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SSELFELF M MANAGEMENTANAGEMENT S SKILLSKILLS

PPRESENTATIONRESENTATION ONON L LEADERSHIPEADERSHIP

SSUBMITTEDUBMITTED TOTO D DRR. A. ASADULLAHSADULLAH L LARIKARIK

BY GROUP 2

MBA(M) - SECTION A

GROUP MEMBERSGROUP MEMBERS

1. Ebadullah

2. Ghazanfar Bari

3. Imtiaz

4. Khawar Ali

5. Irfan Khan

6. Kashif Bhutto

7. Iqbal

8. Yasir Hassan

LLEADINGEADING / L / LEADERSHIPEADERSHIP

Leading is the process of influencing others to act to accomplish specified goals and

objectives.

ORLeadership can also be described as, “the ability of an individual to influence, motivate

and enable others to contribute towards the effectiveness and success of the organizations of which they are the members.”

Effectiveness Of Leadership:

The effectiveness of leadership depends on the leadership style, followers, expectations, leader-group relations, organizational climate, task structure and power position of a leader. A manager as a leader has to conduct many formal and informal meetings and conferences to get the most out of the employees.

Who are leaders?

Not everyone can be a leader for becoming a leader a person should posses the following qualities. This is not a hard and fast rule to have these qualities but it helps an individual to act in a better and effective way.

QQUALITIESUALITIES O OFF A L A LEADEREADER I INTEGRITYNTEGRITY::

Integrity is the integration of outward actions and inner values. A person of integrity is

the same on the outside and on the inside. Such an individual can be trusted because he or she

never veers from inner values, even when it might be expeditious to do so. A leader must have

the trust of followers and therefore must display integrity.

Honest dealings, predictable reactions, well-controlled emotions, and an absence of

tantrums and harsh outbursts are all signs of integrity. A leader who is centered in integrity will

be more approachable by follower.

DEDICATION

Dedication means spending whatever time or energy is necessary to accomplish the task

at hand. A leader inspires dedication by example, doing whatever it takes to complete the next

step toward the vision. By setting an excellent example, leaders can show followers that there

are no nine-to-five jobs on the team, only opportunities to achieve something great.

MAGNANIMITY

Magnanimity means giving credit where it is due. A magnanimous leader ensures that

credit for successes is spread as widely as possible throughout the company. Conversely, a good

leader takes personal responsibility for failures. This sort of reverse magnanimity helps other

people feel good about themselves and draws the team closer together. To spread the fame

and take the blame is a hallmark of effective leadership.

HUMBLENESS:  

Leaders with humbleness recognize that they are no better or worse than other

members of the team. A humble leader is not self-effacing but rather tries to elevate everyone.

Leaders with humility also understand that their status does not make them a god. Mahatma

Gandhi is a role model for Indian leaders, and he pursued a “follower-centric” leadership role.

OPENNESS   :

Openness means being able to listen to new ideas, even if they do not conform to the

usual way of thinking. Good leaders are able to suspend judgment while listening to others’

ideas, as well as accept new ways of doing things that someone else thought of. Openness

builds mutual respect and trust between leaders and followers, and it also keeps the team well

supplied with new ideas that can further its vision.

CREATIVITY:

Creativity is the ability to think differently, to get outside of the box that constrains

solutions. Creativity gives leaders the ability to see things that others have not seen and thus

lead followers in new directions.

Fairness:

Fairness means dealing with others consistently and justly. A leader must check all the

facts and hear everyone out before passing judgment. He or she must avoid leaping to

conclusions based on incomplete evidence. When people feel they that are being treated fairly,

they reward a leader with loyalty and dedication.

Assertiveness:

Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state

what one expects so that there will be no misunderstandings. A leader must be assertive to get

the desired results. Along with assertiveness comes the responsibility to clearly understand

what followers expect from their leader.

Many leaders have difficulty striking the right amount of assertiveness, according to a

study in the February 2007 issue of the Journal of Personality and Social Psychology, published

by the APA (American Psychological Association). It seems that being under assertive or

overassertive may be the most common weakness among aspiring leaders.

Sense of Humor:  

A sense of humor is vital to relieve tension and boredom. Effective leaders know how to

use humor to energize followers. Humor is a form of power that provides some control over the

work environment. Humor fosters good company.

Intrinsic traits such as intelligence, good looks, height and so on are not necessary to

become a leader. Anyone can cultivate the proper leadership traits

LLEADERSHIPEADERSHIP S STYLESTYLES: :

CCOMMONOMMON T TYPESYPES O OFF L LEADERSEADERS

“Most of the work that is accomplished is not yours; it’s the work of others. The leader

who can be the coach, coordinator, and cheerleader will be successful in today’s business

environment.”

(Ed Rehkopf, Leadership on the Line)

SOME AUTHORITIES SAY LEADERSHIP CONSISTS OF THREE

STYLES:

• Authoritarian or autocratic – this is the commanding style—“Do as I say, because I am

the boss.” This style is based on the power of the position.

• Democratic or participative (sometimes called authoritative) – this is the style that

includes participation and greater equality between leader and followers. This leader asks,

“What do you think?” and may make some decisions by majority rule.

• Laissez-faire or free reign – this style is unengaged in leadership, and simply lets

people do their own thing with the leader exerting few controls.

The free reign style can be good or bad, depending on whether the followers are high

performers or not. Good performers need free reign to perform best, but for beginners and

marginal performers this style is completely ineffective.

SOME AUTHORITIES SAY LEADERSHIP CAN BE CATEGORIZED

INTO TWO STYLES:

• Transactional – focused on operations or the “business” of the organization. This

leadership goal is to maintain the status quo. In this conception leadership rests on the

unspoken agreement between leader and employee, in which the leader is “in charge,” and the

employee, by accepting the job, agrees to that fact.

• Transformational - focused on creating a new and shared vision of the future. How do

we get from where we currently are to where we need to be? The status quo is no longer

enough. This style seeks to transform the organization.

SITUATIONAL LEADERSHIP:

This classification of leadership types is based on the work of Paul Hersey and Ken

Blanchard and is well-respected. They believe that leaders should be able to move back and

forth between four styles, based on the needs of the follower and the situation itself.

S(Style)1 – Telling or Directing; leader makes decisions and communication is primarily one-

way.

S2 – Selling or coaching; leader involves followers in offering ideas but leader still makes

decisions.

S3 – Participating or Supporting; leader allows followers to have an increasing say in decisions

but provides coordination and guidance.

S4 – Delegating; leader allows capable others to perform largely on their own and make their

own decisions.

Hersey and Blanchard say that all of these styles are appropriate and necessary under particular conditions. A good leader uses all these styles and at the correct times.

OTHER COMMON LEADERSHIP STYLES:

Several other common leadership styles have been widely studied. Two of them are:

Servant leadership and bureaucratic leadership.

SERVANT LEADERSHIP:The style called servant leadership is based on a term coined by Robert Greenleaf in the 1970s.

This refers to anyone (whether having a formal leadership title or not) who leads by meeting

the needs of others or of his or her team. This leadership style is based on strong values and

personal integrity. It’s quiet, without fanfare.

BUREAUCRATIC LEADERSHIP:This type can be defined as “by the book” leadership. This leader focuses on policy and

procedures and seeks to keep things fair and well-organized.

LEADERSHIP CYCLES:

If a group or an organization wants or expects identifiable leadership, it will require

processes for appointing/acquiring and replacing leaders.

Traditional closed groups rely on bloodlines or seniority to select leaders and/or

leadership candidates: monarchies, tribal chiefdoms, oligarchies and aristocratic societies rely

on (and often define their institutions by) such methods.

Competence or perceived competence provides a possible basis for selecting leadership

elites from a broader pool of potential talent. Political lobbying may prove necessary in

electoral systems, but immediately demonstrated skill and character may secure leadership in

smaller groups such as gangs.

Many organizations and groups aim to identify, foster and promote what they see as

leadership potential or ability - especially among younger members of society. See for example

the Scouting movement. For a specific environment, see leadership development.

The issues of succession planning or of legitimation become important at times when

leadership (particularly individual leadership) might or must change due to term-expiry,

accident or senescence.

LEADERSHIP AS A PHASE IN HUMAN LIFE-CYCLES

Some cultures, especially those with a reverence for age and wisdom, see leadership as

a standard part of the life-cycle of a person. Just as a youth becomes initiated into adulthood,

so an adult may gain initiation as a leader. Such societies may require special reinforcement of

the respect and kudos due to such senior members in order to maintain their position. If aged

adults can no longer hunt or fight or play a full part in physical labor, for example, those adults'

positions in society must rest on respect and implied wisdom and teaching roles, whether or

not they show identified "leadership traits".

LEADERSHIP AND VISION

Many definitions of leadership involve an element of vision — except in cases of

involuntary leadership and often in cases of traditional leadership. A vision provides direction to

the influence process. A leader (or group of leaders) can have one or more visions of the future

to aid them to move a group successfully towards this goal. A vision, for effectiveness, should

allegedly:

appear as a simple, yet vibrant, image in the mind of the leader

describe a future state, credible and preferable to the present state

act as a bridge between the current state and a future optimum state

appear desirable enough to energize followers

succeed in speaking to followers at an emotional or spiritual level (logical appeals by

themselves seldom muster a following)

For leadership to occur, according to this theory, some people ("leaders") must

communicate the vision to others ("followers") in such a way that the followers adopt the vision

as their own. Leaders must not just see the vision themselves, they must have the ability to get

others to see it also. Numerous techniques aid in this process, including: narratives, metaphors,

symbolic actions, leading by example, incentives, and penalties.

Stacey (1992) has suggested that the emphasis on vision puts an unrealistic burden on

the leader. Such emphasis appears to perpetuate the myth that an organization must depend

on a single, uncommonly talented individual to decide what to do. Stacey claims that this

fosters a culture of dependency and conformity in which followers take no pro-active incentives

and do not think independently.

LEADERSHIP AS A VANGUARD:

Sometimes followership can occur without intentional leadership. Despite (or because

of) its mythical origin, the image of swarms of lemmings which follow the first lemming off a

cliff appears frequently in characterizing followers. The animal kingdom also provides the actual

model of the bellwether function in a mob of sheep. And human society also offers many

examples of emulation. The fashion industry, for example, depends on it. Fashion marketers

design clothing for celebrities, then offer less expensive variations/imitations for those who

emulate the celebrities.

Unintentional leadership can also occur from more pro-active forms followership. For

example, in organizations which punish both leadership inaction and mistakes, and in which a

predicament has no good solution, a common tendency involves declaring oneself a follower of

someone else — metaphorically passing the buck.

Another example of followership without intentional leadership comes with the market

leadership of a pioneering company, or the price leadership of a monopolist. Other companies

will emulate a successful strategy, product, or price, but originators may certainly not desire

this — in fact they often do all they can legally do to prevent such direct competition.

The term "leadership" sometimes applies (confusingly) to a winning position in a race.

One can speak of a front-runner in a sprint or of the "leader" in an election or poll as in a

position of leadership. But such "leadership" does not involve any influence processes, and the

"leader" will have followers who may not willingly choose to function as followers. Once again:

one can make an important distinction between "in the lead" and the process of leadership.

Once again, leadership implies a relationship of power - the power to guide others.

Leading from the front, in a military sense, may imply foolhardiness and unnecessary

self-exposure to danger: these do not necessarily make for successful long-term leadership

strategies.

GROUP LEADERSHIP

Leadership is concerned with control and power in a group. Leadership can be aimed at

either maintaining the interpersonal relationships in the group or prodding the group to

achieve its task. Groups will sometimes have two leaders: one for the social dimension and one

for the task dimension. In this situation, more than one person provides direction to the group

as a whole. Some organizations have taken this approach in hopes of increasing creativity,

reducing costs, or downsizing.

CO-LEADERSHIP

A compromise between individual leadership and an open group, leadership structures

of two or three people or entities occur commonly. , beliefs and practice of co-leaders becomes

essential to improving our understanding of this form of leadership – both its potential capacity

and constraints.

…we all share the jobs and make sure the tasks get finished, make sure that we are

moving on, make sure that we’re grounded and it's those things, those skills between us.” (Co-

leader)

Co-leadership is particularly useful if the group involved is large and participants need

careful monitoring or support. In a difficult group situation, the presence of both leaders can

act to diffuse feelings of anxiety & tension, as well as providing practical support. Co-leaders

can learn from each other, both in the group and in feedback sessions. This can be useful if part

of the relationship is aimed at transferring leadership skills. Co-leadership can provide mutual

support, particularly when one of the leaders is lacking confidence or needs to work on their

group skills. And Co-leaders can learn from each other.

RELATIONSHIPS OF LEADER AND FOLLOWERS

Modern US presidents have an observed tendency to make more use of inclusive words

like we, us and our in their inaugural speeches. The use of inclusive words may suggest an effort

by these democratically selected leaders to make the community work together to solve

problems collectively.

Most followers at some point complain about the leader’s deficiencies, such as the

leader’s failure to listen, to encourage or to organize follower’s efforts. Relationships between

leaders and followers are characterized by some emotion and behavior based on authority and

submission. Effective followers work toward genuine relationships with their leader, which

includes developing trust and speaking honestly on the basis of that trust. By building a

relationship with a leader, follower makes every interaction more meaningful to the

organization. Furthermore the relationship is imbued with mutual respect rather than authority

and submission.

1. “GREAT MAN” THEORIES:

Great man theories assume that the capacity for leadership is inherent, that great

leaders are born not made. These theories often portray great leaders as heroic, mythic, and

destined to rise to leadership when needed. The term “great man” was used because, at the

time, leadership was thought of primarily as a male quality, especially in terms of military

leadership.

2. TRAIT THEORIES:

Similar in some ways to “great man” theories, trait theory assumes that people inherit

certain qualities and traits that make them better suited to leadership. Trait theories often

identify particular personality or behavioral characteristics shared by leaders. But if particular

traits are key features of leadership, how do we explain people who possess those qualities but

are not leaders? This question is one of the difficulties in using trait theories to explain

leadership.

3. CONTINGENCY THEORIES:

Contingency theories of leadership focus on particular variables related to the

environment that might determine which particular style of leadership is best suited for the

situation. According to this theory, no leadership style is best in all situations. Success depends

upon a number of variables, including the leadership style, qualities of the followers, and

aspects of the situation.

4. SITUATIONAL THEORIES:

Situational theories propose that leaders choose the best course of action based upon

situational variable. Different styles of leadership may be more appropriate for certain types of

decision making.

5. BEHAVIORAL THEORIES:

Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on

mental qualities or internal states. According to this theory, people can learn to become leaders

through teaching and observation.

6. PARTICIPATIVE THEORIES:

Participative leadership theories suggest that the ideal leadership style is one that takes

the input of others into account. These leaders encourage participation and contributions from

group members and help group members feel more relevant and committed to the decision

making process. In participative theories, however, the leader retains the right to allow the

input of others.

7. MANAGEMENT THEORIES:

Management theories (also known as “transactional theories”) focus on the role of

supervision, organization, and group performance. These theories base leadership on a system

of reward and punishment. Managerial theories are often used in business; when employees

are successful, they are rewarded; when they fail, they are reprimanded or punished.

8. RELATIONSHIP THEORIES:

Relationship theories (also known as “transformational theories”) focus upon the

connections formed between leaders and followers. These leaders motivate and inspire people

by helping group members. Transformational leaders are focused on the performance of group

members, but also want each person to fulfill his or her potential. These leaders often have

high ethical and moral standards.