Leadership by Iqbal

Leadership by Iqbal

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  ‘ SELF MANAGEMENT SKILLS PRESENTATION ON LEADERSHIP SUBMITTED TO DR. ASADULLAH LARIK BY GROUP 2
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  MBA(M) - SECTIONA GROUP MEMBERS 1. Ebadullah 2. Ghazanfar Bari 3. Imtiaz 4. Khawar Ali 5. Irfan Khan 6. Kashif Bhutto 7. Iqbal 8. Yasir Hassan
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  LEADING / LEADERSHIP Leading is the process of influencing others to act to accomplish specified goals and objectives. OR Leadership can also be described as, “the ability of an individual to influence, motivate and enable others to contribute towards the effectiveness and success of the organizations of which they are the members.” Effectiveness Of Leadership: The effectiveness of leadership depends on the leadership style, followers, expectations, leader-group relations, organizational climate, task structure and power position of a leader. A manager as a leader has to conduct many formal and informal meetings and conferences to get the most out of the employees. Who are leaders? Not everyone can be a leader for becoming a leader a person should posses the following qualities. This is not a hard and fast rule to have these qualities but it helps an individual to act in a better and effective way. QUALITIES OF A LEADER INTEGRITY: Integrity is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she
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  never veers frominner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity. Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity. A leader who is centered in integrity will be more approachable by follower. DEDICATION Dedication means spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great. MAGNANIMITY Magnanimity means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company. Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about themselves and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership. HUMBLENESS: Leaders with humbleness recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a “follower-centric” leadership role.
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  OPENNESS : Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision. CREATIVITY: Creativity is the ability to think differently, to get outside of the box that constrains solutions. Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. Fairness: Fairness means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication. Assertiveness: Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published
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  by the APA(American Psychological Association). It seems that being under assertive or overassertive may be the most common weakness among aspiring leaders. Sense of Humor: A sense of humor is vital to relieve tension and boredom. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. Humor fosters good company. Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits LEADERSHIP STYLES: COMMON TYPES OF LEADERS “Most of the work that is accomplished is not yours; it’s the work of others. The leader who can be the coach, coordinator, and cheerleader will be successful in today’s business environment.” (Ed Rehkopf, Leadership on the Line)
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  SOME AUTHORITIES SAYLEADERSHIP CONSISTS OF THREE STYLES: • Authoritarian or autocratic – this is the commanding style—“Do as I say, because I am the boss.” This style is based on the power of the position. • Democratic or participative (sometimes called authoritative) – this is the style that includes participation and greater equality between leader and followers. This leader asks, “What do you think?” and may make some decisions by majority rule. • Laissez-faire or free reign – this style is unengaged in leadership, and simply lets people do their own thing with the leader exerting few controls. The free reign style can be good or bad, depending on whether the followers are high performers or not. Good performers need free reign to perform best, but for beginners and marginal performers this style is completely ineffective. SOME AUTHORITIES SAY LEADERSHIP CAN BE CATEGORIZED INTO TWO STYLES: • Transactional – focused on operations or the “business” of the organization. This leadership goal is to maintain the status quo. In this conception leadership rests on the unspoken agreement between leader and employee, in which the leader is “in charge,” and the employee, by accepting the job, agrees to that fact.
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  • Transformational -focused on creating a new and shared vision of the future. How do we get from where we currently are to where we need to be? The status quo is no longer enough. This style seeks to transform the organization. SITUATIONAL LEADERSHIP: This classification of leadership types is based on the work of Paul Hersey and Ken Blanchard and is well-respected. They believe that leaders should be able to move back and forth between four styles, based on the needs of the follower and the situation itself. S(Style)1 – Telling or Directing; leader makes decisions and communication is primarily one- way. S2 – Selling or coaching; leader involves followers in offering ideas but leader still makes decisions. S3 – Participating or Supporting; leader allows followers to have an increasing say in decisions but provides coordination and guidance. S4 – Delegating; leader allows capable others to perform largely on their own and make their own decisions. Hersey and Blanchard say that all of these styles are appropriate and necessary under particular conditions. A good leader uses all these styles and at the correct times. OTHER COMMON LEADERSHIP STYLES: Several other common leadership styles have been widely studied. Two of them are: Servant leadership and bureaucratic leadership.
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  SERVANT LEADERSHIP: The stylecalled servant leadership is based on a term coined by Robert Greenleaf in the 1970s. This refers to anyone (whether having a formal leadership title or not) who leads by meeting the needs of others or of his or her team. This leadership style is based on strong values and personal integrity. It’s quiet, without fanfare. BUREAUCRATIC LEADERSHIP: This type can be defined as “by the book” leadership. This leader focuses on policy and procedures and seeks to keep things fair and well-organized. LEADERSHIP CYCLES: If a group or an organization wants or expects identifiable leadership, it will require processes for appointing/acquiring and replacing leaders. Traditional closed groups rely on bloodlines or seniority to select leaders and/or leadership candidates: monarchies, tribal chiefdoms, oligarchies and aristocratic societies rely on (and often define their institutions by) such methods. Competence or perceived competence provides a possible basis for selecting leadership elites from a broader pool of potential talent. Political lobbying may prove necessary in electoral systems, but immediately demonstrated skill and character may secure leadership in smaller groups such as gangs. Many organizations and groups aim to identify, foster and promote what they see as leadership potential or ability - especially among younger members of society. See for example the Scouting movement. For a specific environment, see leadership development.
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  The issues ofsuccession planning or of legitimation become important at times when leadership (particularly individual leadership) might or must change due to term-expiry, accident or senescence. LEADERSHIP AS A PHASE IN HUMAN LIFE-CYCLES Some cultures, especially those with a reverence for age and wisdom, see leadership as a standard part of the life-cycle of a person. Just as a youth becomes initiated into adulthood, so an adult may gain initiation as a leader. Such societies may require special reinforcement of the respect and kudos due to such senior members in order to maintain their position. If aged adults can no longer hunt or fight or play a full part in physical labor, for example, those adults' positions in society must rest on respect and implied wisdom and teaching roles, whether or not they show identified "leadership traits". LEADERSHIP AND VISION Many definitions of leadership involve an element of vision — except in cases of involuntary leadership and often in cases of traditional leadership. A vision provides direction to the influence process. A leader (or group of leaders) can have one or more visions of the future to aid them to move a group successfully towards this goal. A vision, for effectiveness, should allegedly: • appear as a simple, yet vibrant, image in the mind of the leader • describe a future state, credible and preferable to the present state • act as a bridge between the current state and a future optimum state • appear desirable enough to energize followers
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  • succeed in speaking to followers at an emotional or spiritual level (logical appeals by themselves seldom muster a following) For leadership to occur, according to this theory, some people ("leaders") must communicate the vision to others ("followers") in such a way that the followers adopt the vision as their own. Leaders must not just see the vision themselves, they must have the ability to get others to see it also. Numerous techniques aid in this process, including: narratives, metaphors, symbolic actions, leading by example, incentives, and penalties. Stacey (1992) has suggested that the emphasis on vision puts an unrealistic burden on the leader. Such emphasis appears to perpetuate the myth that an organization must depend on a single, uncommonly talented individual to decide what to do. Stacey claims that this fosters a culture of dependency and conformity in which followers take no pro-active incentives and do not think independently. LEADERSHIP AS A VANGUARD: Sometimes followership can occur without intentional leadership. Despite (or because of) its mythical origin, the image of swarms of lemmings which follow the first lemming off a cliff appears frequently in characterizing followers. The animal kingdom also provides the actual model of the bellwether function in a mob of sheep. And human society also offers many examples of emulation. The fashion industry, for example, depends on it. Fashion marketers design clothing for celebrities, then offer less expensive variations/imitations for those who emulate the celebrities. Unintentional leadership can also occur from more pro-active forms followership. For example, in organizations which punish both leadership inaction and mistakes, and in which a predicament has no good solution, a common tendency involves declaring oneself a follower of someone else — metaphorically passing the buck.
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  Another example offollowership without intentional leadership comes with the market leadership of a pioneering company, or the price leadership of a monopolist. Other companies will emulate a successful strategy, product, or price, but originators may certainly not desire this — in fact they often do all they can legally do to prevent such direct competition. The term "leadership" sometimes applies (confusingly) to a winning position in a race. One can speak of a front-runner in a sprint or of the "leader" in an election or poll as in a position of leadership. But such "leadership" does not involve any influence processes, and the "leader" will have followers who may not willingly choose to function as followers. Once again: one can make an important distinction between "in the lead" and the process of leadership. Once again, leadership implies a relationship of power - the power to guide others. Leading from the front, in a military sense, may imply foolhardiness and unnecessary self-exposure to danger: these do not necessarily make for successful long-term leadership strategies. GROUP LEADERSHIP Leadership is concerned with control and power in a group. Leadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Groups will sometimes have two leaders: one for the social dimension and one for the task dimension. In this situation, more than one person provides direction to the group as a whole. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. CO-LEADERSHIP A compromise between individual leadership and an open group, leadership structures of two or three people or entities occur commonly. , beliefs and practice of co-leaders becomes
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  essential to improvingour understanding of this form of leadership – both its potential capacity and constraints. …we all share the jobs and make sure the tasks get finished, make sure that we are moving on, make sure that we’re grounded and it's those things, those skills between us.” (Co- leader) Co-leadership is particularly useful if the group involved is large and participants need careful monitoring or support. In a difficult group situation, the presence of both leaders can act to diffuse feelings of anxiety & tension, as well as providing practical support. Co-leaders can learn from each other, both in the group and in feedback sessions. This can be useful if part of the relationship is aimed at transferring leadership skills. Co-leadership can provide mutual support, particularly when one of the leaders is lacking confidence or needs to work on their group skills. And Co-leaders can learn from each other. RELATIONSHIPS OF LEADER AND FOLLOWERS Modern US presidents have an observed tendency to make more use of inclusive words like we, us and our in their inaugural speeches. The use of inclusive words may suggest an effort by these democratically selected leaders to make the community work together to solve problems collectively. Most followers at some point complain about the leader’s deficiencies, such as the leader’s failure to listen, to encourage or to organize follower’s efforts. Relationships between leaders and followers are characterized by some emotion and behavior based on authority and submission. Effective followers work toward genuine relationships with their leader, which includes developing trust and speaking honestly on the basis of that trust. By building a relationship with a leader, follower makes every interaction more meaningful to the
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  organization. Furthermore therelationship is imbued with mutual respect rather than authority and submission. 1. “GREAT MAN” THEORIES: Great man theories assume that the capacity for leadership is inherent, that great leaders are born not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “great man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. 2. TRAIT THEORIES: Similar in some ways to “great man” theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. 3. CONTINGENCY THEORIES: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation.
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  4. SITUATIONAL THEORIES: Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision making. 5. BEHAVIORAL THEORIES: Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. 6. PARTICIPATIVE THEORIES: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision making process. In participative theories, however, the leader retains the right to allow the input of others. 7. MANAGEMENT THEORIES: Management theories (also known as “transactional theories”) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished.
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  8. RELATIONSHIP THEORIES: Relationship theories (also known as “transformational theories”) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. These leaders often have high ethical and moral standards.