This document discusses definitions of leadership, the differences between leadership and management, traits of successful leaders, leadership behaviors, and situational leadership. It defines leadership as influencing others toward achieving goals and outlines the three elements of leadership as influence, voluntary effort, and goal achievement. The primary differences between leadership and management are that leadership creates the vision and strategy while management implements the vision. Successful leaders have traits like drive, intelligence, honesty, and flexibility. Leadership requires technical, human, and conceptual skills. There is no single best leadership style - the style must fit the situation and followers.

1. LEADERSHIP
ABDALLAH AHMED SULEIMAN

2. DEFFINITION
• The process of influencing and supporting
others to work enthusiastically toward
achieving objective. John Newstrom and Keith
Davis.
• The three elements of leadership:-
a. Influence/support
b. Voluntary effort
c. Goal achievement

3. DEFINITIONS
• According to Baron and Greenberg,
“Leadership is the process whereby one
individual influences other group members
toward the attainment of defined group or
organizational goals”.
• Buck Rodgers, a real leader has ability to
motivate others to their highest level of
achievement; then gives them the opportunity
and the freedom to grow

4. The Difference Between Leadership
and Management
• The terms are closely related.
• The primary function of a leader is to create
the purpose or mission of an organization and
the strategy for attaining it.
• In contrast the job of a manager is to
implement that vision. The manager has to
achieve the vision created by the leader.

5. The Difference Between Leadership
and Management
• Manager hold formal position and use their
position to influence others. A leader may not
hold any official position but use his informal
influence on others.
• Managers achieve results by directing the
activities of their subordinates.
• In contrast leaders inspire others to perform
beyond their normal capabilities by creating a
grand vision.

6. Traits of successful leaders
• Drive; this includes desire for achievement,
ambition, high energy tenancy and initiative
• Intelligence; leaders are generally more
intelligent than the followers.
• It was found that leaders have higher
intelligence than the average intelligence of
followers.
• It was also found that the leader should not
be far more intelligent than the follower.

7. Traits of successful leaders
• Honesty and integrity: leaders are trustworthy,
reliable and open.
• Leadership motivation: this is the desire to
influence and lead others but not to seek power
for its own sake. Leaders exercise influence over
others to reach shared goals.
• Self confidence: they have faith in their own
abilities and are emotionally stable. Leaders are
matured persons and have a broad social
perspective.

8. Traits of successful leaders
• Cognitive ability: leaders have a high ability to
integrate and interpret large amounts of
information.
• Knowledge of business: leaders are well
informed about the industry and other
relevant technical matters
• Creativity: leaders have original and
innovative.

9. Traits of successful leaders
• Flexibility : leaders have the ability to adapt to
the needs of the followers and requirements
of the institution.
• Understanding of human nature: leaders are
able to give the followers a sense of personal
worth and a sense of importance. They
understand the followers very well. They
empathize with their followers.

10. Leadership Behaviour
• The successful leadership does not depend
merely on individual traits but appropriate
behaviour, skills and actions also play a vital
role.
• Effective leadership requires three broad types
of skills:-
a. Technical skills
b. Human skills
c. Conceptual skills

11. Technical skills
• “Is a person knowledge of and ability in any type
of process or technique’
• It is a ability to apply specialized knowledge or
expertise.
• For example, the skills learned by engineers,
surgeons, accountant
• Technical skills are extremely important for good
performance on the job however they assume
less importance as employees are promoted to
higher positions of leadership.

12. Technical skills
• At higher levels managers depend on the
technical skills of their subordinates.
• Technical skills involved things.

13. Human skills
• Human skills refers to ability to work with,
understand and motivate other people, both
individually and in groups.
• It is the ability to deal effectively with people and
build team work.
• Since managers get things done through other
people, they must have good human skills to
communicate, motivate and delegate.
• A major part of leadership behaviour revolves
around human skills.
• Human skills are concerned with people.

14. Conceptual skills
• It is the ability to analyze and diagnose
complex situations.
• It is the ability to process and interpret
information
• Conceptual skills are important in decision
making. Managers need to spot problems,
identify alternative that can correct them,
evaluate those alternatives and select the best
one.

15. Conceptual skills
• Managers often fail despite being technically
and interpersonally competent due to their
inability to process and interpret information.
• Conceptual skills deal with ideas.

16. Situational Aspects
• The three important elements of leadership are :-
a. Leaders
b. Followers
c. Situations
There is no single preferred style of leadership.
The key to effective leadership lies in
determining which leadership style will prove most
effective under specific conditions.

17. Situational Aspects
• leaders need to recognize different situations
and adapt to them consciously.
• Leaders need to change their act as per the
requirements of the situation. Sometimes
leaders need to lead front the front and
decisive, directive and controlling.
• In some situation leaders need to keep a low
profile keep calm let others do the talking and
delay making decisions

18. Situational Aspects
• Most leaders are also followers. They report to
someone else.
• Good managers handle the dual roles of
leader and follower effectively.
• They are equally at ease relating upward or
downward.

19. Continuum of Leadership Style
• Good management a lone will not ensure the
success of organizations or the people that
run them.
• Good management must be complemented
with good leadership.
• However there no one best style of leadership

20. Questions for seminars
• The terms “management” and “Leadership” are
synonymous and quite often used interchanged
and meant one thing. Discuss their similarities
and differences in educational management
perspectives.
• What do you understand by the term effective
leader. Identify and distinguish the types of
leadership.
• With the helps from different authorities discuss
different theories on leadership styles

21. Choice of the Best of Leadership Style
• Tannenbaum and Schmidt(1973) described
the factors which influence a manager’s
choice of leadership style.
a. Personal forces; including the manager’s own
background, personality, confidence and
performance for leadership style.
b. Characteristics of others involved in the
decision making process(e.g. subordinates)

22. Choice of the Best of Leadership Style
• It includes the subordinates background,
personality, confidence and preferred
leadership and the willingness of subordinate
to take responsibility
c. The situation; including the existing culture of
the organization, the nature of the decision
that needs to be made, the time available to
make the decision and the existing way of
working in the organization.

23. Choice of the Best of Leadership Style
• The best style of management depends on the
situation and the people involved.
• A telling style: it is best to be used when
subordinates are not prepared to take
responsibility themselves. They may be unable
and/ or unwilling to take responsibility and
therefore need direction.

24. Choice of the Best of Leadership Style
• Selling Style: it is the best style when the
subordinates are only moderately ready to take
responsibility themselves. This approach offers
both direction about what to do and support to
those who are unwilling or unable to take
responsibility.
• The manager will direct subordinates but also
explain to them what they need to do and give
them feedback on their performance in order to
maintain motivation.

25. Choice of the Best of Leadership Style
• Testing style: involves allowing subordinates to
try out decision making processes for themselves.
• The manager may test out new ideas on
subordinates, encouraging them to start to take
responsibility for decision making themselves.
• They can then begin to take on more
responsibility themselves, knowing that if things
do not work out there is still scope for managers
to take back this responsibility

26. Choice of the Best of Leadership Style
• a consultative style: involves giving more
freedom to subordinates to make decision.
This style is best when there is fair amount of
readiness among subordinates to carry out
and make decision for themselves. By enable
others to make decisions, the manager is able
to motivate them by giving them sense of
ownership- although not complete control of
decision making process.

27. Choice of the Best of Leadership Style
• A joining style is a democratic end of the
continuum. The manager does not use
authority over the others.
• In a self managing team in which each
individual has a key contribution to make to
the decision making process.
• Everyone is broadly at the same level and
therefore takes an equal share of
responsibility.

28. Thank you for listening
• Ahsanteni