how to be leadership

1. - MUHAMMAD ALDO HABIB AKBAR
- AMIRUL FAHMIE BIN ZAINAL
- AKMAL HISHAM BIN SARBINI
- MOHAMMAD ADIB BIN JAMALUDDIN
- NABIL IZZAT BIN KAMARUZAMAN

2. DEFINITION
• LEADERSHIP IS THE PROCESS OF SOCIAL INFLUENCE IN WHICH
ONE PERSON CAN ENLIST THE AID AND SUPPORT OF OTHERS IN
THE ACCOMPLISHMENT OF COMMON TASK
– M CHEMERS
• LEADRSHIP IS ULTIMETLY ABAOUT CREATING A WAY FOR PEOPLE
TO CONTRIBUTE TO MAKING SOMETHING EXTRAORDINARY
HAPPEN
– ALAN KEITH
* the ability to influence others, with or without authority
- Peter DeLisle
* influencing people so that they will strive willingly towards the
achievement of group goals
- KOONZT

3. THE GREAT LEADER ARE BORN AND THEY ARE NOT MADE
- THE GREAT MAN THEORY-
BORN OR ARE MADE WITH CERTAIN QUALITIES THAT WILL MAKE THEM EXCEL IN LEADERSHIP ROLES
- THE TRAIT THEORY-
FOCUS ON THE BEHAVIOURS OF THE LEADER AS OPPOSED TO THEIR MENTAL, PHYSICAL OR SOCIAL
CHARACTERISTIC - BEHAVIOURAL THEORY –
TRANSACTION BETWEEN THE LEADER AND THE FOLLOWER AND IT HAVE A POSITIVE VALUE AND MUTUALLY
BENEFIT RELATIONSHIP - TRANSACTIONAL THEORY-
THE PROCESS IS BY A PERSON INTERACT WITH OTHER AND IS ABLE TO CREATE THE SOLID RELATIONSHIP
- TRANSFORMATIONAL THEORY -
THERE ARE NO SINGLE WAY OF LEADING AND THAT EVERY LEADERSHIP SHOULD BE BASED ON CERTAIN
SITUATION - CONTINGENCY THEORY -
TYPE OF THEORY

4. EVOLUTION OF LEADERSHIP
• Considerations for followers
• If leadership benefits group performance then it is in the evolutionary interests of individuals to
follow. ELT uses game theory to show that it is often more attractive for individuals to follow or
not follow. When deciding whether or not to follow the individual will have considerations
• Leader prototypes (CALP)
• Evolutionary leadership theory suggests that in deciding who to follow people use evolved
cognitive leader prototypes. These prototypes are called "cognitive ancestral leader prototypes"
CALP. The CALPs help people choose the best person to lead in a specific situation. In times of
conflict, this is a physically strong and younger masculine individual not afraid to take risks. In
peacetime, this is usually a more feminine person or older person with more social skills. We still
see these decision rules in our modern age, as do people in times of crisis still automatically
select a Big Man.

6. 6 STYLE LEADERSHIP BY
GOLEMAN
1.Authoritative
: “Come with
me”
3. Coaching:
“Try this”
5. Pace-setting:
“People come
first”
4. Coercive:
“Do what I tell
you”
6. Democrative:
“What do you

8. BOSS VS LEADER

9. BOSS VS LEADER

10. BOSS VS LEADER

12. ADVANTAGES AND DISADVANTAGES

13. Advantages Disadvantages
Democratic employees offer
constructive/imaginative ideas which
will raise staff morale and motivation
and democratically-led employees
gain high levels of satisfaction from
their work
slower decision making and less consistent
decision making
Participative utilize talents/creativity of
subordinates to the fullest extent,
benefit the organization in
new ideas,increases new skills and
confidence of junior managers
slower decision making, less consistency in
decision making
Paternalistic loyal subordinates as staff feel
protected and cared for with a low
rate of labour turnover which will
reduce recruitment costs and
competitiveness
do not encourage their employees to use their
creative and imaginative skills, do not
encourage use of initiative meaning that the
business does not make the most effective use
of its human resources
Autocratic quick decisions, close oversight to
what your employees are doing, total
control and streamlined work process
employees very dependent on leaders, staff
don't have own initiative due to little
information support and confidence, slow
decision making, harsh critics of others work
important decisions will be passed up so they

16. HOW TO BE GOOD LEADERS
• Inspire people to do their
best.
• Always respect other’s time
• Measure the right things.
• Walk your own talk.
• Build your team in every
way possible.
• Care more about your team
than yourself.
• Communicate to be
understood.