Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Megat on Leadership


Published on

towards transformational leadership

Published in: Education, Business
  • Be the first to comment

Megat on Leadership

  1. 1. Effective Leadership ‘empowering transformational leadership’ ’jomberubah’ Megat Zainurul Anuar bin Megat Johari
  2. 2. objectives • describe leadership and identify the relationship between leadership and management. • analyze different theories of leadership as they apply to management. • examine styles of leadership and their impact on organizations. • consider the question of leadership power and control. • leadership from the ethnic diversity management point. • Identify modern frameworks for leadership • Identify and analyze the skills needed for effective leadership
  3. 3. icebreaking • what is leadership? • what is management?
  4. 4. leadership vs. management “managers are people who do things right and leaders are people who do the right things”
  5. 5. Exercise…1
  6. 6. Personal Check-In: Individual Leadership Reflection Think about a leadership experience that really pleased you, a time when you worked with others and did a good job of helping something positive or effective occur. It can be a work experience or a personal experience. 1. Briefly summarize the situation. 2. What action did you take to make it happen? 3. What three words would you use to describe the situation? effective leadership and management styles
  7. 7. effective leadership & effective management 'effective leadership is putting first things first' and 'effective management is discipline, carrying it out'
  8. 8. contingency theories Fiedler’s contingency Model I II III IV V VI VII VIII Good Good Good Good Poor Poor Poor Poor High High Low Low High High Low Low Strong weak strong weak strong weak strong weak Category Leader member relations Task structures Position power Moderate UnfavorableFavorable Task Oriented Relationship Oriented Performance Good poor
  9. 9. path goal theory Environmental Contingency Factors • Task Structure • Formal authority system • Work Group Subordinate contingency factors •Locus of control •Experience •Perceived ability Outcomes •Performance •Satisfaction Leader Behavior •Directive •Supportive •Participative •Achievement -oriented
  10. 10. the management grid HIGHLOW 9.11.1 5.5 9.91.9HIGH 1 1 2 3 4 5 6 7 8 9 2 3 4 5 6 7 8 9 Country Club management Team management Middle-of-the-road management Impoverished management Authoritarian management LOW
  11. 11. Autocratic Democratic Laissez-fair Use of authority by manager Area of freedom for employees Manager makes decision and announces it. Manager permits employees to function within limits defined by senior manager. Manager allows employees complete freedom of action. Manager defines limits set by senior manager and asks group to Make decision. Manager presents problem, receives suggestions, and makes decisions. Manager presents tentative decision, subject to change. Manager presents ideas and invites questions. Manager Sells decisions. leadership continuum
  12. 12. situational approach to leadership • Leader-member relations • Task Structure • Leaders’ position power
  13. 13. situational determinants of effective leadership Task Structure Leader-member relation Leader position power Good High Low 1 2 3 4 5 6 7 8 Relationship -motivated leaders perform better Task motivated Leaders perform better Good Good Good Poor Poor Poor Poor Structured Unstructured Structured Unstructured Strong Strong Strong StrongWeak Weak Weak Weak
  14. 14. situational approach to leadership managers need to vary their leadership style with each phase Task Behavior Directive behavior 1. Provide specific instructions and closely supervise performance… 4. Turn over responsibility for decisions and implementation… 2. Explain your decisions and provide opportunity for clarification 3. Share ideas and facilitate in making decisions… Leader Behavior Low [RELATIONSHIP] High High [TASK] RelationshipBehavior Supportivebehavior Lo. Task & Lo. rel. Hi. Task & Lo. rel. Hi. Task & Lo. rel. Hi. Task & Hi. rel.
  15. 15. path-goal approach of leadership manager identifies the ‘goals’ and rewards the ‘paths’ to be take, to reach them In this process an effective leader: • Identifies and communicates to subordinates the path they follow in order to achieve personal and organizational objectives. • Helps subordinates along the chosen path. • Helps to remove obstacles on the path that might prevent the achievement of these objectives.
  16. 16. participatory approach of leadership there are 5 leadership styles according to vroom and yetton in decision-making process: • Autocratic I (AI)-managers solve the problem or make the decisions themselves, using the available information. • Autocratic II (AII)-managers obtain information from subordinates before making the decisions themselves. • Consultative I (CI)-managers share the problem with the relevant subordinates individually and obtain their ideas and information and then make the decisions themselves. • Consultative II (CII)-managers share the problem with the relevant subordinates as a group and obtain their ideas and information and then make the decisions themselves. • Group Participation (G)-managers share the problem with subordinates as a group and together analyze the problem and consider the alternative solutions.
  17. 17. charismatic and transformational leadership charismatic leaders are able through their personal vision and energy inspire follower and have major impact on an organization. • Anticipatory skills • Vision skills • Value skills • Empowerment skills • Self-understanding skills “more leaders have been made by accidental circumstances, sheer grit, or will, than have been made by all the leadership courses together”.
  18. 18. the power of leaders • Coercive Power – the main consideration in a general discussion on the object, fear of leader, punishment, threats-autocratic leadership • Expert Power – expertise, knowledgeable, recognition • Legitimate Power – hierarchy of the organization, the more senior the manager is, the more power has. • Referent Power - charismatic • Reward Power – ability to provide rewards for the followers, as pay, promotion and recognition. • Connection Power – relationship with influential partners (inside & outside). • Information Power – access to valuable information.
  19. 19. what do the effective leaders do? Set strategy Motivate Create a Mission Build a Culture what should leaders do? To get Results
  20. 20. Exercise…2
  21. 21. write down your own leadership style- you are given 5 minutes for this exercise
  22. 22. case study the qualities of leadership Personality and Character Courage Willpower Knowledge Initiative Unselfishness Enjoyment of being a leader
  23. 23. conclusion • management is largely concerned with leadership, because managers need to establish a sense of direction and to motivate people to move in that direction. • understanding of leadership theories provides the basis for analyzing leadership and management styles. it is also a factor in the process of making decisions. • charismatic leadership helps to illustrate the power of leaders. discussion of the need for leadership highlights the management tasks and objectives.