5. Intro2Leadership 5
Of every one hundred
new business
establishment started,
approximately one half go
out of business with in
two years. By the end of
five years, only one third
of the original one
hundred remain active in
the business.
Most of the organization failure can be attributed
to the ineffective leadership. The shortage of
leadership is everywhere.
Successful Leaders
New Business
7. Activity 1
So, what is leadership is all about?
Write down in your view what a
leader should be?
Intro2Leadership 7
Is it a magnetic personality? or
A popular oratory skill? or
Just “making friends and influencing
people”
12. Intro2Leadership 12
A good leader:
► Who talks little;
► When his work is done, his aim
fulfilled;
► He will say, “We did the work”.
Loa-Tzu, Chinese Philosopher, 6th Century BC.
13. Intro2Leadership 13
Each leaders have their own:
Philosophy
Attitudes
Skills
Personality
Styles and
Approaches
to the task
14. 14
‘You will be judged by the
caliber of your communication
skills’
Ronald Reagan
maintained his honey-smooth voice
17. George Washington (1732-99),
despite having had virtually no formal
schooling, became commander-in-chief of
the Continental army during the American
Revolution, and later the first president of
the United States.
Intro2Leadership 17
18. Mahatma Gandhi (1869-1948)
the Indian nationalist leader, trained as a
lawyer and, having spent twenty years in
South Africa fighting for better treatment
of Indians there, returned to his native
country, leading the campaign for home
rule.
Intro2Leadership 18
19. Sir Winston Churchill (1874-1965)
had a privileged background – as the
son of a Lord – and was probably the
best-loved and most famous British
leader in the last century. In his early life
he had trained as a soldier.
Intro2Leadership 19
20. Nelson Mandela (1918 - 2013)
was also a lawyer, and the son of a tribal
chief. He became South Africa’s first non-
white president, despite having been
imprisoned for sabotage and treason from
1964 to 1990.
Intro2Leadership 20
22. Intro2Leadership 22
Read the biographies of the world’s
leaders and learn from their habits,
inspirations and philosophies.
Cultivate the important practice of
active role modeling.
24. Intro2Leadership 24
Readers are leaders.
The more you read, the better you know.
Some top performers read a book a day.
US Ex President Bill Clinton read more than
300 books during his short time at Oxford University.
27. Intro2Leadership 27
What qualities does a leader need?
Let’s look at some example:
Frank was passenger on a ship that hit a
freighter and started to sink. Many people on
board panicked, but Frank kept calm and
helped the crew organize lifeboats. Then he
took the lead in getting other passengers to
safety.
When they all go to dry land, Frank was
praised for his presence of mind and
leadership qualities.
28. Khalid was a team leader of aircraft
mechanics in his country’s air force. During
an emergency operation, it was the job of
Khalid’s team to keep the aircraft flying. This
involved long, painstaking work under trying
conditions. A single mistake could have
caused an aeroplane to crash, which would
have jeopardized the whole mission.
When the operation was over, Khalid’s
commanding officer congratulated him on his
devotion to duty and remarkable leadership.
Intro2Leadership 28
29. Noura led a team of computer operators, that
had worked away steadily for several years in
large company. The quality of the team’s work
was consistently high, staff turnover low and
the team was the envy of many other first line
managers.
Noura’s leadership qualities were recognized
and , when a vacancy arose, she got
promoted to departmental manager.
Intro2Leadership 29
31. Frank wasn’t even an
appointed leader and yet
took charge when an
emergency situation
arose.
Leadership
Intro2Leadership 31
an outgoing personality
32. Both Khalid and Noura
led a team; Khalid had to
inspire his mechanics to
put in a supreme effort
during a limited exercise.
Leadership
Intro2Leadership 32
highly motivated team
leadership
33. In Noura’s case, although
conditions weren’t
particularly arduous, she
set herself the task of
maintaining very high
team standards over a
long period.
Leadership
Intro2Leadership 33
professional managerial
leadership
34. Intro2Leadership 34
Activity 2 (Duration: 5 minutes)
What characteristics were common to the
three leaders above? Jot down two or
three features that apply to all three
cases.
1. They have the ability to influence
others, such as:
Persuasive skills;
Tact and diplomacy;
Polite but firm in getting
people to do what they had
wanted.
35. Intro2Leadership 35
Activity 2 (Duration: 5 minutes)
What characteristics were common to the
three leaders above? Jot down two or
three features that apply to all three
cases.
2. The ability to inspire confidence:
By setting an example
and/ or
imposing high standards
36. Intro2Leadership 36
Activity 2 (Duration: 5 minutes)
What characteristics were common to the
three leaders above? Jot down two or
three features that apply to all three
cases.
3. Managerial skills :
The ability to
organize,
co-ordinate,
communicate well and
to support and
motivate.
37. Intro2Leadership 37
Activity 2 (Duration: 5 minutes)
What characteristics were common to the
three leaders above? Jot down two or
three features that apply to all three
cases.
4. In addition, they had:
Sound personal
qualities
for others to believe in them
and want to follow them.
Determination
in abundance.
38. Intro2Leadership 38
Activity 3 (Duration: 5 minutes)
Read the above list once again. Are there
any other characteristics displayed by
effective leaders, that we haven’t
mentioned?
Think of the day-to-day running of a work
team, or think instead of any leader you
particularly respect and admire.
What other qualities does a team look for
in a leader? Try to list two points
39. Intro2Leadership 39
You may have included such leadership characteristics
as:
Dependability
never letting the team down;
Integrity
being uncompromising in keeping to a set of values;
Fairness
not taking sides, but being even-handed;
Being a good listener
rather than always trying to dominate discussion;
Consistency
not changing values or rules to suit the circumstances;
Having a genuine interest in others
liking people and identifying with them;
Showing confidence in the team
being prepared to delegate power, authority and responsibility to the
team;
Giving credit where it’s due
rather than claiming all the credit for the leader;
Standing by the team when it’s in trouble
and not trying to disclaim responsibility for the problem
Keeping the team informed
and not hiding behind a ‘cloak of mystery’
40. 40
Leaders have: A good leader will:
The ability to inspire confidence Be fair
Managing skills Be a good listener
Sound personal qualities Be consistent
Determination Have a genuine interest in others
Integrity Show confidence in the team
A history of success and achievement Give credit where it’s due
Stand by the team when it’s in trouble
Keep the team informed
Good leaders have a history of success and achievement.
So let’s remind ourselves what we’ve covered so far.
That doesn’t mean all leaders are strong
in all these areas.
41. 41
‘How can I be sure that what
they are telling me is correct?’
‘How can I assess their
performance?’
‘How can I monitor and
understand what is going on?’
‘How can I avoid looking foolish
and ignorant, faced with all this
expert knowledge?’
A leader might ask:
Most difficulties may be
overcome once there is
trust.
The best and easiest way
of assessing performance
is by results.
We can’t all be experts in
everything, but most
technical information
can be put in a form that
the non-expert can
understand.
42. 42
When you are leading a team with specialists:
• Try to build a trust;
• Don’t be afraid to question;
• Get synopses and explanations
in non-expert language;
• Judge by results;
• If necessary, cross-check
performance and information
with other experts.
43. Intro2Leadership 43
Expertise helps, but
it isn’t necessary.
• However, it is important
to recognize the possible
problems, and to make
provisions for dealing
with them.
