Leader Ship

3. Team Members
 Iftikhar Ali Dasti
 Abdul Rasool Dayo

5. What is Management
 Having responsibility for
people & other resources with
the goal of getting work done
efficiently as possible.
 GOAL OF MANAGER:
Execute the directions
promoted by the LEADER.

6. What is Leadership
The ability to influence a group toward the
achievement of goals and inspires through motivation
and direction.
Leaders have –
Vision & direction
Are capable of aligning employees towards a
common purpose.

7. Leadership and Management

8. Manager VS Leader
“ Managing is about efficiency
Leading is about effectiveness.”
Both a manager & a leader may know the business well.
But the leader must know it better and in a different way.
“A good manager does things right.
A leader does the right things.”

9. FACTS
 Managers do not differ from leaders based on their
personalities or styles.
 Leaders are not just more energetic, charming or
larger than life managers.
 Any manager can lead by promoting new directions.
 Manager can be inspiring as leaders.

10. Leader And Manager Roles
Leader
 Copes with Change
 Creates What Works Better
 Looks to Future
 Inspires People to Do More
 Creates Goals & Objectives for
Multiple Years
 Focuses on Effectiveness
Manager
 Copes with Complexity
 Ensures Things Work
 Worries About Today
 A day’s work for a day’s pay
 Plans to Implement Year’s
Objectives
 Focuses on Efficiency

11. Managers
 Manager have a position of authority assigned in
them by the company.
 Subordinates work for them and largely do as they
are told.
 Management style is transactional, in that the
manager tells the subordinate what to do, and the
subordinate does this not because they are a blind
robot.

12. Functions Elements
Planning
• Seeking all available information
• Defining group task, purpose or goal/ Making a
workable plan/ Documentation
Initiating
• Briefing group on the aims and the plan
• Explaining why aim or plan is necessary
• Allocating tasks to group members, setting
group standards
Controlling
• Maintaining group standards
• Maintaining discipline
• Ensuring all actions are taken towards
objectives
Key Functions of a Manager as a Leader

13. Key Functions of a Manager as a Leader
Functions Elements
Supporting
• Encouraging individuals, Creating team spirit
• Expressing acceptance of persons and their
contribution
• Creating a team
Informing
• Giving new information to the group, keeping
them in the picture
• Receiving information from group
• Reconciling disagreements or getting others to
explore
Evaluating
• Checking feasibility of an idea
• Evaluating group performance
• Helping the group to evaluate its own
performance against standards

14. Leadership Styles
 Autocratic (Authoritarian)
 Bureaucratic
 Democratic
 Coercive
 Transactional
 Transformational
 Laissez-Faire

15. Autocratic (Authoritarian)
 Manager retains power (classical approach)
 Manager is decision-making authority
 Manager does not consult employees for input
 Subordinates expected to obey orders without
explanations
 Motivation provided through structured rewards
and punishments

16. Bureaucratic
 Manager manages “by the book¨
 Everything must be done according to
procedure or policy
 If it isn’t covered by the book, the manager
refers to the next level above him or her
 Police officer more than leader

17. Democratic
 Often referred to as participative style
 Keeps employees informed
 Shares decision making and problem solving
responsibilities
 “Coach” who has the final say, but…
 Gathers information from staff members
before making decisions

18. Democratic Continued
 Help employees evaluate their own
performance
 Allows employees to establish goals
 Encourages employees to grow on the job and
be promoted
 Recognizes and encourages achievement
 Can produce high quality and high quantity
work for long periods of time

19. Coercive
 Power from a person’s authority to punish
 Most obvious types of power a leader has.
 Good leaders use coercive power only as a last
resort:
 In today’s sophisticated and complex workplace,
excessive use of coercive power unleashes unpredictable
and destabilizing forces which can ultimately
undermine the leader using it.

20. Transactional
 Motivate followers by appealing to their own self-
interest
 Motivate by the exchange process.
 EX: business owners exchange status and wages for the
work effort of the employee.
 Focuses on the accomplishment of tasks & good
worker relationships in exchange for desirable
rewards.
 Encourage leader to adapt their style and behavior
to meet expectations of followers

21. Transformational
 Charismatic and visionary
 Inspire followers to transcend their self-interest
for the organization
 Appeal to followers' ideals and values
 Inspire followers to think about problems in
new or different ways
 Common strategies used to influence followers
include vision and framing
Research indicates that transformational leadership is more
strongly correlated with lower turnover rates, higher productivity,
and higher employee satisfaction.

22. Transformational cont.
 Instils feelings of confidence, admiration and
commitment
 Stimulates followers intellectually, arousing
them to develop new ways to think about
problems.
 Uses contingent rewards to positively
reinforce desirable performances
 Flexible and innovative.

23. Laissez-Faire
 Also known as the “hands-off¨ style
 Little or no direction
 Gives followers as much freedom as possible
 All authority or power is given to the followers
 Followers must determine goals, make
decisions, and resolve problems on their own.

24. Overview of Theories
 Great Man Theory
 Trait Theory
 Behavioral Theories
 Managerial Grid
 Contingency Theory:
 Fiedler’s Least Preferred Co-worker (LPC) Theory
 Cognitive Resource Theory
 Situational Theory:
 Hersey & Balanchard’s Situational Theory
 Path Goal Theory

25. Great Man Theory
 Leaders are born, not made.
 This approach emphasized that a person is born with
or without the necessary traits of leaderships.
 Early explanations of leadership studied the “traits” of
great leaders.
 “Great man” theories (Gandhi, Lincoln, Napoleon, M.
Ali Jinnah)
 Brief that people were born with these traits and only
the great people possessed them

26. Great Man Theory
 Great Man approach actually emphasis “charismatic”
leadership, Charisma being the word for gift.
 No matter what group such a natural leader finds
himself in, he will always be recognized for what he is.
 According to the great man theory of leadership,
leadership calls for certain qualities like commanding
personality, charm, courage, intelligence,
persuasiveness & aggressiveness.

27. Trait Theory
 What characteristics or traits make a person a leader?
 Great Man Theory: Individuals are born either with or
without the necessary traits for leadership.
 Trait theories of leadership sought personality, social,
physical or intellectual traits that differentiate leaders
from non leaders.
 Trait view has little analytical or predictive value
 Technical, conceptual and human skills (Katz 1974)

28. Trait Theories
 Trait Theories of
leadership
Theories that consider
personality, social,
physical, or intellectual
traits to differentiate
leaders from non-leaders.

29. Trait Theory
The trait theory is based on the great man theory, but it
more systematic in its analysis of leaders. Like the great
man theory, this theory assumes that the leader’s
personal traits are he key to leadership success.

30. Traits of Leaders
 Intelligence
 Physical Features
 Inner Motivation
 Maturity
 Vision & Foresight
 Acceptance of Responsibility
 Open-Minded and adaptability
 Self-confidence
 Human Relations Attitude
 Fairness and Objectivity

31. Trait Theories

32. Behavioural Theory
In contrast with trait theory, behavioural theory
attempts to describe leadership in terms of what leaders
do, while trait theory seeks to explain leadership on the
basis of what leaders are. Leadership according to this
approach is the result of effective role behaviour.
Leadership is shown by a person’s acts more than by his
traits. This is an appropriate new research strategy
adopted by Michigan Researchers in the sense that the
emphasis on the traits is replaced by the emphasis on
leader behaviour (which could be measured).

33. Behavioral Approach
Leadership is composed of two general kinds of
behaviours:
▫ Task behaviours: facilitate goal
accomplishment by helping group members
to achieve their objectives
▫ Relationship behaviours: help subordinates
feel comfortable with themselves, each other
& the situation

34. Managerial Grid
• Major management styles and concerns:
Impoverished: low production, low
people
Sweatshop: high production, low people
Country Club: high people, low production
Status Quo: medium production, medium
people
Fully Functioning: high production, high people

35. Contingency Theories
& Situational Theories of
Leadership
 Contigency Theories
o Fiedler Model
o Cognitive Resource Theory
o Hersey & Blencherd’s Situational Theory
o Leader-member Exchange Theory
o Path –Goal Theory
o Leader Participation Model

36. Contingency Theories
While trait and behavior theories do help us
understand leadership, an important component is
missing: the environment in which the exists.
Contingency Theory deals with this additional aspect
of leadership effectiveness studies

37. Fiedler Model
 The theory that effective groups depend upon a proper
match between a leader’s style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader.
 There are basically three steps in the model
1) Identifying Leadership Style
2) Defining the Situation
3) Matching leaders and situations

38. Cognitive Resource Theory
A theory of leadership that states that
stress unfavorably effects the situation,
and intelligence, and experience can
lessen the influence of stress on the
leader.

39. Identifying Leadership Style
 Fiedler believes a key factor in leadership success is the
individual’s basic leadership style
So he created the Least Prefer Co-worker (LPC)
Questionnaire
 LPC:- An instrument that tells to measure whether a
person is task or relationship oriented
 If the low LPC score then the person is task oriented
 If the high LPC score then the person is relationship
oriented.

40. Hersey & Blanchard’s Situational
Leadership (SLT)
A model that focuses on follower “readiness”
 Followers can accept or reject the leader
 Effectiveness depends on the followers response to the
leader’s actions
 “Readiness” is the extent to which people have the ability
& willingness to accomplish a specific task
A paternal model:
 As the child matures, the adult releases more and more
control over the situation
 As the workers become more ready, the leader becomes
mote laissez-faire

41. Cont….
 Hersey and Blencherd identify four specific
leader behaviors
 The most effective behavior depends on the
follower’s ability and motivation
 If followers are unable and unwilling to do a task, the
leader needs to give specific and clear directions.
 If followers are unable and willing, the leader need to
display a high task orientation.
 Of the followers are able and unwilling, the leader
needs to use a supportive and participative style.
 If followers are both able and willing, the leader
doesn’t need to do much.

42. S3
S1S4
S2
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
Low Directive
Behavior
(B) DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
(A) THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
S
U
P
P
O
R
T
I
V
E
B
E
H
A
V
I
O
R

43. S3
S1S4
S2
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
Low Directive
Behavior
(B) DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOW
MODERATE
D4 D1D2D3
(A) THE FOUR LEADERSHIP STYLES
(High)
(High)(Low)
S
U
P
P
O
R
T
I
V
E
B
E
H
A
V
I
O
R
DIRECTIVE BEHAVIOR
D4
High
Competence
High
Commitment
Experienced at the job,
and comfortable with
their own ability to do it
well. May even be more
skilled than the leader.
D3
High
Competence
Variable
Commitment
Experienced & capable,
but may lack the
confidence to go it alone,
or the motivation to do it
well/ quickly.
D2
Some
Competence
Low
Commitment
May have some relevant
skills, but won’t be able
to do the job without
help. The task or the
situation may be new to
them.
D1
Low
Competence
Low
Commitment
Generally lacking the
specific skills required
for the job in hand, &
lacks any confidence &/
or motivation to tackle
it.

44. © 2007 Prentice Hall Inc. All
rights reserved.
Path-Goal Theory
Premise
• Leader must help followers
attaining goals and reduce
roadblocks to success
•Leaders must change behaviors to
fit the situation (environmental
contingencies & subordinate
contingencies)

45. • Listening ( and questioning) skills
• Dealing with conflict
• Dealing with difficult with people
• Appreciating of other people
• Forming effective teams
• Establishing trust through consistency
• Sensitivity to other cultures
• Communicating positive & negative
feedbacks
• Capacity to handle criticism

46. Put Your People First
 Put your people first. The
bottom line about being a good
manager is this:
 If your employees don’t
perform well, you don’t perform
well.
 Every good manger must learn
how to train, support and
motivate his or her employees.
 If you don’t take the time to
support your staff & ensure
their needs are being met, all of
your work will be useless.

47. Be a Credible Manager
 Effective managers
establish a system of
values.
 You have to make yourself
accountable to people in
authority.
 Effective managers
understand that no good
ever comes out of
authority without
accountability.

48. You are an includer
 Being a manager you need to
involve your team members in
what ever you do. You don’t
exclude others because they lack
certain attributes. To become an
effective manager learn to tap &
develop people.
 Keep your employees within the
loop. Inform them of all
decisions that will affect & be
affected by their work. Don’t
treat them as a mindless
machines that are used only to
get the job done.

49. Don’t show discrimination
 Being a good manager you
should never discriminate
among your team members.
 Treat your people equally.

50. Be calm & dignified
 Don’t be rude with others
 You can be firm but not
harsh
 Don’t use hurting words in
your statement

51. Be a mentor
 Not everyone can learn
his/her job from the first
day. Train your team
members wherever they
are facing problem.
 Rather than shouting on
others who are not as
good as you on that job
try to make them learn.
Your team members will
pay high regards to you.

52. Top Things to make a good manager
Acknowledge your staff:
When a member of staff
does a job well, make sure
you notice it, and
acknowledge her or him for
it. Don’t let the opportunity
to praise a piece of good
work go by.

53. Never, ever, humiliate anyone in public
 If you are annoyed with
someone on your team,
or they have done
something wrong, make
sure you keep your cool,
especially in public. If
you humiliate someone,
he or she will hold a
grudge against you, and
their work will suffer
too.

54. Criticize in a constructive manner
 If you feel that an
employee has the
potential to do much
batter at his/her job, take
them aside and tell them
how you feel. Sometimes,
the belief that a superior
has in you pushes you to
achieve more.

55. Avoid last minute tasks
 No one likes to start a
task at the end of the day,
especially when you have
other plans for the
evening. Do not throw
work at your employees
just as they are about to
call it a day.

56. Philosophy
1. All leaders are not
effective in all
situations
2. If the leadership style is
a good match for the
situation, then the
leader will be effective
3. If the leadership style
does not match the
situation, then the
leader will probably fail

57. Conclusion
 My conclusion on this topic is “ managers & leaders
both have their necessity and importance.”
 To survive in the twenty first century, we are going to
need a new generation of leaders as a managers
 Most uprising organizations have both managerial &
leadership personnel which help them to accomplish
the given task beautifully and efficiently.

58. Leader and Manager
Both Elements are Required for Success!