The document discusses various aspects of leadership including definitions of leadership, comparing leadership and management, characteristics of leaders and followers, leadership styles, and developing leadership skills. It provides insights into building effective relationships between leaders and followers as well as developing moral leadership. The document presents a comprehensive overview of leadership concepts through discussions, examples, and frameworks.

1. Rashid Mureed
Head of Regulatory Affairs and Pharmacovigilance
PharmEvo
LEADERSHIP

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3. LEE HYATT IACOCCA
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14. DEFINITION OF
LEADERSHIP
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Leadership is an influence
relationship among leaders
and followers who intend real
changes and outcomes that
reflect their shared purposes.
Leader is the person who leads
or commands a group,
organization, or country
Leader is the person who leads
or commands a group,
organization, or country

15. YOU!
Leadership is about
Leadership is not something that
you do. It is an expression of who
you are.

16. Leadership is about maximizing
your followers’ well-being, not
their comfort.
- Chris Argyris
Long Term Thinking

17. Leadership is about
first thinking
then deciding
followed by acting swiftly
and finally, reflecting

18. Successful companies actively
seek out people with leadership
potential and expose them to
career experiences that will
develop that potential.
Building Leaders

19. OLD Paradigm
Stability
Control
Uniformity
Self-centered
Hero
NEW Paradigm
Change/crisis mgt.
Empowerment
Diversity
Higher purpose
Humble
THE NEW REALITY
FOR LEADERSHIP

20. MANAGEMENT AND
VISION
Management is the attainment of
organizational goals in an effective and
efficient manner through planning,
organizing, staffing, directing, and
controlling organizational resources.
Vision is a picture of an ambitious,
desirable future for the organization or
team

21. CORPORATE CULTURE
WORLD CLASS
• Team Work
• Customer Focus
• Fair treatment of
employees
• Initiative
• Innovation
AVERAGE
• Minimizing risk
• Respecting the
chain of command
• Supporting the
boss
• Making budget

22. COMPARING MANAGEMENT AND
LEADERSHIP
Management Leadership
Direction Planning and budgeting
Keeping eye on bottom line
Creating vision and strategy
Keeping eye on horizon
Alignment Organizing and staffing
Directing and controlling
Creating boundaries
Creating shared culture and values
Helping others grow
Reducing boundaries
Relationships Focusing on objects –
producing/selling goods and services
Based on position power
Acting as boss
Focusing on people – inspiring and
motivating followers
Based on personal power
Acting as coach, facilitator, servant

23. COMPARING MANAGEMENT AND
LEADERSHIP
Management Leadership
Personal Qualities Emotional distance
Expert mind
Talking
Conformity
Insight into organization
Emotional connections (Heart)
Open mind (Mindfulness)
Listening (Communication)
Nonconformity (Courage)
Insight into self (Character)
Outcomes Maintains stability; creates culture of
efficiency
Creates change and a culture of
integrity

24. Personal Characteristics
Energy
Physical stamina
Intelligence and Ability
Intelligence
Knowledge
Judgment, decisiveness
Personality
Self-confidence
Honesty and integrity
Enthusiasm
Desire to lead
Independence
Social Characteristics
Sociability, interpersonal skills
Cooperativeness
Ability to enlist cooperation
Work-Related Characteristics
Drive, desire to excel
Responsibility in pursuit of goals
Persistence against obstacles, tenacity
Social background
Education
Mobility
PERSONAL
CHARACTERISTICS OF
LEADERS

25. LEADERSHIP CONTINUUM
Boss-Centered
Leadership
Subordinate-
Centered
Leadership
Use of authority by manager
Area of freedom for
subordinates
Manager makes
decisions and
announces it
Manager
“sells”
decision
Manager
presents
ideas and
invites
questions
Manager
presents tentative
decision subject
to change
Manager
permits
subordinates
to function
within limits
defined by
superior

26. FIVE LEADER DECISION
STYLES
Area of Influence by Leader
Area of Freedom for Group
Decide Consult
Individually
Consult
Group
Facilitate Delegate

27. SITUATIONAL LEADERSHIP
Follower Characteristics Appropriate Leader Style
Low readiness level
Moderate readiness level
High readiness level
Very high readiness level
Telling (high task-low relationship)
Selling (high task-high relationship)
Participating (low task-high rel.)
Delegating (low task-low relationship)

28. The Unethical Leader
Is arrogant and self-serving
Excessively promotes self-interest
Practices deception
Breaches agreements
Deals unfairly
Shifts blame to others
Diminishes others’ dignity
Neglects follower development
Withholds help and support
Lacks courage to confront unjust acts
The Ethical Leader
Possesses humility
Maintains concern for the greater good
Is honest and straightforward
Fulfills commitments
Strives for fairness
Takes responsibility
Shows respect for each individual
Encourages and develops others
Serves others
Shows courage to stand up for what is
right
COMPARING UNETHICAL
VERSUS ETHICAL LEADERSHIP

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30. MORAL LEADERSHIP
Distinguishing right from
wrong and doing right;
seeking the just, honest, and
good in the practice of
leadership

31. THREE LEVELS OF
PERSONAL MORAL
DEVELOPMENT
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Level 1:
Preconventional
Follows rules to avoid
punishment. Acts in own
interest. Blind obedience
to authority for its own
sake.
Level 2:
Conventional
Lives up to
expectations of
others. Fulfills duties
and obligations of
social system.
Upholds laws.
Level 3:
Postconventional
Follows internalized universal
principles of justice and right.
Balances concern for self
with concern for others and
the common good. Acts in
an independent and ethical
manner regardless of
expectations of others.

32. CONTINUUM OF LEADER-
FOLLOWER RELATIONSHIPS
Stage 1
Control
Stage 2
Participation
Stage 3
Empowerment
Stage 4
Service
Authoritarian
manager
Obedient
subordinates
Participative
manager
Team
players
Self-
responsible
contributors
Stewardship
-empow.
leader
Whole
employees
Servant
leader
Active
Passive
Control Centered in the
Leader/Organization
Control Centered in
the Follower
Follower
Leader

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34. Critical Thinking
Thinking independently and being mindful of the effects of one’s own and other people’s
behavior on achieving the organization’s vision.
Uncritical Thinking
Failing to consider possibilities beyond what one is told; accepting the leader’s ideas
without thinking.
CRITICAL AND UNCRITICAL
THINKING

35. FOLLOWERSHIP STYLES
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Independent, critical thinking
Dependent, uncritical thinking
Passive Active
Passive
Alienated Effective
Conformist
Pragmatic
Survivor

36. Personal Sources
Knowledge
Expertise
Effort
Persuasion
Position Sources
Location
Information
Access
SOURCES OF FOLLOWER POWER

37. WAYS TO INFLUENCE
YOUR LEADER
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Be a Resource for the Leader
Determine the leader’s needs.
Zig where the leader zag.
Tell leader about you.
Align self to team purpose/vision.
Build a Relationship
Ask about leader at your
level/position.
Welcome feedback and
criticism.
Ask leader to tell you company
stories.
Help the Leader Be a Good
Leader
Ask for advice.
Tell leader what you think.
Find things to thank leader for.
View the Leader
Realistically
Give up idealized leader images.
Don’t hide anything.
Don’t criticize leader to others.
Disagree occasionally.

38. Desirable Leaders Are
Honest
Forward thinking
Inspiring
Competent
Desirable Colleagues
(Followers) Are
Honest
Cooperative
Dependable
Competent
RANK ORDER OF
DESIRABLE
CHARACTERISTICS

39. THE FEEDBACK PROCESS
1. Observation
Follower misses
deadlines
repeatedly.
2. Assessment
Follower lacks
self-
management
skills.
3. Consequences
Team members resent
delays to team
projects.
4. Development
Follower given
training in self-
management, team
allocated work based
on personal skills.

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