Uncover Leadership qualities in Individual

1. UNCOVERING THE
LEADER IN YOU.
Shamima Akhtar Khanom
Business HR4/4/2017

2. What you see in the two
pictures…….
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3. Managers and Leaders
How are they Different?
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4. Are Leaders and Managers different kinds of people?
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Manager
1.Administer
2.Watch the bottom line
3.Maintain
4.Control
5.Short term View
6.Focus on system &
Structure
7.Ask How and When
8. Accept the status quo
9. Copy
10.Are Good Soldiers
11.Do things right
Leader
1. Innovate
2. Watch the Horizon
3. Develop
4. Inspire Trust
5. Long Term View
6. Focus on people
Structure
7. Ask What and why
8. Challenge the status
9. Originate
10. Are their own people
11.Do the right things

5. Managers: Leaders
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Manager have employees Leaders win followers
Manager react change Leaders create it
Mangers Communicate Leaders persuade
Managers control groups Leaders create
teamwork
Managers try to be heroes Leaders create
heroes all around them around
them
Managers take credit Leaders take
responsibility
Managers have fun Leaders give fun

6. Left Brain Vs. Right Brain
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7. Managerial Grid
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 The treatment of task orientation and people orientation as
two independent dimensions was a major step in leadership
studies. Many of the leadership studies conducted in the
1950s at the University of Michigan and the Ohio State
University focused on these two dimensions.
 Building on the work of the researchers at these Universities,
Robert Blake and Jane Mouton (1960s) proposed a graphic
portrayal of leadership styles through a managerial grid
(sometimes called leadership grid). The grid depicted two
dimensions of leader behavior, concern for people
(accommodating people’s needs and giving them priority) on
y-axis and concern for production (keeping tight schedules)
on x-axis, with each dimension ranging from low (1) to high
(9), thus creating 81 different positions in which the leader’s
style may fall. (See figure 1).

8. 4/4/2017

9. The five resulting leadership styles are as follows:
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 Impoverished Management (1, 1):
Managers with this approach are low on
both the dimensions and exercise minimum
effort to get the work done from
subordinates. The leader has low concern
for employee satisfaction and work
deadlines and as a result disharmony and
disorganization prevail within the
organization. The leaders are termed
ineffective wherein their action is merely
aimed at preserving job and seniority.
 Task management (9, 1): Also called
dictatorial or perish style. Here leaders are
more concerned about production and have
less concern for people. The style is based
on theory X of McGregor. The employees’
needs are not taken care of and they are
simply a means to an end. The leader
believes that efficiency can result only
through proper organization of work
systems and through elimination of people
wherever possible. Such a style can
definitely increase the output of
organization in short run but due to the strict
policies and procedures, high labour
turnover is inevitable.

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 Middle-of-the-Road (5, 5): This is basically a
compromising style wherein the leader tries to
maintain a balance between goals of company
and the needs of people. The leader does not
push the boundaries of achievement resulting in
average performance for organization. Here
neither employee nor production needs are fully
met.
 Country Club (1, 9): This is a collegial style
characterized by low task and high people
orientation where the leader gives thoughtful
attention to the needs of people thus providing
them with a friendly and comfortable
environment. The leader feels that such a
treatment with employees will lead to self-
motivation and will find people working hard on

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 Team Management (9, 9): Characterized by high people and
task focus, the style is based on the theory Y of McGregor
and has been termed as most effective style according to
Blake and Mouton. The leader feels that empowerment,
commitment, trust, and respect are the key elements in
creating a team atmosphere which will automatically result in
high employee satisfaction and production.
Advantages of Blake and Mouton’s Managerial Grid
 The Managerial or Leadership Grid is used to help managers
analyze their own leadership styles through a technique
known as grid training. This is done by administering a
questionnaire that helps managers identify how they stand
with respect to their concern for production and people. The
training is aimed at basically helping leaders reach to the
ideal state of 9, 9.

12. What is Management?
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 “Getting
things done
with and
through
others”
 “Management
is what a
manager
does”

13. Definition of Management
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 The planning,
organizing, leading
and controlling of
human and other
resources to achieve
organizational goals
effectively and
efficiently.

14. Five functions of Management
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 Different experts have classified functions of
management. According to George & Jerry, “There are
four fundamental functions of management i.e.
planning, organizing, actuating and controlling”.
According to Henry Fayol, “To manage is to forecast
and plan, to organize, to command, & to control”.
Whereas Luther Gullick has given a keyword
’POSDCORB’ where P stands for Planning, O for
Organizing, S for Staffing, D for Directing, Co for Co-
ordination, R for reporting & B for Budgeting. But the
most widely accepted are functions of management
given by KOONTZ and O’DONNEL i.e. Planning,
Organizing, Staffing, Directing.

15. Each function blends into the other & each affects the
performance of others.
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16. Planning
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 It is the basic function of management. It deals with chalking out
a future course of action & deciding in advance the most
appropriate course of actions for achievement of pre-determined
goals. According to KOONTZ, “Planning is deciding in
advance - what to do, when to do & how to do. It bridges the
gap from where we are & where we want to be”.
 A plan is a future course of actions. It is an exercise in
problem solving & decision making.
 Planning is determination of courses of action to achieve
desired goals.
 Thus, planning is a systematic thinking about ways & means for
accomplishment of pre-determined goals. Planning is necessary
to ensure proper utilization of human & non-human resources. It
is all pervasive, it is an intellectual activity and it also helps in
avoiding confusion, uncertainties, risks, wastages etc.

17. Organizing
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 It is the process of bringing together physical, financial
and human resources and developing productive
relationship amongst them for achievement of
organizational goals. According to Henry Fayol, “To
organize a business is to provide it with everything
useful or its functioning i.e. raw material, tools, capital
and personnel’s”. To organize a business involves
determining & providing human and non-human
resources to the organizational structure. Organizing
as a process involves:
 Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of
responsibility.
 Coordinating authority and responsibility
relationships.

18. Staffing
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 It is the function of manning the organization structure and keeping
it manned. Staffing has assumed greater importance in the recent
years due to advancement of technology, increase in size of
business, complexity of human behavior etc. The main purpose o
staffing is to put right man on right job i.e. square pegs in square
holes and round pegs in round holes. According to Kootz &
O’Donell, “Managerial function of staffing involves manning the
organization structure through proper and effective selection,
appraisal & development of personnel to fill the roles designed un
the structure”. Staffing involves:
 Manpower Planning (estimating man power in terms of searching,
choose the person and giving the right place).
 Recruitment, selection & placement.
 Training & development.
 Remuneration.
 Performance appraisal.
 Promotions & transfer.

19. Directing
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 It is that part of managerial function which actuates the
organizational methods to work efficiently for achievement of
organizational purposes. It is considered life-spark of the
enterprise which sets it in motion the action of people
because planning, organizing and staffing are the mere
preparations for doing the work. Direction is that inert-
personnel aspect of management which deals directly with
influencing, guiding, supervising, motivating sub-ordinate for
the achievement of organizational goals. Direction has
following elements:
Supervision
Motivation
Leadership
Communication

20. Controlling
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 It implies measurement of accomplishment against the standards and
correction of deviation if any to ensure achievement of organizational goals.
The purpose of controlling is to ensure that everything occurs in
conformities with the standards. An efficient system of control helps to
predict deviations before they actually occur. According to Theo Haimann,
“Controlling is the process of checking whether or not proper progress is
being made towards the objectives and goals and acting if necessary, to
correct any deviation”. According to Koontz & O’Donell “Controlling is the
measurement & correction of performance activities of subordinates in
order to make sure that the enterprise objectives and plans desired to
obtain them as being accomplished”. Therefore controlling has following
steps:
 Establishment of standard performance.
 Measurement of actual performance.
 Comparison of actual performance with the standards and finding out
deviation if any.
 Corrective action.

21. Four Managerial Activities
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 Luthans (1988), on the basis of his
study, found that all managers
engage in four managerial activities:
 Traditional management
 Communication
 Human resource management
 Networking

22. 4/4/2017
 1. Traditional management— This activity consists of
planning, decision making, and controlling. The average
manager spent 32 percent of his or her time performing
this activity, whereas successful managers spend 13%
and effective managers spend 13% of their time in this
activity.
2. Communication—This activity consists of
exchanging routine information and
processing paperwork. The average manager spent 29
percent of his or her time performing this activity while
successful manager spends 28% and effective
managers spend 44% of their time in this activity.

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 3. Human resource management— This activity consists of
motivating, disciplining, managing conflict, staffing, and training.
The average manager spent 20 percent of his or her time
performing this activity, while successful manager spends 11% and
effective managers spend 26% of their time in this activity.
4. Networking— This activity involves socializing, politicking, and
interacting with outsiders. The average manager spent 19 percent
of his or her time performing this activity, while successful manager
spends 48% and successful manages spend 11% of their time in
this activity.
It was found that successful managers spent more time and effort in
socializing, interacting and networking. They did not spend much
time to the traditional management activities or to the
human resource management activities (Luthans, 1988).

24. Average Vs. Successful Managers
Effective Vs.
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32
29
20
19
Average Manager
Traditional Management
Communication
Human Resource
Management
Networking

25. 4/4/2017
13
28
11
48
Successful Managers
Traditional Management
Communication
Human Resource
Management
Networking

26. 4/4/2017
14
44
26
16
Effective Manager
Traditional Management
Communication
Human Resource
management
Networking

27. 3 ways to become a leader
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28. Some personality traits
may lead people
naturally-into
leadership roles. This is
the Trait Theory
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Sher E Bangla AK Fazlul Haque

29. A crisis or important
event may cause a
person to rise to the
occasion, which
brings out
extraordinary
leadership qualities
in an ordinary
person.
Great event Theory
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Mahatma Gandhi

30.  People can choose
to become leaders.
People can learn
leadership skills.
This is the
Transformational
Leadership Theory.
It is the most widely
accepted theory
today and the
premise on which
the workshop is
based.
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Dulal Hossain

31. David Ulrich’s Result-based Leadership
Formula
The Results-
Based Leadership
formula:
“Effective
Leadership =
Attributes x
Results.”
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 It is important to understand that the equation
above suggests that leaders must strive for
excellence in both terms; they must both
demonstrate attributes and achieve results.
Each term of the equation multiplies the other,
they are not cumulative. A score of 9 out of 10
in attributes, for example, multiplied by a score
of 2 out of 10 on results, and yields an
effectiveness rating of only 18 out of 100, not
11 out of 20.

33. Result-Based leadership
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 From input to outcomes
 Both traits and results
are important
 Effective leaders know
how to connect
leadership attributes
with leadership results.

34. Criteria for Focus on Result
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 Balanced — results
balance the major
dimensions of the
organization (employees,
organization, customers,
investors) ignoring no one;
 Strategic — results link
strongly to the strategy and
long-term plan of the
organization;
 Lasting — results meet
both short-term and long-
term goals;
 Selfless — results support
the whole enterprise /
department / unit and are
not linked or based on the
manager’s personal gain.

35. Leadership Styles
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Leadership style is the manner and approach of
providing direction, implementing plans, and
motivating people. Kurt Lewin (1939) led a group of
researchers to identify different styles of leadership.
This early study has been very influential and
established three major leadership styles: (Lewin,
LIippit, White 1939, U.S. Army Handbook, 1973):
 Autocratic or authoritarian
 Participative or democratic
 Delegative or laissez-fair
Although good leaders use all three styles, with one
of them normally dominant, bad leaders tend to stick
with one style (normally autocratic).

36. Autocratic or authoritarian
 This style is used when leaders tell
their employees what they want done
and how they want it accomplished,
without getting the advice of their
followers. Some of the appropriate
conditions to use it is when you have
all the information to solve the
problem, you are short on time, and
your employees are well motivated.
 Some people tend to think of this
style as a vehicle for yelling, using
demeaning language, and leading by
threats and abusing their power. This
is not the authoritarian style, rather it
is an abusive, unprofessional style
called “bossing people around.” It
has no place in a leader's repertoire.
 The authoritarian style should
normally only be used on rare
occasions. If you have the time and
want to gain more commitment and
motivation from your employees,
then you should use the participative
style. 4/4/2017
I want both of you to. . .

37. Participative (democratic)
 This style involves the leader
including one or more employees
in the decision making process
(determining what to do and how
to do it). However, the leader
maintains the final decision
making authority. Using this style
is not a sign of weakness, rather
it is a sign of strength that your
employees will respect.
 This is normally used when you
have part of the information, and
your employees have other
parts. A leader is not expected to
know everything—this is why you
employ knowledgeable and
skillful employees. Using this
style is of mutual benefit as it
allows them to become part of
the team and allows you to make
better decisions.
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Let's work together to solve this. . .

38. Delegative (laissez faire)
 In this style, the leader allows the
employees to make the decisions.
However, the leader is still
responsible for the decisions that are
made. This is used when employees
are able to analyze the situation and
determine what needs to be done
and how to do it. You cannot do
everything! You must set priorities
and delegate certain tasks.
 This is not a style to use so that you
can blame others when things go
wrong, rather this is a style to be
used when you fully trust and
confidence in the people below you.
Do not be afraid to use it, however,
use it wisely!
 NOTE: Laissez Faire (or lais·ser
faire) is the noninterference in the
affairs of others. [French : laissez,
second person pl. imperative of
laisser, to let, allow + faire, to do.]
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You two take care of the problem while I
go. . .

39. Forces
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A good leader uses all three styles,
depending on what forces are
involved between the followers, the
leader, and the situation. Some
examples include:
 Using an authoritarian style on a new
employee who is just learning the
job. The leader is competent and a
good coach. The employee is
motivated to learn a new skill. The
situation is a new environment for
the employee.
 Using a participative style with a
team of workers who know their job.
The leader knows the problem, but
does not have all the information.
The employees know their jobs and
want to become part of the team.

41. Followership Behaviors
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42. Followership Behaviors
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 Not competing with the
leader to be in the
limelight
 Being loyal and
supportive, a team
player
 Not being “yes person”
who automatically
agrees
 Acting as a devil’s
advocate by raising
penetrating question.

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 Constructively
confronting the
leader’s ideas,
values, and
actions.
 Anticipating
potential problems
and preventing
them.
 Volunteering to
handle tasks or

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 Willingly
accepting
assignments
 Exhibiting loyalty
to the group
 Voicing
differences of
opinions, but
supporting the
group's decisions

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 Willingly accepting assignments
 Exhibiting loyalty to the group
 Voicing differences of opinions, but supporting the
group's decisions
 Offering suggestions.
 Maintaining a positive attitude, even in confusing or
trying times.
 Working effectively as a team member.

46. The Five Practices of Exemplary
Leadership® Model
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 The Five Practices of Exemplary Leadership® Model
 Leadership is not about personality; it’s about behavior—an
observable set of skills and abilities. And when we first set out to
discover what great leaders actually do when they are at their
personal best, we collected thousands of stories from ordinary
people—the experiences they recalled when asked to think of a
peak leadership experience. Despite differences in culture, gender,
age, and other variables, these “Personal Best” stories revealed
similar patterns of behavior. In fact, we discovered that when
leaders are at their personal best there are five core practices
common to all: they Model the Way, Inspire a Shared Vision,
Challenge the Process, Enable Others to Act, and last but certainly
not least, they Encourage the Heart.

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 Three decades later, The Five Practices of Exemplary
Leadership® model continues to prove its
effectiveness as a clear, evidence-based path to
achieving the extraordinary—for individuals, teams,
organizations, and communities. It turns the abstract
concept of leadership into easy-to-grasp Practices
and behaviors that can be taught and learned by
anyone willing to step up and accept the challenge to
lead. As measured and validated by the Leadership
Practices Inventory (LPI)—one of the most widely
used leadership assessment instruments in the
world—ongoing studies consistently confirm that The
Five Practices and our assessment tools are positively
related to both the effectiveness of leaders and the
level of commitment, engagement, and satisfaction of
those that follow.

48. Model The Way
 Leaders establish principles
concerning the way people
(constituents, peers, colleagues,
and customers alike) should be
treated and the way goals should
be pursued. They create standards
of excellence and then set an
example for others to follow.
Because the prospect of complex
change can overwhelm people and
stifle action, they set interim goals
so that people can achieve small
wins as they work toward larger
objectives. They unravel
bureaucracy when it impedes
action; they put up signposts when
people are unsure of where to go or
how to get there; and they create
opportunities for victory.
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49. Model The Way
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 Leaders establish principles
concerning the way people
(constituents, peers, colleagues,
and customers alike) should be
treated and the way goals should
be pursued.
 They create standards of
excellence and then set an
example for others to follow.
 They unravel bureaucracy when
it impedes action; they put up
signpost when people are unsure
of where to go or how to get
there.

50. Inspire a Shared Vision
 Leaders passionately
believe that they can make
a difference.
 They envision the future,
creating an ideal and
unique image of what the
organization can become.
 Through their magnetism
and quiet persuasion,
leaders enlist others in
their dreams.
 They breathe life into their
visions and get people to
see exciting possibilities
for the future.
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51. Challenge the Process
 Leaders search for
opportunities to change the
status quo.
 They look for innovative
ways to improve the
organization
 In doing so, they experiment
and take risks.
 And because leaders know
that risk taking involves
mistakes and failures, they
accept the inevitable
disappointments as learning
opportunities.
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52. Enable Others to Act
 Leaders foster
collaboration and build
spirited teams
 They actively involve
others
 Leaders understand that
mutual respect is what
sustains extraordinary
efforts.
 They strive to create an
atmosphere of trust and
human dignity.
 They strengthen others,
making each person feel
capable and powerful.
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53. Encourage the Heart
 Accomplishing
extraordinary things in
organizations is hard work.
 To keep hope and
determination alive,
leaders recognize
contributions that
individuals make.
 In every winning team, the
members need to share in
the rewards of their efforts,
so leaders celebrate
accomplishments.
 They make people feel
like heroes.
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54. HOW TO DEVELOP
LEADERSHIP
QUALITIES.
7simple steps to develop your leadership
style.
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55. Start small
How to develop Leadership Qualities
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56. Study speeches. Read famous speeches. Also read classic books.
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57. Be a gentleman. Stand up for yourself.
Be a role model..
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58. Dress seriously
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59. Take care of others and your environment. Be a good husband, wife,
brother, neighbour. Have good principles and stick to them.
Being a leader means being a responsible
human
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60. Be confident and healthy.
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61. Be sensitive to how people act or react.
Listen.
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