A Case study Analysis and brief introduction of leader,characteristics of good leader, leadership styles,the management concepts like chain of command,span of management.Problem identification and complete steps of Decision making process by Benish Qazi.

1. Presentation on
“A Case Study Analysis”
Leadership styles
Benish Qazi
COMSATS Institute of information Technology Abbottabad.

2. A leader is one who inspires, motivates and
leads people to accomplish organizational
goals

3. Leadership is all about influencing a
group of people

4. Characteristics of Effective
Leader

5. Take the challenges to grow

6. Take calculated
risks

7. Adopt the leadership style that fits you and
your personality

8. Have courage at the time of controversies

9. Accept their mistakes

10. Communicate frequently

11. Be approachable

12. Understand the situation and
the fact

13. Essential Requisites
of Leadership are

14. Confidence

15. Job Relevant Knowledge

16. Desire to Lead

17. Motivation and Passion

18. Trust

19. Collaboration

20. Competence

21. Competitive Spirit

22. Types of Leadership Styles

23. 1. Democratic/ Participative
Leadership Style

24. When to use Democratic Leadership
Style?

25. Team Agreement is needed

26. Greater Motivation and Commitment
Knowledgeable and Skillful Team
Members

27. Limitation of Democratic Leadership
Style

28. It is a Time Consuming Affair

29. 2. Autocratic Leadership Style

30. When to use Autocratic Leadership
Style?

31. When quick decisions are needed

32. No Need for Others Input

33. Team Agreement is not Necessary

34. When High Level of Management
Control is Needed

35. Limitations of Autocratic Leadership

36. Employees Cannot Question
Decisions

37. Little Opportunity to Give
Suggestions

38. 3. Laissez-Faire/ Free Rein
Leadership Style

39. When to use Laissez Faire/ Free
Rein Style?

40. When the team is highly capable

41. When team members are able to
analyze the situation

42. When Close Monitoring of a
Decision is not Needed

43. When there is full trust and
confidence in the team members

44. Limitations of Laissez Faire/ Free
Rein Leadership Style

45. Not suitable for Less Experienced
Employees

46. Lack of Motivation

47. Poor Productivity

48. What are the Factors for
Selecting Leadership Style?

49. Objectives that Need to be Achieved

50. Followers

51. Situation

52. Apply the Appropriate Leadership
style and Techniques

53. Decision Making Process
(Case Study)
Step 1. Identify Root Problem
Mr. Moiz lacks some of the basic required leadership skills. Moreover,
he has not adopted the appropriate leadership style.
•Without doing critical analysis,
he accepts the recommendations of others
•Senior Sales executives does not respect him
•Mr. Moiz is at early stage of his job
and has less experience.
Lack of Basic
Leadership
Skills
Lack of Basic
Leadership
Skills
Inappropriate
Leadership
Style
Inappropriate
Leadership
Style
•He has team of experienced people
•He often relies on senior executive Akram
khan
•He thinks team members are more
Knowledgeable and experienced

54. Step 2: Identify Decision Criteria
Job Relevant Knowledge
 Self Confidence
Desire to Lead
 Authoritative
Influential
Appropriate Leadership Style

55. Criteria Weights
Self Confidence 9
Influential 8
Job Relevant Knowledge 10
Desire to lead 7
Appropriate Leadership Style 10
Authoritative 8
Step 3: Allocating Weights to
Decision’s Criteria
Standard Weight : 10

56. Step 4: Developing Alternatives
1. Management Training Sessions
2. Autocratic leadership Style
3. Democratic leadership Style
4. Laissez fair leadership Style
5. Rewards & Benefits
6. Allocation of Appropriate level of Authority

57. Step 5: Analyzing Alternatives
Alternative
s
Self
Confidence
Influential Job
Relevant
Knowledge
Desire to
lead
Appropriate
leadership
Style
Authority
Training 9 6 9 6 7 4
Autocratic 7 9 8 5 3 10
Democratic 7 6 8 7 8 8
Laissez Fair 4 4 6 3 5 5
Assign
Appropriate
Authority
8 9 3 8 7 10
Rewards 7 3 3 8 4 6

58. Self
Confidence
Influential Job
Relevant
Knowledge
Desir
e to
lead
leadership
Style
Authority Total
Training 81 48 90 42 70 32 363
Autocratic 63 72 80 35 30 80 360
Democrati
c
63 48 80 49 80 64 384
Laissez Fair 36 32 60 21 50 40 239
Assign
Appropriat
e Authority
72 72 30 56 80 70 380
Rewards 56 24 24 64 32 48 248
Step 6: Selecting An Alternative

59. Step 7: Implementing Alternatives
This is the stage where the decision is Put into Action.
Mr. Moiz khan must be asked to change his leadership style from
Laissez free to Democratic leadership Style. He must learn in
depth knowledge of his job and must do critical analysis before
taking a decision. He should involve the team members in the
decision making process as his team members are also experts of
their areas. But ultimate control must resists in his own hands.
Second alternative action could be to deliver some appropriate
level of authority to Mr. Moiz khan by his senior manager.

60. Step 8: Evaluating Effectiveness of a
Decision Taken
At this stage, decision maker needs to evaluate the decision being
taken. Check whether it has removed the problem or not?
If Not, then problem still exists. In that case a decision maker
has to go back to each step of decision making process to analyze
where he made some mistake.
Either the problem identified is wrong or the alternatives are not
being analyzed correctly.
Or, there may be a case that decision taken is right but it has been
implemented in a wrong way.

61. Q1: Which Leadership Style Mr. Moiz
Khan Exhibits?
Currently Mr. Moiz khan is running Laissez fair style of
leadership. Without much critical analysis, he just accepts
the recommendations of his team and takes an action on
it.

62. Q2: As a marketing manager, suggest Ways and means Which
will initiate proper senior/Junior relationship ?
A distinct reporting relationships are established when we know
two things:
1) Chain of Command 2) Span of Management
Chain of Command: A clear and distinct line of authority among
positions.
Chain of Command Unity of Command
Scalar Chain Component
Span of Management: No of people who report to a particular
manager.

63. Q2: Continued…….
In the given case study, Mr. Moiz has either not being acting
like a true leader because of lack of leadership qualities or may be
the component of unity of command was lacking in management
system. Because team members were not giving much respect to
Mr. Moiz and were considering Mr. Akram as real boss, so
another reason could be the absence of scalar chain component.
Unity of command and scalar chain components are very
important factors required to establish the proper reporting
relationships between senior and junior.

64. Q2: Continued…….
3 step Authority Delegation process
Manager ManagerManager
Subordinate SubordinateSubordinate
Assign Responsibility Give Authority Create Accountability

65. CONCLUSION
Leader
Leadership
Leadership Styles
8 Step Decision making Process
Mr. Moiz’s leadership Style
Proper Reporting Relationship for given Case Study

66. CONCLUSION
A leader is one who inspires, motivates and leads people to accomplish
organizational goals.
Leadership is the process of influencing others.
Leadership Styles: there are 3 distinct leadership styles in general.
i)Autocratic like dictator ship
ii)Democratic Participative approach
iii)Laissez faire authority is delegated to group of experts
Decision making process i) identify the main problem
ii) Identify decision criteria
iii) Allocating weights to Alternatives
iv)Develop alternatives
v) Analyze Alternatives
vi) Selecting Alternative
Vii) Implementing Alternative
viii) Evaluating the decision

67. CONCLUSION Continued……
In the given case study, the reporting relationship between boss and
subordinates is not established properly. There was the lack of Unity of
command and Scalar chain component.
Authority delegation is a 3 step process.
Mr. Moiz must be provided with a clear and distinct line of authority.

68. Quote
Effective leadership is not about
making speeches or being liked;
leadership is defined by results not
attributes.
Peter Drucker