrumental leadership gives subordinates rather specific guidance & clarifies what expected them; includes aspects planning, organizing, coordinating, & controlling leader.
4. Achievement-oriented leadership involves setting challenging goals, seeking improvement performance, & having confidence subordinates will achieve high goals.
Leader Behavior Characteristics
of subordinates
Functions of leader
Effective organization
WorkEnvironment
Motivated subordinates
Leaderbehavior
