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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.
Leaders and Followers
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Leaders and Followers
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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Qualities of Effective Leaders
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
Qualities of Effective Leaders
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Be an inspiration
Use your vision to inspire
others
Show what your
subordinate can achieve
Qualities of Effective Leaders
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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
Qualities of Effective Leaders
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Be courageous
Leaders take risks. Thequickest way to succeed is
through failing
Qualities of Effective Leaders
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Show integrity
Set the high standardsfor yourself and never
deviate from them
Qualities of Effective Leaders
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Take responsibility
Accept total personal
responsibility for your everythought, action and result.
Never complain
Qualities of Effective Leaders
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Plan and organise
Maximise your output
from a limited
resources
Prioritise and organise
Qualities of Effective Leaders
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Delegate and coach(empowerment)
Give others responsibility Guide, teach, encourage,
motivate, etc
Qualities of Effective Leaders
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Create a spirit ofcollaboration andcommunity
Show appreciation for a
job well done
Show people you care
Qualities of Effective Leaders
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Continuously improve
Look for opportunities tocontinuously improve your
organisation
Qualities of Effective Leaders
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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
Qualities of Effective Leaders
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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]