LEADERSHIP AND

7/1/2020
MANAGEMENT
ASSIGNMENT

PRESENTED TO PROF MUHAMMAD AKRAM BY:

ABEERA SHAHEEN (S/2018-2415)

Assignment 1

What is the difference between leadership and management? Describe in detail.

Abstract:

The purpose of writing this assignment is to differentiate between the concepts of management

whose responsibility is to accomplish task through the work of others to leadership whose job is

to organize other people to reach a common goal. Even the managers already can also be

developed and converted into leaders by organizing appropriate training and mentoring for them.

Introduction:

It is mandatory to understand difference between leadership and management. Management and

leadership are two vital concepts in the world of business. Is there any difference between

leadership and management? Or leadership and management are the same? However these two

concepts are separated due to the fact that managers used to follow orders, assign people their

duties and organize work while leaders influence people within the organization towards their

goal. From this observation we can say that many managers are not leaders, although they’re

successful in their field. They are not the same thing, but they are linked to one another. Leaders

lead from the front and managers control and plan things for better results of the organization. A

manager makes the staff to work, a leader work with the people. Some leaders show

management skills and some mangers show leadership qualities. It is now well established that

there is difference between a manager and a leader. For any organization to be successful, it

needs management that can plan, organize and coordinate with its people, while also need

inspiration and motivation to perform to the best of their ability. In this assignment we will

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identify the difference between management and leadership in order to provide the understanding

of these two concepts.

Leadership versus Management:

People often think that leadership and management as the same thing but in actual, they are very

different. The main difference between the two is that leaders have people that follow them,

while managers have people who work for them. A difference between leadership and

management is that leadership involves leading a group of people towards common goal whereas

management is the process of controlling things.

Leadership is about engaging people and inspire them to turn their vision into reality. They are

transparent and realistic. They have people who help them build their brand and achieve their

goals. They are comfortable in their own shoes and willing to stand out. They are willing to try

out new things even if they fail miserably because they know failure is often a step on the path to

success.

On the other hand managers have people who work for them. Management is for formal and

organized group of people. It is the art of getting the work done through and with others. It can

be found in all the fields, like education, hospitality, sports, offices etc. Managers focus on

achieving goals. They control situations to exceed their objectives and work to minimize risk.

They seek to avoid or control problems rather than embracing them. Managers assign tasks and

provide guidance on how to accomplish them.

 Leaders influence people to attain the required objective while managers discipline things in

best possible manner.

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 Leaders motivate others to act on their vision and encourage them to overcome obstacles in

pursuit of their vision. Mangers mostly plan, organize and coordinate things and make sure

that they’re progressing as they planned.

 Leadership is more about creating new visions and aims while management is about

implementing actions.

 Leadership is about making new rules and policy while management is about applying them.

 Leadership is about developing the organization while management is about developing the

people.

 Leadership focus on encouraging change while management is all about stability.

 Leaders always have proactive strategy while managers show response to stimulus.

 Leadership is about inspiring and empowering other while management is about motivating

and encouraging others.

 Leaders don’t necessarily hold the management position. He doesn’t have to be an authority

in organization, a leader can be anyone.

 We can say management is a function of leadership. Managers impersonate the capabilities

and behaviors they learn from others and adopt their leadership style rather than defining it.

Most managers also tend to be leaders, if they carry out leadership responsibilities of

management, which includes communication, motivation, providing inspiration and

guidance, and encouraging employees.

Leaders create a vision, managers create goals:

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 Leaders inspire and engage their people in turning that vision into reality. They think beyond

what individuals do. They influence people to be part of something bigger. They know that

teams can accomplish a lot more working together than individuals working.

 Managers focus on, planning and achieving goals. They control situations to reach their

objectives.

Leaders create change, managers maintain the current situation:

 Leaders like to bring new innovation. They know that even if things are working, there could

be a better way of doing it to bring out the best. They understand fact that make changes to

the system often create more opportunities.

 Managers mostly manage to refine the system to make it better.

Leaders are unique, managers’ copy:

 Leaders believe in themselves. They work passionately to build their own brand and always

come up with creative and unique ideas. They have visionary mindset which helps them

think broad. They are comfortable in their own shoes rather than relying on others.

 Managers implement the behaviors they learn from others and adopt their leadership style

rather than defining it.

Leaders take risks, managers control risk:

 Leaders try out new things even if they may fail badly. They know that failure is often a step

on the path to success.

 Managers work to minimize risk. They seek to control problems rather than embracing them.

Leaders think for the long term, managers think short-term:

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 Leaders have intention to do something and they are always highly motivated and bring

inspiration with them. They focus on long terms because they have very distant goals.

 Managers work on shorter-term goals, focus on regular acknowledgment.

Leaders grow personally, managers rely on existing skills:

 Leaders always remain curious to seek for knowledge because they believe if know if they

aren’t learning something new every day, they’re falling behind. They seek out for

information that will expand their thinking.

 Managers often focus on already existing skills and adopting methods which will make them

successful.

Leaders build relationships, managers build systems:

 Leaders talk with all the stakeholders in order to realize their vision. They spend most of

their time with them. They build loyalty and trust by delivering on their promise.

 Managers rely to build structure and achieve goals. They focus on the methodology to get the

desired outcomes. They work with individuals and their goals and objectives.

Leaders teach, managers direct:

 Leaders focus on personal development of individual, they see their people as competent and

are optimistic about their potential. They always boost and encourage to face the challenges.

 Managers assign tasks and provide guidance on how to accomplish them.

Leaders make fans, managers have employees:

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 Leaders have people who go beyond following them and become their fans and help them

build their brand and achieve their goals. Their fans help them increase their credibility.

 Managers have staff who follow directions and seek to please the boss.

Vision Establishment:

 Leader takes a passionate view towards the vision and develops strategic plans and achieve

the vision.

 Manager is in charge of details; creating budgets, plans and process and shows impersonal

attitude about the vision and goals

Vision Execution:

This is the one of main difference between two:

 Leaders work on a broader role. Motivation and inspiration is their key responsibility, and

they do so in a way that helps employees overcome their problems.

 Managers on the other hand are the people involved with execution. They control processes,

identify and solve problems, and monitor results.

Vision Outcome:

 Leaders promote new ideas and dramatic changes. In this sense, leader role is more

progressive.

 The manager is expected to provide consistent, predictable results to key stakeholders.

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Leader leads from front, managers have subordinates:

 A leader leads from the front. He uses management techniques to manage others. Followers

voluntarily follow the leader. A leader has his interest common to the follower and they just

follow the instructions of a leader.

 On the other hand a manager believes in planning and coordinating the work. Subordinates

has been asked to obey the instruction of the manager. The subordinates obeying the manager

as a part of their duty.

Difference in working style:

 A leader attracts the people with his charismatic personality. He has an upper hand in

technological knowledge than the workers. A leader set his vision and the followers follow

his vision voluntarily.

 On the other hand the management is different in its way of functioning. He has to do certain

tasks as per the guidelines set by the organization. He then plans to achieve this by his people

by using the management tools.

Aspects of Leadership:

 Leaders give confidence to the people to achieve their goals in respective field or with in

organization.

 Leaders set example before followers and be their ideal. People follow them for who they are

not because of their position.

 Leaders develop commitment, loyalty and dedication among their followers for productive

development.

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 They have inspiring vision and set direction to achieve something big. They have dynamic

personality who set high standards of performance.

 They develop enthusiasm and confidence in their followers for their personal growth and

development.

 Leaders motivate their followers to take up challenge and develop team spirit. They have

ability of persuade others to seek their objectives.

 They look ahead and if they don’t get satisfied with things as they, they do brain storming for

better outcome.

 Leaders develop strategic plan to achieve the vision and shows passionate attitude about the

vision and goals.

 Leaders take high risk approach. They are not afraid of failures as they know that any failure

may lead to success.

 Leaders are constantly learning something new. They always aim at changing the system to

make them work better.

 A person can be a good leader if he has characteristics like popularity, confidence,

intelligence, and inter-personal skills etc.

Aspects of Management:

The ability to execute a Vision:

 Managers build a strategic vision and break it down into a roadmap for their team to follow.

The ability to Direct:

 Managers are responsible for everyday work while reviewing necessary resources, and

anticipating needs to make changes.

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Process Management:

 Managers have the authority to establish work rules, process, and operating procedures.

People Focused:

 Managers are known to look after the needs of the people they are responsible for: listening

to them, involving them in decisions, and listening to their reasonable requests to increase the

productivity.

Features of management as a process:

 Management is a social process as it deals with human beings.

 Management is an integrating process as it organizes human resources for the efficient use of

other resources like capital, materials, technology, machines, etc.

 Management is a continuous process. It is always involved in identifying the organization

problems and solving them.

Conclusion:

There is a difference between leadership and management. Managers are more concerned about

planning, controlling and organizing. Leaders are more concerned about leading and influencing

people. They act as representative of the followers. People follow them voluntarily because of

their charismatic personality and broader mindset. Leaders have high emotional intelligence.

Managers with good leadership skills can produce best result. Successful business people are

good leaders as well as good manager. To be successful in the long run a manager should have

leadership skills.

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Assignment 2

"Leader are born not made". Do you agree or not with this statement? Describe it.

Introduction:

I disagree with the statement “Leaders are born not made” because I believe in the theory that it

really doesn’t matter who you are but what you do. If you’re bringing any change in the

deteriorated system, if you’ve done your tasks properly and your team is happy with you only

then you can call yourself a true leader. If someone believes in this statement that leaders are

born and not made then maybe he start thinking that even I’m capable of all the qualities to lead

still I won’t become a good leader because I’m not born that way, he will have that insecurity in

his heart that what if I couldn’t do my job properly. Obviously he will think that my leadership is

not genetic and if I learn it I will lack somewhere. This thinking will lead him to nowhere and we

might lose a great leader having all the capabilities and potentials to bring up a change.

REASONS:

Leading Skills:

I believe in leadership are the skills that can be developed and improved with the passage of

time. When more organizations have better leaders in them they give better performance and

people working there enjoys work. That’s what great leaders do: they know there are still things

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to learn because the world’s evolving- it’s changing, so if you want to be a great leader stay

teachable. They have ability to teach and mentor. They build and maintain a strong and

collaborative team of individuals working toward the same goal.

Being Decisive:

Secondly, a great leader is all about taking right decisions for his followers. When talking about

a leader whose leadership is inherited, he may take his decisions on the basis and principles of

previous leaders. He might think that if their idea worked for this problem then the same would

work for me, and this is where he goes wrong. A great leader once said: “I don’t worry about

taking the right decisions. I take the decision and make it right.” So one shouldn’t be afraid of

taking the decisions. Instead of relying upon other people’s decisions, make your own. Being

decisive as a leader is the key

Being Adaptable:

Thirdly, as I stated above the world is continuously evolving, everything is changing so quickly,

our economy changes on daily basis, the leader should take decisions in accordance with the

situation. A good leader must be adaptable.

Acquiring new skills:

As a genetic leader, he may think that he doesn’t need to learn new things because he already

knows enough or he’s just born to rule. While a person whose learned leader will have the desire

to keep learning new things for his own betterment and the betterment of his followers. He will

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definitely have a great affection towards his followers because they will have faith in him

because of this capabilities and qualities not just because of his genes!

Development and nurturing:

The best leaders never stop growing and developing using their experience and continuous

learning. Some may start of bigger than others, some may start of in a better environment than

others but none of them matters. Only those that go through the right process of growth will

actually fulfill their full potential. Remember that the best and strongest trees never stopped

growing and developing overtime with continuous nurturing.

Leadership isn’t an inborn quality:

All the heads, commanders and bosses in any segment of life don’t become leads by themselves.

They are:

 Trained.

 Guided.

 Educated.

 Be aware.

People can become leaders through the process of teaching, learning, training and observations.

It’s a set of skills that can be learned by training, perception, aptitude an experience over-time.

We can say that it’s a lifetime learning activity. Good leaders seek out development

opportunities that will help them learn new skills. Some people have a passion and keen desire to

lead. They’re always focused to do so even if they’re not born with a golden or silver spoon.

There are a number of aspects of leadership that requires practice. It's not all built around inborn

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personality traits. Even the best leaders we can think of didn’t have these skills honed from day

one. We know many great people who set the world on fire just because of their own

capabilities. Some of them did remarkable and sensational speeches which they wrote

themselves. Effective leadership is all about continuous learning for betterment.

Experience and Circumstances:

Life’s experiences and circumstances make polished leaders. The experiences, happenings and

affairs of your life journey is what makes you a leader. The qualities that they gain overtime and

the events they’ve gone through is what makes a person learn new skills. I don’t think of any

other person rather than Our Prophet (PBUH) who was a born leader.

Challenges and Struggles:

As a genetic leader, one may not have to face difficult times and hardships in life. To lead, for

him, is just a piece of cake. On the other hand, a skilled and learned leader will know what

courage it takes to face challenges of life. There will always be people on your team, in your

organization and in your working life who are difficult. Your goal, as a leader, is to handle them

with grace and kindness. Don’t feed into them. Don’t prolong your exposure to them. Above all,

don’t let them get you down.

Understanding of opportunity cost:

Leaders know that many situations and decisions in business involve risk and there is an

opportunity cost associated with every decision you make. An opportunity cost is the cost of a

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missed opportunity. This is usually defined in terms of money, but it may also be considered in

terms of time, person-hours, or any other finite resource. Great leaders understand the

consequences of their decisions before making them.

Mentoring:

All those passionate people who have a keen desire to lead someday, have a role model or a

mentor. Mentoring develops effective leadership skills. It lets you learn new affairs and educate

you in a proper manner. A good mentoring relationship is identified by the willingness and

capability of both parties to ask questions, challenge assumptions and disagree. It’s important to

note that there's no one way to mentor. Every mentoring relationship is as unique as the

individuals involved.

Inspiration:

A learned and skilled leader has an inspiration in life. It drives the integrity of a leader. He

doesn’t follow everyone blindly, he learn things himself, verifies their authenticity and then

follows. This is the ideal behavior of a true leader. He leads by an examples, and examples only

come through experiences.

Doing the Right Thing:

This is a skill which needs to be practiced and won’t come naturally in you. To be successful, all

leaders – whatever their leadership style, type and so on - must choose the right action at the

right time and “keep a steady eye on the ball”. They must be courageous, self-aware – and ensure

the consistent support of their team of followers.

Never Stop Learning:

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It’s easy for someone to call themselves a leader, but to truly deserve the title, he or she needs to

not only manage a team but to manage it well. It’s also clear that the greatest leaders are prone to

seeking knowledge and committed to always learning. It’s more important than ever for a leader

to keep up to date with the changes in their field. A true leader knows that they need to be able to

convey new information, and this is best done when the leader ensures that they’re keeping

informed. A good leader is always a good listener and a quick learner, and he keep on learning

new things. He keeps himself up-to-date and doesn’t rely upon what has taught to him in the

past.

Self-motivated:

Motivation comes from the passion and longing to become better than everyone else. As an

acquired leader, he always desires to seek more knowledge. He motivates himself first to

encourage others later. This type of leader desires to achieve beyond expectations.

To succeed as a leader, you need to be motivated, and no one else can do that for you except

yourself. He set higher standards for himself to have strong values. Self-motivation can be one of

those things that you either have or don’t have, but an acquired leader will have this indulged in

himself through practice and aspiration to perform better.

Confidence:

In my perspective, confidence is something in which an innate leader can lack in. As it is built

through your experiences and dealings during your life. To build your confidence you need to be

open to new experiences and be willing to fail or you’ll never grow and find the strength needed

to push the limits of what you’re capable of. When you learn, you become well-aware of new

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things and current affairs which will automatically help you become more confident.

Passion and Courage:

Passionate leaders often have a strong, uncontrollable desire that pushes them forward. The

amount of passion you have directly affects your attitude, energy and that of your followers as

well. Leadership sometimes involves making unpopular decisions which requires a certain level

of bravery. If you want to be more courageous you need to try new things, have more trust and

confidence in others, as well as be able to raise difficult issues that others would leave

unresolved.

Personality Traits of an acquired leader:

The more you practice, the better you will be. Given are some personality traits of a learned

learner which he develops over time and become proficient at. Most of them doesn’t come in you

naturally

But only if you practice.

 Patience.

 Assertive.

 Optimistic.

 Positive.

 Emotional intelligence.

 Time-management.

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  Social Skills.

 Boldness.

 Empowerment.

 Ability to inspire.

 Turning vision into reality.

 Consistency.

The Evolution of a Leader:

Let me justify my statement with few examples.

Steve Jobs is a classic example of someone who learned to lead despite not being born a natural

leader. We all are aware of his remarkable work in the world of technology. Even after his death,

his reputation and his company lives on.

Abraham Lincoln is another example. He did not have experience leading teams and yet no one

questioned his leadership. One of his greatest leadership traits was his sense of integrity and his

Strong belief in his principles. Also, his communication skills were extraordinary.

Conclusion:

To conclude my statement, genetic factors do not define who you are. Leadership traits can be

possessed through learning, or developed though training. However, all humans born with

unique strengths and it enable to be a successful leader. Leadership is a skill, a proper leader

needs to have and can be improved with practice. As a person gain more and more practice his or

her leadership qualities improve. In my view, someone can born with some personal qualities

and characteristics that makes it easier. When the responsibility is given to a person it gives an

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opportunity to get broad skills. Hence, they can be motivated and perform on their own skills and

knowledge to succeed the company.

Assignment 3

What are the Functions of Management? Describe in the light of POSDCORB.

An extraordinary administration scholar, Luther Gullick, authored POSDCORB as an

abbreviation for portraying his rundown of the management functions. Gullick and Urwick have

used the word POSDCORB to diagram the functions of management. This depends on Henry

Fayol's work, Industrial and General Administration. POSDCORB alludes to the functional

elements of

 Planning

 Organizing

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 Staffing

 Directing

 Coordinating

 Reporting

 Budgeting.

Before talking about the elements of management or components of POSDCORB in detail, we

should have a thought regarding the term the management. A significant approach to portray

certain parts of organization is by the utilization of the term management. Each association or

business must be managed, and in the event that it is managed well, it has a superior potential for

success of achievement. Mc Farland states "the management is characterized for theoretical,

hypothetical, and diagnostic purposes as that procedure by which managers make, direct, keep

up, and work purposive associations through methodical, coordinated, co-employable human

endeavors".

Functions of Management

Planning:

In managing procedures, planning is the essential function that goes before different exercises,

such as organizing, staffing, directing, and controlling and so on. At the end of the day, in the

nonattendance of planning, there would be nothing to sort out, no staff to manage, nobody to

guide and no compelling reason to control. It is the preliminary advance for executive function.

Henceforth, a manager must have the aptitude of deduction ahead to figure future condition

inclines that may influence the association. In the whole arranging process aside from

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contemplating the objective setting aptitudes, the instinctive capacities of the director

additionally assume a prevailing job. The manager must have vision to investigate the future and

get ready for what he/she sees. He/she should see the impacts which will influence the

association and the prerequisites that should be met.

Basic Contents of Planning:

Viable planning includes responding to these fundamental inquiries i.e.

 What move is to be made?

 Why is that specific activity important?

 Where will it be finished?

 When will it be finished?

 Who will do it?

 With what will it be finished?

 How will it be finished?

Organizing:

After the goal or the objective has been resolved and important work-plan chosen, the chairman

proceeds with his work of organizing. Organizing is fundamentally concerned about the task of

work among the gathering of individuals and giving imperative position to the helping out of

their particular jobs through assignment of power.

A basic and compact definition as we have created expressed as: Organizing is the setting up of

functions to be performed by people or gatherings separately for the fulfillment of characterized

targets given the vital position and duty.

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Basic factors in Organization:

The four basic factors involved in organizing are:

1. The work:

The works or activities are determined by the objectives of the enterprise. These activities

form the basis for the organizing effort.

2. The people:

The people who are to do the work constitute the next important factor.

3. The capital:

The money and machinery which the principal means provided for people to carry out

various by performing the assigned jobs.

4. The workplace:

The fourth basic factor in organizing is the place where a work is to be done. Performance

standards and job satisfaction have some relation to the condition of the work environment.

Staffing:

Staffing is the entire faculty capacity of acquiring and preparing the staff and keeping up good

states of work. Staffing comprises of labor arranging, enlistment, determination, preparing, pay,

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joining, and support of workers. Staffing essentially includes coordinating occupations and

people.

Process of Staffing:

This procedure establishes appraisal of Managerial Manpower needs, enrollment, choice,

position, direction, advancement and vocation arranging.

Directing:

In the management practices, directing is the administrative capacity which impels composed

activity. Administrative choices, to be considerable, must be converted into solid activity.

Directing is the methods through which the management does it. Directing includes giving of

mandates, guidelines, or requests to the subordinates.

Techniques of Direction:

The three principle procedures of direction that the managers utilize are participative, let go, and

autocratic.

Process of Directing:

The Process of directing comprises of the accompanying advances:

 Issuing requests and guidelines that are clear, finished and inside the capacities of

subordinates.

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 Continuing direction and management to guarantee that the appointed assignments are done

adequately and effectively.

 Maintaining discipline and compensating the individuals who perform well.

 Inspiring the subordinates to buckle down for the accomplishment of foreordained targets.

Coordinating:

Coordinating is viewed as a result of coordinating. It is a key capacity of the official and a

persistent worry of top administration. Co-ordination neutralizes singular contrasts in approach,

exertion, or intrigue and goes further to cultivate agreement in the working gathering.

Coordination (Means and ways):

Coordination is something in which can't be achieved by a request. This includes a progression

of intentional advances which incorporate the accompanying:

Clarifying Authority and Responsibility:

Clear boundary of functions and the force and obligations that go with them will forestall

covering of authority.

Checking, Observation and Guidance:

These are control measures. The official here isn't to stay as an observer simply watching the

show; he should look at and discover how far the endeavors at coordination have succeeded.

Effective Communication:

The third significant measure for guaranteeing coordination is to encourage simple

correspondence.

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Bringing into Play Leadership Skills:

Coordination can't be accomplished without successful administration. Indeed the very

accomplishment of an initiative connotes the degree of coordination accomplished most

definitely".

Reporting:

Reporting functions, firmly identified with the coordinating function, comprises of keeping

those to whom you are mindful, educated concerning what is happening. It is basic that skillful

directors keep the data, streaming particularly in this age when there is so much data being

communicated in such a large number of structures.

Characteristics of Reporting:

The primary qualities of the reporting are following:

 The reporting function is more than setting up a yearly report, citing measurements, and

educating your staff about current turns of events.

 The reporting function is right around an assessment work since it contrasts how you are

getting along and what you set out to do.

 It reviews your goals and decides how much you are meeting your destinations.

 It comprises of more than yearly insights, however relates program course, strategy changes,

refinement in destinations, and changes in structures and needs.

 It likewise utilizes the vertical and flat progressions of data.

Along these lines, records, and reports are the foundation of control. Records must be efficient

what's more, intended to encourage a speedy however exhaustive survey. Reports must be

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compact. An excessive number of reports just serve to confound. On the off chance that they are

excessively voluminous, the surveying authority's time is squandered, acceptable introduction,

intelligibility outlines, and tables make even genuinely long reports understandable.

Budgeting:

Presently as at no other time there is developing valuation for the requirement for budgeting and

budgetary control. In straightforward terms, budgetary control implies use of control comparable

to spending plans. As indicated by Institute of Cost and Work Accountants, London, A budget

plan is a money related or quantitative understanding, preceding a characterized timeframe, of an

approach to be sought after for that period to accomplish a given objective." Thus, if budgeting

sets up an objective, control gauges the exactness of the shot.

Purpose of budgeting:

The fundamental reason for budgeting are:

 Budgets are a basic and compelling implies that can be utilized in controlling the exercises of

the endeavor.

 To advance and guarantee proficient usage of capital assets of an endeavor.

 Budgets cultivate and advance co-appointment between various divisions and offices.

 Budgetary control bears a general image of the exhibition of different capacities, and

empowers the administration to make money related courses of action in front of the

necessities.

Constructing and coordinating the budget:

Budget organization:

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The effective establishment of budgetary control necessitates that the obligations, authority, and

duty of every official are obviously characterized. A manual of budget system is likewise useful

in the foundation and support of budgetary control.

Budget period:

The period for which budgets are to be readied has additionally to be chosen.

Preparation of Budgets:

The association having been set up and the spending time frame having been picked, there stay

to be chosen the beginning stage for the development of the budgets.

Coordination of Budgets:

It was the obligation of an official to see that each spending plan networks with every other

budget. This is additionally called 'Coordination' of the different budgets.

Conclusion:

However, the general conclusion seems to be that the P-O-L-C functions of management still

provide a very useful way of classifying the activities managers engage in as they attempt to

achieve organizational goals.

Assignment 4

“Describe the characteristics of Transformational Leadership”.

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Introduction:

Through the strength of their vision and personality, transformational leaders are able to inspire

their followers and motivate them to work towards common goals. They are energetic,

enthusiastic and passionate. They are concerned and involved in the process, they also focused

on helping group team and also on individual basis. They raise their followers to high level of

morality and motivation. They know that they’re role model for their followers, so they

establishes integrity in working relationship. Transformational leaders are those who encourage

and inspire followers to achieve extraordinary outcomes and develop their own leadership.

Transformational leaders help their followers to grow and develop into leaders by responding to

their needs and empower them by defining the objectives and goals of the individual followers.

Transformational leadership motivate their followers to exceed performance, up to high level of

satisfaction.

 They are model of integrity and fairness.

 They set clear goals.

 They always have high expectations.

 They encourage others.

 They provide support and recognition.

 They energize the emotions of people.

 They get people to look beyond their self-interest.

 Inspires people to reach for the improbable.

Characteristics of a Transformational Leader:

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The two most important characteristics of a Transformational Leader is Morality and Virtue.

Morality:

 The concept of moral leadership is proposed as a means for leaders to take responsibility for

their leadership and to aspire to satisfy the needs of the followers.

 According to ‘Burns’ position is that leaders are neither born nor made; instead, leaders

evolve from a structure of motivation, values, and goals.

 The result of this leadership is a mutual relationship that converts followers to leaders and

leaders into moral agents.

 Transforming leadership occurs when one or more persons engage with one another with

high levels of motivation and morality.

 According to ‘Burns’ also contends that leadership is a moral undertaking and a response to

human wants as they are expressed in human values.

Virtue:

 On the other hand, moral life rests upon foundations of individual virtue and that the

individually virtuous person transformed others as well as the social environment.

 It is the presence of virtue in an individual that brings about personal and social

transformations. The moral person in each tradition would sacrifice anything for the sake of

virtue.

As Confucius said,

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“Wealth and honor are what every person desires. But if they have been obtained in violation of

moral principles, they must not be kept. Poverty and humble are what every person dislikes. But

if they can be avoided only in violation of moral principles, they must not be avoided. In

moments of haste, one acts according to it. In times of difficulty or confusion, one acts according

to it.”

Components of Transformational Leaders:

Organizations emphasize the concept of leadership in training managers or group leaders to push

the organization forward. Within leadership, the effectiveness of the transformational versus

transactional leader is often debated. Transactional leadership relies more on a "give and take"

understanding, whereby subordinates have a sense of duty to the leader in exchange for some

reward. Transformational leadership theory, on the other hand, involves a committed relationship

between the leader and his followers. "Transformational leaders are those who stimulate and

inspire followers to both achieve extraordinary outcomes and develop their own leadership

capacity. Transformational leaders help followers grow and develop into leaders by responding

to individual followers' needs by empowering them and by aligning the objectives and goals of

the individual followers."

There are four different components of transformational leadership:

Intellectual Encouragement:

 Transformational leaders not only challenge the status quo; they also encourage creativity

among followers.

 They encourage followers to explore new ways of doing things and new opportunities to

learn.

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 Transformational leadership values creativity among their followers.

 Transformational leaders support their followers by involving them in the decision-making

process to identify solutions.

 Transformational leaders ask for ideas from their followers without criticizing.

 They help their followers to change the way of thinking about their problems and obstacles.

 They help their followers to see at the big picture and succeed in their efforts.

Individual Attention:

 Each follower or group member has specific needs and desires.

 Transformational leadership recognizes the element of individual attention.

 The leader must be able to recognize or determine what motivates each individual.

 Through coaching and mentoring, the transformational leader provides opportunities and

training sessions for each team member.

 These activities allow team members to grow their positions.

 Transformational leadership also offer support and encouragement to individual followers.

 Transformational leaders keep friendly environment among their followers and keep

communication open so that followers feel free to share ideas.

 Transformational leaders recognize the unique contributions of each follower.

Inspiring motivation:

 Transformational leader acts as a model for subordinates. They have ability to share a vision

and mission which emotionally connects them with their followers.

 Transformational leaders’ ability to inspire confidence, motivation and a sense of purpose in

his followers.
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 Communicates a vision and uses symbols to focus efforts.

 These leaders are also able to help followers experience the same passion and motivation to

fulfill these goals.

 The transformational leader give a clear vision for the future.

 They fulfil the expectations of the group and establish a commitment to the goals that have

been placed.

 This aspect of transformational leadership requires superb communication skills as the leader

must convey his messages with precision, power and a sense of authority.

 Other important behaviors of the leader include his continued optimism, enthusiasm and

ability to point out the positive.

Ideal impact:

 Charisma marks one of the most easily identified transformational leadership characteristics.

 Transformational leader provides vision and a sense of respect, trust and increases

confidence.

 The transformational leader serve as a role model for followers. Because followers trust and

respect the leader.

 They excites and inspires subordinates.

 They have a charismatic personality which influences others to want to become more like the

leader.

 Idealized influence can be most expressed through a transformational leader's willingness to

take risks and follow a core set of values, convictions and ethical principles in the actions he

takes.

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 It is through this concept of idealized influence that the leader builds trust with his followers

and the followers, in turn, develop confidence in their leader.

This quality increase the admiration and respect in heart of followers for their leader.

So what are some typical signs of a transformational leader? Groups led by this type of leader

tend to be both successful and loyal. They give a lot to the team and care deeply about the

group's ability to accomplish its goals. Turnover tends to be quite low as transformational leaders

are able to inspire a great deal of commitment in their followers.

How to Become a Transformational Leader:

A process that you can use to become a transformational leader. This involves you:

 Creating an inspiring vision of the future.

 Motivating people to buy into and deliver the vision.

 Managing delivery of the vision.

 Building ever-stronger, trust-based relationships with your people.

Creating an inspiring vision:

 People need a compelling reason to follow your lead, and this is why you need to create and

communicate an inspiring vision of the future.

 Your vision sets out your team or organization's purpose – why you all get up in the morning

to do what you do.

 You develop this partly by understanding the values of the people you lead, by

understanding the capabilities and resources of your organization, and by conducting an

analysis of your environment, and selecting the best way forward within it.

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 If you're developing a vision for your team, start with the company's mission and vision, and

explore the ways in which your team can contribute directly to it.

Motivate People to Buy Into and Deliver the Vision:

 Now, starting with your mission statement, you need to appeal to your people's values, and

inspire them with where you're going to lead them, and why.

 Use business storytelling as part of your call to action: this will help people appreciate the

positive impact of your vision on the people you're trying to help.

 Then, talk about your vision often. Link it to people's goals and tasks to give it context, and

help people see how they can contribute to it.

 Transformational leaders also know that nothing significant happens unless they encourage

their people. So, make sure that you know about the different kinds of motivation, and use

these to inspire your people to deliver their best.

Manage Delivery of the Vision:

 A vision is no use on its own: it needs to become reality. However, many leaders make the

mistake of developing a vision, but of not putting in the hard and often mundane work of

delivering it.

 To manage the delivery of your vision, you'll need to combine effective project management

with sensitive change management.

 This will help you deliver the changes you need with the full support of your people.

Communicate each person's roles and responsibilities clearly, and connect these to your

plans.

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 Everyone should fully understand what they're responsible for, and know how you will

measure their success.

 Next, set clear, SMART goals for everyone, including some short-term goals that will help

people achieve quick wins and stay motivated.

 Use management by objectives to link short-term achievement to your longer-term goals.

 You may need to build your self-discipline and stamina, so that you don't let yourself down.

And, set a good example to your people – especially if they're affected by delays or

difficulties by being a model of hard work and persistence.

Build Ever-Stronger, Trust-Based Relationships with Your People:

 As a transformational leader, you need to focus your attention on your people, and work hard

to help them achieve their goals and dreams.

 It also underlines the fact that leadership is a long-term process, and that, as a leader, you

need to work constantly to build relationships, earn trust, and help your people grow as

individuals.

 Meet your people individually to understand their developmental needs, and help them to

meet their career goals. What do they want to achieve in their role? Where do they see

themselves five years from now? How can you help them reach this goal?

 You can build trust with your people by being open and honest in your interactions. Use the

Johari Window to disclose safe personal information about yourself, and to get a better

understanding of "what makes your people tick."

 Lastly, set aside time to coach your people. When you help them find their own solutions,

you not only create a skilled team, but you also strengthen their self-confidence and their

trust in you.

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From a subordinate development point of view, the intellectual stimulation dimension of

transformational leadership in particular has been associated with challenging subordinates to be

creative, think critically and independently and find novel ways of solving problems while

seeking a wide range of opinions before deciding upon solutions

Conclusion:

Whether it is transactional or transformational leadership, leaders are known by their followers

hence for a leader to succeed it is important that he has followers. Every leader should be able to

create a vision, inspire subordinates, communicate well with subordinates, should have the

required knowledge, should be able develop team spirit when working in teams and build trust

among members. It is well suited in organizations with instability and uncertainty today.

Transformational Leadership gives an opportunity for an individual to innovate and develop

where by an individual is trained to deal with a more complex situation in future. They are

trained to be future leaders of the organization. Successful leaders are able to influence followers

to obtain the objective set.

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Assignment 5

Leadership:

1. ________ is the ability to be certain about one’s companies and skills.

a. Self- Confidence

b. Courage

c. Motivation

d. Intelligence

2. As human skills deal with people, technical skills deal with _______.

a. Ideas

b. Things

c. Goals

d. Memory

3. Gives below are major leadership traits, except:

a. Integrity

b. Self- Confidence

c. Sociability

d. Communication

4. Which leadership consists intuiting subordinates:

a. Supportive leadership

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 b. Participative leadership

c. Achievement oriented

d. Transformational leadership

5. Leadership that is based on occupying a position in an organization is ______.

a. Assigned leadership

b. Improved leadership

c. Emergent leadership

d. Team- oriented

Management:

1. The three informational roles include ______, monitor and spokesperson.

a. Disseminator

b. Negotiator

c. Leader

d. Employees

2. ______ refers to getting the most output from the least amount of inputs.

a. Efficiency

b. Leading

c. Power

d. Management

3. The field of study that researches the action (behavior) of people at work is called ______.

a. Organizational behavior

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 b. Leadership

c. Quality management

d. Pedagogy

4. Functions of communications are, except:

a. Control

b. Motivation

c. Empowerment

d. Information

5. Value chain management is a process of managing the sequence of _____.

a. Objectives

b. Activities

c. Researches

d. Behaviors

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