Management Leadership

1. 1
Prof. S. A. Tabish

2. Leadership
I. Leadership is the creation of positive,
non-incremental change through
meticulous planning, vision, and strategy.
Workforce empowerment and adaptive
decision-making also add up to the crucial
attributes of leadership.
A leader is someone who always takes the
initiative and invests a great effort to
accomplish the company’s vision. That is the
only reason why people around start following
them.
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3. Leadership – The Definition
 Leadership is the process of influencing others to
achieve the organizational goals.
 Leadership is an interaction between the leader, the
followers, and the situation.
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Boss says “Go!”, leader
says “Let’s go!”
Leader knows the way,
shows the way, &
goes the way.
LEADERSHIP
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COMMUNICATE
CREDIBILITY

4. Leadership vs Management
 The role of management is to control a group or group
of individuals in order to achieve a specified objective.
Leadership is the ability of an individual to influence,
motivate, and enable others to contribute to the
organization's success.
 Management is responsible for controlling an
organization, a group, or a set of entities to achieve a
particular objective. Managing is about making sure
the day-to-day operations are being performed as
expected. A leader communicates in order to set
direction, inspire, and motivate their team.

5. Leadership vs Management
A leader is someone who always takes the initiative and
invests a great effort to accomplish the company’s
vision.
Management is all about performing pre-planned tasks
on a regular basis with the help of subordinates. A
manager is completely responsible for carrying out the
four important functions of management: planning,
organizing, leading, and controlling. Managers can
only become leaders if they adequately carry out
leadership responsibilities, including communication
of good and bad, providing inspiration and guidance,
and encouraging employees to rise to a higher level of
productivity.

6. Leadership & Management
 Leadership is the
ability of an
individual to
influence,
motivate, and
enable others to
contribute to the
organization's
success.
 Management is
responsible for
controlling an
organization, a
group, or a set of
entities to achieve
a particular
objective.

7. Leader vs Manager
Traits of a Leader
 1. Vision
 2. Honesty and
Integrity
 3. Inspiration
 4. Communication
Skills
 5. Ability to Challenge
Traits of a Manager
 1. The ability to
execute a Vision
 2. The ability to Direct
 3. Process
Management
 4. People Focused

11. Leader Vs. Manager
Leader Manager
- Innovate - Administer
- Develop - Maintain
- Inspire - Control
- Have long-term view - Have short-term view
- Ask what and why - Ask how and when
- Originate - Imitate
- Challenge statues quo - Accept the status quo
- Do the right things - Do things right
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13. Quality of a Perfect Leader
 Creative and disciplined
 Visionary and detailed
 Motivational and
commanding
 Directing and
empowering
 Ambitious and humble
 Reliable and risk-taking
 Intuitive and logical
 Intellectual and ethical
 Coaching and
controlling
 Inspiring and mentoring
Be not a perfect leader, only an effective one!
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14. Leadership Styles
 Leadership Style: the patterns of how a leader interacts
with his/her followers.
“Leadership style impacts the motivations of employees,
either positive or negative.”
 The 6 leadership styles:
1. Coercive
2. Authoritative
3. Affiliative
4. Democratic
5. Pacesetting
6. Coaching
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15. Coercive Style
 Why:
 Obtaining immediate compliance from employees.
 How:
 Provides clear directives – no empathy
 Tightly control situations
 Use occasional attention-getting strategies
 Emphasizes the negative
 Focus on getting the job done
 Slogan:
“Do what I tell you!”
“You must do this NOW!”
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16. Authoritative Style
 Why:
 Mobilizing people toward a vision.
 How:
 Develop a clear vision
 Obtain employee’s perspective
 Empower and delegate
 Set standards & monitor performance
 Use balance of positive & negative feedbacks
 Slogan:
“This is where we’re going & why.”
“Come with me.”
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17. Affiliative Style
 Why:
 Promoting harmony and collaboration among employees.
 How:
 Promote friendly interactions among employees
 Put people first & tasks second
 Try to meet employee’s emotional needs
 Identifies opportunities for positive feedback
 Provide job security & work/life balance
 Slogan:
“People come first.”
“Everyone must get along.”
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18. Democratic Style
 Why:
 Building group consensus & commitment through group-
management in making decisions.
 How:
 Give employees full participation
 Emphasize the importance of consensus
 Include all view in the decision-making
 Listen to employees for ideas
 Reward group rather than individual
 Slogan:
“What do you think”
“Let’s see what the group wants to do”
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19. Pacesetting Style
 Why:
 Setting high performance standards and getting quick results from
a highly motivated & competent team.
 How:
 Lead by example
 Allow employee work independently
 Delegates demanding tasks to only
outstanding performers
 Exert tight control over poor performers
 Promote individual effort rather than teamwork
 Slogan:
“Do as I do.”
“This is how it must be done! WATCH ME!”
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20. Coaching Style
 Why:
 Developing people for future performance.
 How:
 Help employees identify their performance
strengths & weaknesses
 Work with employees to establish
long-range goals
 Encourage employees to solve their own work problem
 Treat mistakes as learning opportunities
 Slogan:
“Try this!”
“Let’s see how can I support you!”
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21. Using the Right Style
 “There is no certain guideline to be an effective leader.”
 “There is no a fixed way to fit all situations.”
 Effective leaders consider
 The skill level and experience of the team
 The work involved
 The organizational environment
 Your own preferred or natural style
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A good leader will find him- or herself switching instinctively
between styles according to the people and work they are
dealing with.

22. Power and Influence Tactics
 Power – the definition
 The capacity to produce effects on others in terms of
behavior and attitudes. P = f (L, F, S)
 The motivation to lead:
 Maintain good relationships with authority figure
 Eager to compete for recognition and improvement
 Be active and assertive
 Want to exercise influence over the others
 Be visibly different from followers
 Be willing to do routine and administrative tasks
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23. Sources of Leader’s Power
 Expert Power: power of knowledge or expertise. Ability to use
influence to build others; and supply needed info & skills.
 Reward Power: ability to deliver something of value to others
(tangible / intangible) due to control over desired outcomes.
 Coercive Power: ability to administer punishment or to give
negative sanctions or removal of positive reinforcements.
 Referent Power: ability to influence others that arises when
one person admires another.
 Legitimate Power: ability to use rights to prescribe behavior
with specified parameters due to organizational role or formal
or official authority.
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24. Influence Tactics
 Influence tactics – the definition
 One person’s actual behaviours designed to change
another person’s attitudes, values, beliefs, or behaviours.
 Types of influence tactics:
 Rational persuasion tactic: when an agent uses logical arguments or
factual evidence to influence others.
 Inspirational tactic: when people make a request or proposal
designed to arouse enthusiasm or emotions in targets.
 Consultation tactic: when agent ask targets to participate in
planning and activities.
 Ingratiation tactic: when agent attempts to get you in a good mood
before making a request.
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25. Influence Tactics (cont.)
 Personal tactic: asking another to do a favor out of friendship.
 Coalition tactic: seeking the aid or support of others to
influence the target.
 Pressure tactic: when mistakes occur.
 Legitimizing tactic: making requests based on their position
or authority.
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“You’ve got to give loyalty down, if you want
loyalty up.”
“When we think we lead, we are most led”

26. Motivation
 Motivation:
A sort of shorthand that provides direction,
intensity, and persistence.
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Key Elements
1. Direction: guidance for beneficial goal
2. Intensity: how hard a person tries
3. Persistence: how long a person tries

27. Motivation (cont.)
“Leaders who are knowledgeable about different
motivational theories are more likely to choose
the right theory for a particular follower and
situation, and often have higher-performing
and more satisfied employees as a result.”
 Factors for motivating followers
(1). Need theories (2). Individual difference
(3). Cognitive (4). Situational
(5). Intrinsic
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28. 1. Need Theories
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Alderfer’s ERG Theory
 Existence: provision of
basic material
requirements.
 Relatedness: desire for
relationships.
 Growth: desire for
personal development.
Maslow’s Hierarchy
of Needs

29. Cognitive Theories
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Goal Setting Theory
The theory that specific
and difficult goals, with
feedback, lead to higher
performance.
Expectancy Theory
The strength of a
tendency to act in a
certain way depends on
the strength of an
expectation that the act
will be followed by given
outcome and on the
attractiveness of that
outcome to the
individual.
Process of Expectancy Theory

30. Cognitive Theories (cont.)
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Equity Theory
Individuals compare their
job inputs and outcomes
with those of other and
then response to eliminate
any inequities.
Self-efficacy
The individual belief
that he or she is capable
of performing a task.

31. Situational Approaches
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Operant approach
The motivation by which
leaders substitute reward
and punishment to
change followers’
behaviors.
Empowerment
The delegation by which
people are provided
autonomy and latitude
in order to increase their
motivation for work.
Organizational Citizenship Behavior (OCB)
Satisfied employees who feel fairly treated by and are
trusting of the org are more willing to engage in behaviors
that go beyond the normal expectations of their job.

32. Intrinsic Motivation
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Choice – the ability to
freely self-select and
perform task activities.
Competence – the sense of
accomplishment from skillfully
performing chosen tasks or
activities.
Meaningfulness – pursuing
a task that matters in the
larger scheme of things.
Progress – the feeling of
significant advancement in
achieving the task’s purpose. Performance Dimensions

33. Why Motivation?
 Direct behavior toward particular goals.
 Lead to increased effort and energy.
 Increase initiation of, and persistence in, activities.
 Enhance cognitive processing.
 Determine what consequences are reinforcing
 Lead to improved performance.
 Motivated employees always look for better ways to do
a job.
 Motivated employees are more quality oriented.
 Motivated workers are more productive.
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34. V. Leadership Traits – Bright Side
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35. V. Leadership Traits – Bright… (cont.)
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36. Emotional Intelligence
Goleman et al’s model of EQ
 Self-Awareness – Our ability to read & understand our emotions
& recognize their impact on work performance & relationships.
 Self-Regulation – Our ability to maintain self-control while
remaining flexible, honest, optimistic, & sustain behaviors to
improve performance.
 Motivation – A passion to work for reasons beyond money or
status, & propensity to pursue goals with energy & persistence.
 Empathy – Our ability to empathize with others & understand the
social dynamics in our organizations & with our clients.
 Social Skill – Our ability to find common ground & build rapport.
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37. Leadership’s Learning Styles
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Action
Experience
Experience
Experience
Observation
Reflection
Spiral of Experience
Single-Loop Learning
The learning between the
individual and the environment in
which learners seek relatively
little feedback that may
significantly confront their
fundamental ideas or actions.
Double-Loop Learning
The willingness to confront one’s
own views and others’. Learner
opens to info. and power sharing
with others to improve
communication’s effectiveness
and decision making.

38. Leader-Follower Relationship
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Leader
Situation
Followers
Leadership
Personality,
Position,
Expertise,
…
Values,
Norms,
Cohesiveness,
…
Task,
Stress,
Environment,
…

39. Delegation
 Why:
 Free time for other activities
 Develop followers
 Strengthen the organization
 Why not:
 Delegation takes too much time
 Delegation is risky
 The job will not be done as well
 The task is a desirable one
 Other are already too busy
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40. Principles for Effective Delegation
 Combined principles of effective delegation
 Decide what to delegate
 Decide whom to delegate
 Make the assignment clear and specific
 Assign an objective, not a procedure
 Allow autonomy, but monitor performance
 Match the amount of responsibility and authority
 Provide adequate support
 Avoid “upward delegation”
 Give credit, not blame
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41. Group and Team Development
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42. Why People Join Group?
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• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement

43. Group Processes
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44. Team Vs. Group
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45. Comparing Work Groups & Work Teams
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46. 46
A Team-
Effectiveness Model

47. 7. Being a Good Team Player
 Ten Qualities of effective team player:
 Demonstrate reliability
 Communicate constructively
 Listen actively
 Function as an active participant
 Share openly and willingly
 Cooperate and pitches in to help
 Exhibit flexibility
 Show commitment to the team
 Work as a problem-solver
 Treat others in a respectful and supportive manner
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48. Conflict Management
 Conflict – the definition
 The opposition between two simultaneous but
incompatible feelings, ideas, or interests.
 Benefits of conflicts
 Increased understanding
 Increased group cohesion
 Improved self-knowledge
 Drawbacks of conflicts
 Personal dislike
 Disengagement from work
 Downward spiral of negativity and recrimination
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49. 1. Conflict Resolution Techniques
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Competitive
Assert one's viewpoint at the
potential expense of another.
Collaborative
Work together to find a
mutually beneficial solution.
Compromising
Find a middle ground in which each
party is partially satisfied.
Avoiding
Avoid or postpone conflict by
ignoring it, changing the
subject, etc.
Accommodating
Surrender one's own needs and
wishes to accommodate the
other party.
unassertive
assertive
uncooperative cooperative

50. Leadership
 Leadership requires a vision to guide change. Whereas
managers focus on achieving organizational goals
through process implementation, such as budgeting,
organizational structure, and staffing, leaders are
more concerned with thinking ahead and seizing
opportunities.
 Leaders are considered as visionaries. They set the
pathways to excel the organizational growth. They
always examine where their organization stands,
where they want to go, and how they can reach there
by involving the team.

51. Managers
 Managers set out to achieve organizational
goals by implementing processes, such as
budgeting, organizational structuring, and
staffing. Managers' vision is bound to the
implementation strategies, planning, and
organizing tasks to reach the objectives set out
by leaders. However, both of these roles are
equally important in the context of business
environments and necessitate associative
efforts.

52. Leader vs Manager
 Managers achieve their goals by using
coordinated activities and tactical processes. They
break down long-time goals into tiny segments
and organize available resources to reach the
desired outcome.
 Leaders are more concerned with how to align
and influence people than how to assign work to
them. They achieve this by assisting individuals in
envisioning their function in a wider context and
the possibility for future growth that their efforts
may give.

53. Management & Leadership
The primary difference between
management and leadership is that
leaders don’t necessarily hold or
occupy a management position.
Simply put, a leader doesn’t have to
be an authority figure in the
organization; a leader can be
anyone.

54. Leadership
 Leadership is the ability to
implement change by creating and
communicating a vision to others.
 Organizational leadership is the
qualities and skills required to run
an organization.
 It’s greater in scale and scope
than many other forms of
leadership.

56. Organizational Leadership vs. Traditional
Management
 Proximity to the team: Managers work closely
with the individuals they oversee, whereas
organizational leaders don't always have
direct contact with those they lead.
 Scale: Like leadership, management is a
broad term that can be big or small in scale,
whereas organizational leadership involves
managing larger populations.
 Role: Managers are hired for specific roles;
organizational leaders oversee managers and
ensure their companies’ visions are reflected
in how they guide and align teams.

57. Summary
 Leadership is the process, not the position.
 Use the combination of transactional and transformational.
 Use the styles appropriately.
 Combine the power and influence into process of work.
 Keep the bright-side of yours and improve the dark ones
 Enhance your skills in perceiving, managing, using, & understanding
emotions.
 Leadership and learnership is indispensable.
 Keep followers close to the heart & improve them through effective delegation.
 Establish effective groups and teams to help you achieve the overall goals.
 Understand the pros and cons conflicts, and apply the appropriate techniques
to resolve them.
“Leadership is based on inspiration, not domination;
on cooperation, not intimidation”
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