Second presentation in a series of presentations about the essential skills which a public servant must learn for an efficient and effective service delivery

1. Shahid Hussain Raja
Independent Consultant-Public Policy
www.sanoconsultants.co.uk

2.  Introduction
 What is leadership
 Role of leadership
 Features of leadership
 What is management
 Old distinction
 Essential ingredients of leadership
 Conclusion

3.  As a public servant, there is no distinction between a leader and
a manager. Both are needed at all the three broad levels of any
organization- strategic, operational and tactical.
 Nature of assignment would determine which aspect should be
given more emphasis-leadership or management
 Similarly it has nothing to do with grades, scales or position;
anyone who performs leadership role and functions is a leader
 Not a trait to be inherited rather a skill which can be
learnt, improved and refined
 What should you do to prove your leadership and management
skills ? This presentation answers this question

4.  A leader is a person who influences a group
of people towards the achievement of a goal
 3P's - Person, People and Purpose.
 Person-leads by example
 People-he must have followers
 Purpose-personal vision, where to go

5.  Knowledge of challenges
 Formulating a vision
 Chartering the roadmap
 Marshalling the resources
 Leading by example- knowledge, skills and
character
 Motivating the followers-

6.  It is a science (there are rules to learn) as well as art
(needs practice for perfection)
 Holding formal office not necessary but gives formal
legitimacy and helps in leadership role
 Comes in different shades of grey-
charismatic, professional, situational
 Mostly perceptions in the minds of followers-no
more leader if people reject you for any reason
 More like a romance; will wither away if not
reinforced by continued efforts to be a leader

7.  Management is an organizational process that
includes planning, organizing, leading and
controlling
 Leadership is thus a function in the management
process while management is an attribute of
leadership
 Being two sides of a coin, both are needed at all
the three broad levels of any organization-
strategic, operational and tactical

8. Management is doing things right; leadership
is doing the right things. Peter F. Drucker
 Leadership has more to do with personality
while management is more about
environment
 Leadership is more art than science while
management is obverse of that equation

9.  Leadership provides vision, direction while
management is to collect and control
resources to achieve the task given
 Leadership is effectiveness first, efficiency
secondary while it is reverse in management
 Leadership is leap of faith; management is
taking calculated risks

10.  Leading by example-professional competency
 Providing congenial environment to juniors
 Selecting the right person for right job
 Setting challenging but attainable goals
 Effective job description,
 Appropriate delegation
 Incentives and rewards system
 Periodic monitoring and evaluation
 Continuous capacity building of subordinates

11.  Legal/regulatory framework
 Facts and figures
 Strengths and weaknesses
 Opportunities and threats
 Challenges and responses
 Vision and mission

12.  Appropriate office space
 Adequate staff support
 Equipment and machinery
 Financial independence and wherewithal
 Emotional support

13.  Eternal wisdom-do not fit a square peg in a round
hole
 Beside being morally and legally wrong, it is
economically counter productive
 Adversely affects the morale of the other employees
 Hinders the achievement of organizational goals
 Badly reflects upon your leadership qualities

14.  Set challenging but attainable goals for the
employees
 They should be measurable and relevant to their
respective sphere of duty
 Communicated to them in clear terms with
reasonable time frame
 Do not leave them in the lurch. Guide them
 Reward the achievers publicly, counsel the laggards
privately

15.  Nothing is more frustrating than ambiguous
job description
 Every employee must know what he or she is
supposed to do-in writing and verbally
 Carrying job analysis and job description of
every post periodically establishes you as a
leader

16.  Conceive-what duties everyone is performing
 Choose-what to weed out, what to retain and
what to delegate to whom
 Capacity-is he fit to shoulder the responsibility
 Clarity-clear instructions about job, timeframe
 Communications-constant liaison
 Confidence-repose confidence, build confidence
 Constant monitoring-everyone needs it
 Cooperation-help them when they need you

17.  Even charitable organizations need to reward
their star performers
 Not necessarily the monetary benefits; paid
holidays, training opportunities etc
 Public appreciation does wonders
 But counsel/warn in private

18.  Best legacy of a leader is leaving behind an
efficiently functioning organization, not deluge
 Best way to do so is capacity building of your
employees and effective delegation
 Ideal course is to show and tell them how to do
things by your personal competency
 Combination –in-house and external training
courses

19.  Everyone needs to be led and monitored
 Midterm correction is only possible through
monitoring
 Awarding and punishing is also possible only
through evaluation of their performance
 Never be afraid or ashamed of carrying out
periodic inspection of subordinates

20. Ten good soldiers ,wisely led will beat a
hundred without a head
Euripides