These ppts are about Technology leadership but it includes a little bit about Leadership in it's first 6 slides . Worked really hard to make these slides .Hope you guys'll take benefit from it

1. LeadershipBy: Haseeb Mustafa
BS-IT 13F-88

2. Why Leadership?
• An Army of Sheep Led by a Lion would
defeat an Army of Lions Led by a Sheep .
• “The Truth is that no one factor makes a
Company admirable But If you were
forced to pick the one that makes the most
difference ,you’d pick Leadership” .
- Warren Bens .

3. What Is Leadership?(Definition)
• The only definition of a leader is someone
who has Followers . –Peter Ducker.
• Leadership is Influence ,Nothing more,
nothing less. –John C Maxwell.
• If your actions inspire others to dream
more, learn more ,do more & become
more , You are a leader. –John Quincy
Adams (6th
American President).

4. What makes a Leader?
Drive & Passion
What motivates You?
Desire to lead
Desire to Influence
Willingness to take Responsibilities .
i.e. John Maxwell , M.A Jinnah

5. What makes a Leader?
Integrity
Trust , Consistency , Role Model .
Self-Confidence
No Self Doubt ,
Expose Self Confidence
Convince Followers.
Babar (The King).
H.Lalk Jan (240).

6. What makes a Leader?
Intelligence
Solve the Problem,
Decision Making.
 Extraordinary
“Seth Gordon”, “Hafiz Juice Corner” .
Vision & Wisdom
Having planned way
“Concept of Queen” ,“Engro”, “Train” .

7. Technology Leadership
• In the late 1940s, studies at the University
of Michigan under Rensis Likert identified
two basic styles of leader behavior:
 Job-Centered Leader Behavior .
McGregor’s Theory X behavior.
 Employee-Centered Leader Behavior.
McGregor’s Theory Y behavior .

8. Managerial Grid (Robert Blake and Jane Mouton)

9. Managerial Grid (Robert Blake and Jane Mouton)
Impoverished management.
In this style, managers have low concern
for both people and production.
- Less Innovative Decisions.
 Middle of the Road Management
Moderate concern for both productivity
and people, to maintain status quo.

10. Managerial Grid (Robert Blake and Jane Mouton)
Authority-Compliance Management
The dictatorial style Primary concern for productivity,
people are secondary.
Country Club Management
Primary concern for people; productivity is secondary.
Team Management
High concern for both productivity and people.

11. GE’s Commitment-Competence Grid
• Proposed by Jack Welch, former CEO of
General Electric.
• Category I. People who are neither competent
nor committed. According to GE , these are the
bottom 10 percenters, the weakest players, who
should be removed from the organization.

12. GE’s Commitment-Competence Grid
Category II.
• People are highly committed, with lots of energy
and passion.
• Short on competence.
• According to GE, these people need specific
training and development of some form to stay
as “valuable contributors” with the company.

13. GE’s Commitment-Competence Grid
Category III.
• People are highly competent but not fully
committed.
• According to GE, they are valuable contributors,
vital to the organization, but not necessarily the
group that produces the company’s future top
leadership.

14. GE’s Commitment-Competence Grid
Category IV.
• People are highly competent in producing
desired results and fully committed to the
organization.
• These are the top 20 percenters, who should be
strongly rewarded and promoted.

15. Situational Leadership Theories
There are two types of Situation leadership
theories :
Fiedler’s Contingency Theory of
Leadership.
The Project Life Cycle Model.

16. Fiedler’s Contingency Theory of
Leadership.
Identify your Leadership style.
• Fiedler developed a scale Called Least-
Preferred Co-Worker(LPC) to measure
Leadership.
• The scale asks you to think about the
person who you’ve least enjoyed working
with then rate your experience with this
person using the scale .

17. Fiedler’s Contingency Theory of
Leadership.
Identify your situation
• Leader-Member Relations. Range: Good
to poor
• Task Structure. Range: Structured to
unstructured
• Position Power of the Manager. Range:
High to low

18. Fiedler’s Contingency Theory of
Leadership.
Task-Oriented Leaders:
• Task-oriented leaders = Low LPC
leaders.
• They view LPC more negatively resulting
in a lower score.
• Very effective at completing tasks.
• Quick to organize a group to get job done.
• Relationship-building is at low priority.

19. Fiedler’s Contingency Theory of
Leadership.
Relationship-oriented Leaders:
• Relationship-oriented Leaders=High LPC
leaders.
• View LPC more positively, Resulting in high
score.
• Focus more on personal connections.
• Good at avoiding and managing conflicts.
• Better at making complex decision.

20. The Project Life Cycle Model

21. The Project Life Cycle Model
Telling Style:
• High task-oriented, low relationship-
oriented style.
• Focuses on goal setting, planning,
organizing, guiding, directing, and
controlling.
• Effective style for low maturity groups.

22. The Project Life Cycle Model
Selling Style:
• High task-oriented, high relationship-oriented
style.
• Facilitates interaction among team members,
communication with other departments, and
feedback.
• Effective style for Groups that are well into their
formation stage but still unsure of their abilities.

23. The Project Life Cycle Model
Participating Style:
• Low task-oriented, high relationship-oriented style.
• Provides encouragement, support, and recognition to
team members.
• The leader is a facilitator.
• Provides guidance,minimum of direct supervision and
control.
• Recommended for moderately to highly mature teams.

24. The Project Life Cycle Model
Delegating Style:
• Low task-oriented, low relationship-
oriented style.
• Fully developed and integrated team for
self-management and self-actualization of
activities according to agreed-on plans.