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MBA-4 (Z)


Raja Hamid Kashif


Submitted To: Sir Atif Hussain

Date: 2nd June 2011

What is the concept of leadership capacity is? Actually the work of leadership as used within the definition of leadership capacity means reciprocal, is purposeful to learning solving together problems in community. working Reciprocity essential and

collaboratively. Purpose suggests values, focus, and momentum. Learning is mutually creating meaning and knowledge. Community is the essential environment for experiencing reciprocal, purposeful learning. These four ideas frame a definition of leadership in which all can see themselves reflected. It is the mirroring pool of a professional culture. Leading is about setting direction and ensuring that that direction is followed. Leading can apply to leading oneself, other individuals, groups, organizations and societies. The nature of how leading is done depends on the context of the situation, one one's perspective, and on the nature and needs of those involved. There is a rich history and body of research regarding leadership. This module aims to make that accessible to you. Leadership in organizations has a different and more meaningful definition. Very simply put, a leader is interpreted as someone who sets direction in an effort and influences people to follow that direction -- the people can be oneself, another individual, a group, an organization or a community.

Leadership capacity can be increased but how?

Leadership capacity may be broadly defined as participation in leadership that leads to some kind of improvement. Participation requires that individuals interact with one another for the purpose of communicating, collaborating and facilitating change. Developing

leadership capacity through collaboration means sharing leadership by partnering with others in order to get things done. The companies can build leadership capacity by using these ways: Focus on the right issue of the company The organization analyze its current state and identify the leadership need and then design the leadership capacity to full fill the company needs. To built a successful leadership capacity there are some steps or we can say some features that help to attain leadership capacity First of all company has to built some strategic goal and plans then they should on focus on that what type of qualities required to fulfill the challenges faced by company to their selected goal and plans . Then focus on that what is required now and what could be needed in future with the context of leadership capacity. What kind of leadership is needed to company and how it will help to solve problems?

Build the systematic approach to develop the leadership Then the next step is to develop the current leadership. Before doing this you have to first analyze the abilities and strength of you current leadership and then develop by the integrated plan to meet the companies requirements

Involve the line managers The company should involve the line managers while building the leadership design because they are the people who actually knows the work . We actively involve line managers in designing the program. Because these core leaders know what works and will be instrumental

in leading the process, their input helps design will have more relevance and impact.

ensure that the ultimate

Clarify leadership requirements What are the leadership requirements necessary for the

company to deliver the strategy of company. It is duty of CEO of company to clarify the needs. We work with senior leaders, including the CEO, to identify those leadership requirements necessary to deliver your companys strategy, and deter-mine the key behaviors your top leaders need to exhibit. This approach builds buy-in to the strategy, the requirements, and the need for strengthening leadership capabilities. Build systemic leadership development approach this starts with an assessment to see if your current leaders have the capacity to meet your requirements. It also includes an evaluation of leadership development activities already under way and a comprehensive look at the organization and business context. Communication skills Leadership capacity can only be build through the proper communication. How you communicate both your plans for building leadership capability as well as your ongoing leadership development activities can either undermine or bolster your efforts once we are done with above mentioned steps we need to evaluate the whole process. The best way to analyze the process is not to verify the improvements in leadership skills but the increase in overall performance of the firm.

Some other points are Business needs and company's strategy must drive the The process must be actively managed at the executive Leadership capacity must be systematic and long term Teamwork must be emphasized not only individual

leadership model level


Building leadership capability is essential to the short and long term growth of an organization. the central issue is the past efforts to produce the leadership capacity that organizations need have often failed due to fundamental lack of understanding about how a leadership asset is actually built.








companies need:
Mostly the companies dont know about the quantity or quality of leaders they need to have in the organization or simply do not have the

quality or quantity of leaders they need for the challenge they face. The leadership training programs that flourish in many companies are not the answer. Though helpful in stimulating individuals to become better leaders, they seldom address the leadership dynamics of whole organizations, the issue at stake here. The essential thing which are to be there in organization are;

Ensure the CEO understands the importance of leadership capacity.

Most of the directors we interviewed acknowledge that CEO selection is one of the boards most important tasks. However, many directors concede that its also critically important to find a CEO who truly understands the importance of leadership capacity. The directors complained about working with CEOs who do not get the importance of leadership capacity. They noted that even where leadership development is a priority for the board, if the CEO only pays lip service to this issue, leadership gaps will never be filled.

Make leadership capacity a core agenda item.

Many respondents said they believe its essential that leadership capacity be discussed regularly at board meetings. For the most part, however, these director interviews indicated this is not happening. In most cases, the directors say, financial reporting dominates meeting agendas and discussions; if leadership capacity is discussed at all, it is in the context of an organizational event or crisis. The directors feel that more thoughtful consideration of this issue should be built into board proceedings.







Leadership involves groups, teams or communities of individuals working together to solve problems. Leadership capacity may be

broadly defined as participation in leadership that leads to some kind of improvement. Participation requires that individuals interact with one another for the purpose of communicating, collaborating and facilitating change. Developing leadership capacity through collaboration means sharing leadership by partnering with others in order to get things done. But to accomplish this there are several factors to be considered.

Define the meaning of quality assurance, in addition to the group's core values and priorities. Keep in mind that the central goal of quality assurance is to respond to changing needs. Start by identifying what is already being done right. Prepare to meet challenges by seeking common ground in the interest of attaining a mutual objective. Collaboration lends itself to both mediation and negotiation in resolving issues of concern. The collaborative approach to negotiation tends to lead to better outcomes. Provide tools for leadership and development, team-building which include in




addition to mastering new technologies. Networking is a practical way to get things done through interacting with others and sharing information about what works and what doesn't. The information can be invaluable throughout any type of planning process. Effective communication is the key to successful planning. Evaluate both the successes and failures of previous leadership systems. Distinguish between leadership and management, and

separate the two. Leaders are guided by mission, while managers typically follow protocol. Self-assessment is the first step toward identifying performance gaps. Assess to what extent team members make acknowledged

contributions to the development of essential programs. Utilize the skills and contributions made by others to promote change and improvements. An article published in the December 2004 issue of The Leadership Quarterly looks at how teamwork contributes to the outcome of shared leadership processes. Encourage team members to participate in decision-making, as well as in advocacy and public awareness initiatives. Collaboration is the ability to work with others, which means encouraging different viewpoints about a single issue. Still it remains essential to create a system of accountability through appropriate policymaking. Gather resources and share access to such. Collectively sharing monetary and technological resources can enable the more productive use of time, energy, knowledge and expertise in planning and strategizing, along with cutting costs and saving money in individual budgets. Learn how to capitalize on the advantages that technology offers by making information and ideas more readily and quickly available. Reconfigure leaders roles and responsibilities. Roles defined by job descriptions often draw on only a fraction of the skills that individuals possess. Few job descriptions call upon potholders to utilize their full potential. Much latent leadership energy can be liberated by redefining roles. In an oil company, leaders were released full-time to work in a team managing a major change program. Their jobs were filled by others and they became a kind of parallel leadership structure, scaffolding" around the business. This

allowed new initiatives to be introduced while regular day-to-day work still got done. the Management felt that, without achieved this the reconfiguration, company would not have

attention and focus it needed to bring about extraordinary levels of change. When the organization emerged with a new way of doing business, the scaffolding was removed. We can take the example of Domino pizza his owner use a different type of bonuses to his employees to enhance their capabilities and increase the overall growth of company that is the classical example of capacity increased

Requirement of Leadership Capacity:

In this competitive corporate world each n every organization needs new and innovative leadership to cope with the changing time. An organization facing a new challenge can calibrate the scale of leadership needed by relating it to the resources applied in a successful initiative in the recent past. It does not matter what measure is used provided that it is rooted in the companys experience. Its also vary from company to company large organization needed more leaders and they needed more leadership capacity to fulfill the challenges faced by that company. A company decided to expand in Southeast Asia; it estimated how much leadership capacity was required by examining its recent expansion in Europe. It determined that moving into India. Just as important as getting the right numbers is selecting the right people with the right leadership capabilities. In this case, the senior executive was chosen for his skills in building effective teams quickly and coaching new leaders. So we see that leadership capacity vary project to project and company to company.

What leadership capacity is available?

Leadership capacity is available in every organization only the proper guideline and coaching is required to enhance and polish the leadership capacity. There may be many people who can make a positive contribution to pushing the organization toward outstanding performance. Viewed thus, hidden leadership capacity can be found in unexpected places. In succession planning, few CEOs have the discipline to think through future generations of leaders. At one European travel company, problems in the pricing area urgently needed to be fixed. To help drive this critical initiative, a high performer two levels down the organization was moved up to replace the existing head of pricing, and given mentoring support by a senior board member. In six weeks, a new pricing policy was in place that led to a $25 million rise in profits within eight months. The unconventional moveand of course its impactboosted the morale of the whole company. In selecting leaders, senior executives must probe beyond the dazzling impressions made by articulate individuals and look for evidence of the leadership skills they seek. Few CEOs search sufficiently far and wide in their organization for people who might be tested.

Closing the gap in leadership capacity?

Mostly the heads of the companies believe their managers do not have the capabilities necessary for their organizations to succeed in the future. This capability gap appears to be greatest in the ability of leaders to inspire and engage employees. Research conducted by the Conference Board of Canada found that up to 70% of Canadian CEOs

surveyed report that leaders in their organizations are only "fair to weak" in building strong teams, gaining employee commitment, and making employees feel valued3. These have been identified as the capabilities that will be especially important in years to come. If the leadership capacity gaps are not addressed, these gaps will seriously affect many Organizations ability to remain competitive. Fulfilling leadership capacity is not a choice for Leaders; it has become an economic imperative. The benefits of building the leadership capacity are vast for the organization and its senior executives, shareholders, customers, employees, and leadership professionals. The entire organization will have leaders focused on what the enterprise needs to do deliver value to its external customers to drive business results. Leaders have the opportunity to create tremendous value and can pave the way for both their personal and organizational. We can take the example of Google. Everyone is free to gave his or her idea and every one listen to him .they have given a very comfortable environment to their employees and reduce the gap between employees and upper management. By reducing the gape overall capacity increased and organization grow.

Reference: Journal of Staff Development pacity_gap.pdf e/Young_lions_high_priests_and_old_warriors_93