Ayubowan !

20th Anniversary Celebration Of Political Life

Our Journey. . .
• What is Leadership • Concepts of Leadership
      Transformational leadership Transactional leadership Charismatic leadership Visionary leadership Team leadership Leadership Substitutes

What is Leadership?
• Leadership is the ability and willingness to influence others in order to perform a task.

Transformational Leadership
• A transformational leader inspires his or her team constantly with a shared vision of the future. • Transformational leadership is a process that changes and transforms individuals. EX:

Characteristics of a Transformational Leader
• Develops a vision. • Puts passion and energy into everything. • Takes every opportunity and goal oriented. • Very careful in creating trust, and personal integrity to create followers.

• Accept the failures, as long as they feel progress is being made. • Visible. • They don’t necessarily lead from the front, as they tend to delegate responsibility amongst their team. • They are more people oriented

Types of Transformational Leaders
•Intellectual •Reformers •Revolutionaries •Charismatic

Transformational Leadership in the workplace
• • • • Acts as a change agent within the organization Strong role model with high values. Empowers followers to do best. Listens to all viewpoints to develop a spirit of cooperation. • Creates a vision, using people in the organization. • Helps the organization by helping others contribute to the organization.

• Effectively influence associates on all levels. • Strongly emphasize associates' needs and values.

• Treat leadership more as a personality trait than as a learned behavior.

Transactional Leadership
• It “focuses on interpersonal interactions between managers and employees” (Kreitner & Kinicki, 2005)

Style of the Transactional Leader
• Team members agree to obey their leader totally. • The organization pays the team members in return for their effort and compliance. • Leaders have a right to “punish” the team members. • This behavior focuses on the accomplishment of tasks and good relationship with employees.

Types of Transactional Behaviors
• • • • Contingent Reward Passive Management by Exception Active Management by Exception Laissez-Faire Leadership

Transactional Vs. Transformational
Transactional • Guide or motivate followers in the direction of established goals. • Set expectations, define tasks and shoot for established goals. (Linear planning) • Practice to achieve changes of systems. Transformational • Inspire followers to surpass their own self-interest for the good of the organization. • They recognize organization as a complex system. • Practice when looking to change culture of the organization

Liberate the Mind; Eschew Blind-Faith

Kaalamas, you may well doubt, you may well waver, In doubtful matter wavering does arise…” -Lord Buddha

• “A certain quality of an individual personality by virtue of which he is set apart from Ordinary men & treated as endowed with supernatural, superhuman or at list specifically exceptional power or qualities”. • Not accessible to an ordinary person • Regard as of divine origin as exemplary & on the basis of them the individual concerned is treated as a Leader.

Charismatic Leadership
• A Leadership resting on devotion to the exceptional sanctity, heroism or exemplar character of an individual person, & of the normative patterns of order revealed or ordained by a person.
-Max Weber

Ex: Lord Buddha

Continual Assessment of the environment and formulating a vision

Communication of the vision

Building & commitment

Achieving the vision

• Remarkable ability to distill complex ideas into simple messages, by using symbols, analogies, metaphors & stories. • Relish risk and feel empty without it. • Great optimistic Ideas • Rebels • Consider as an inspirational Leader ( Hero ) • Generate strong enthusiasm.

Elements of Charismatic Leadership
The Charismatic Leader Envisioning Energizing Enabling

•Articulating a compelling vision •Setting high Expectations •Modeling consistent behavior

•Demonstrating •Expressing personal personal excitement Support •Seeking, finding •Empathizing and using success •Expressing •Expressing confidence personal in people confidence

• Resulting in relatively strong unchallenged levels of obedience. • Useful in difficult time.( Urgent Organizational turnaround ) • Effective ( if the Leader’s vision is right ) • Rhetorical ability • Energetic, inner clarity, visionary, exemplary and unconventional

• Poor delegation ( tendency of gathering weak “yes” men around him”) • People possessing this skills & attribute are relatively rare. • Freedom from inner ( moral )Conflicts • Unpredictable. Potentially dangerous

Visionary Leadership
• Visionary leaders are the builders of a new dawn, working with imagination, insight, and boldness. • Ex: Anagarika Dharmapala Mother Teresa

Their eyes are on the horizon, not just on the near at hand.

(Bennis, W., Visionary Leadership1992)

Qualities of an effective Visionary leader.

• Appropriate for the organization. • Set standards of excellence and reflect high ideals. • Clarify purpose and direction. • Inspire enthusiasm and encourage commitment. • Well articulated and easily understood. • Reflect the uniqueness of the organization. • Ambitious.

Elements of Visionary Leadership
• The Objective • The Goal • Leadership Innovation

Visionary leaders are suitable for the organizations with,
• Flexibility, • Rapid change, • High professionalism with little supervision, • Interdependent experts, • Cross-disciplinary ideas.

Barriers to a Visionary Leadership Role
• Lack of time • Avoidance of risk taking • Lack of Board involvement in Strategic planning • Lack of Knowledge • Micro management • Holding on to the old ways • Lack of clarity regarding board staff roles & relationship

Team Leadership
• What is a Team? A team comprises a group of people link in a common purpose. • Team Leader leads by positive example & try to convert a team environment in which all team members can reach their highest potential, both as team members and as people.

Characteristics of a Team Leader
• • • • • Commitment to people as well as task. Desire to support and serve the team as well as lead from the front. Enthusiasm, energy, inspiration and sufficient expertise. Willingness to shoulder responsibility rather than pass the buck Ability to make the team come together to achieve more than a group of individuals

Team Leader Roles
Conflict Manager Coach

Team Leader Roles

Liaisons with external constituencies

Trouble Shooter

Team Leader in an Organization
• Many Organizations implement Team Concept. • Any Team should consist a Leader for the better functioning of the team. • Team Leadership may be informal or formal.

How Team leadership differs from traditional top-down leadership
• • • • Responsibility for group effectiveness is shared by the group. Control over the final decision is left to the group. The importance of one's position and power are de-emphasized in team leadership. The leader perceives the group as an "interacting and collective team.“

• The task-oriented functions of the team are shared by the entire group through its new roles. • Team leaders are accept his followers opinions.

Leadership Substitutes
• Leadership substitutes are individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinate’s satisfaction and performance.

• • Kerr & Jermier (1978) The researchers found that;  People who are working in a formalizing procedures (in a professional settings) do not like leaders.  subordinates ability, professional orientation, and desire for autonomy make any directives from the leader counterproductive.

• According to Kerr & Jemier, Leadership Substitutes can be
• Factors in the subordinate • Factors in the task • Factors in the organization

Leadership substitutes

Workplace substitutes • Subordinates' • Task • organizational

Super leadership

Workplace Substitutes
• Factors in the subordinate/ Individuals
• • • • • • • Ability Experience Training Knowledge Professional orientation Need for independent Equity

• Factors in the task
         Routine High degree structure Feedback Intrinsic satisfaction Explicit plans & goals Rules & procedures Cohesive workgroups Rigid reward structure Physical distance between supervisor & subordinate

• Factors in the Organization

• Superleadership occurs when a Leader gradually turns over power, responsibility, and control to a self managing work group. • Facilitator role than a leader

• What is Leadership • Concepts of Leadership
      Transformational leadership Transactional leadership Charismatic leadership Visionary leadership Team leadership Leadership Substitutes

An Effective Leader should not be a Leader or a manager, but he should be “A LEADER MANAGER”