LEADERSHIP

&
TEAM MANAGEMENT
BY:
DR. SALIM UR REHMAN
 2

Meanings of Leadership

Interpersonal Influences directed through communication,

towards goal achievement
Influential increment over and above mechanical
compliance with directions and orders
Act that causes others to respond in a shared direction
The art of influencing people by persuasion or example
The Principal dynamic force that motivates and
coordinates the organization in the accomplishment of its
objectives.
 LEADERSHIP - DEFINITION
IT CAN BE DEFINED AS THE ABILITY TO
INFLUENCE OTHER TO GET THINGS
DONE IN AN ENTHUSIASTIC MANNER

NECESSARY INGREDIENTS ARE:

THE LEADER

THE LED
MANAGER VERSUS LEADER
Administers Innovates
Eyes on Bottom Line Eyes on Horizon
Focus on System Focus on People
Relies on Control Inspires Trust
Persistent Creative
Authoritative Experimental
Rational Visionary
Maintains Status Quo Challenges Status Quo
Does the Right Things Does Things Right
Acts as Mind Acts as Soul
MANAGER VERSUS LEADER
MANAGER LEADER
Rational Visionary
Persistent Passionate
Problem-solver Creative
Tough minded Flexible
Analytical Inspiring
Structured Innovative
Deliberate Courageous
Authoritative Imaginative
Stabilizing Experimental
Has Subordinates Independent
Has Followers
 6

Differences Summarized

Leadership deals with Interpersonal aspects

where management (planning, organizing,
controlling) deal with administrative aspects of
managers job.
Leadership deals with Change, Inspiration,
Motivation, and Influence.
Management deals with maintaining equilibrium
and status-quo.
 7

Substitutes for Leadership

Closely knit teams of highly trained

individuals (like air traffic controllers,
fighter pilots etc)
Intrinsic Satisfaction
Computer Technology
Professional Norms (like Certified
Accountants, Auditors)
 8

Roles of a Leader

Figurehead
Spokesperson
Negotiator
Coach
Team Builder
Team Player
Technical Problem Solver
Entrepreneur
 9

Satisfactions of a Leader

Feeling of Power and Prestige

Chance to help others
High Income
Respect and Status
Opportunities for Advancement
Feeling of being in on things
Opportunity to control money and other
resources.
 10

Dissatisfactions of a Leader

Too much uncompensated overtime

Too many headaches
Authority not compatible with responsibility
Loneliness
Too many problems involving people
Too much organizational politics
The pursuit of conflicting goals
 11

Leadership as a Partnership

In teams, partnership occurs when control

shifts from leader to the group members.
Necessary ingredients are:
Exchange of purpose
Right to say NO
Joint accountability
Absolute honesty
APPROACHES TO LEADERSHIP

The Trait Approach

The Behavioral Approach
UM Studies
OSU Studies
The Situational Approach
Todays Leadership
Future of the Leadership
THE TRAIT APPROACH

Early research on leadership assumed that

a leader is born and not made. The
emphasis was on describing successful
leaders as precisely as possible with an
aim to identify individual who should or
should not be placed in leadership
positions
TRAITS OF SUCCESSFUL LEADERS

Intelligence, including judgment and verbal ability

Self Confidence
Past achievements
Emotional maturity and stability
Dependability
Persistence and a drive for continuing achievement
Skills to participate socially and adapt to various
groups
A desire for status and socioeconomic position
 15

Personality Traits of Effective Leaders

Self Awareness Self Confidence Trustworthiness

Frustration Emotional
Tolerance Stability

Sense of Humor
assertiveness

Warmth Dominance Extroversion

Enthusiasm
 16

Task Related Traits of Effective Leaders

Sensitivity to others
Initiative
& Empathy

Flexibility

Resilience

Internal Locus of Control

Courage
 17

Cognitive Factors & Leadership

Knowledge of the business

Creativity
Insight into people & situations
Farsightedness
Openness to experience
ANALYSIS OF TRAIT APPROACH

The findings of the approach are

inconsistent
More than 50 years of studies failed to
produce one personality trait or set of
qualities that can be used consistently to
discriminate leaders from non-leaders
Leadership is a much more complex issue
The trait approach can thus be termed as
an outdated view of leadership
BEHAVIORAL APPROACH

Failure of the Trait Approach to yield fruitful

results led to this approach
It looks not at what leaders posses but what
leaders do
Two major series of studies conducted were
At Ohio State University (OSU)
At University of Michigan
THE OSU STUDIES

The two major types of behaviors of leaders are:

Structure Behavior: The leadership activity that
Delineates the relationship between the leader and the
led; or
Establishes well defined procedures for the led to adhere
to in performing their jobs
Consideration Behavior: It reflects friendship,
mutual trust, respect, and warmth in the relationship
between the leader and the led
LEADERSHIP STYLES OSU

Low Structure, High Structure,

CONSIDERATION

High Consideration High Consideration

Low Structure, High Structure,

Low Consideration Low Consideration

STRUCTURE
THE MICHIGAN STUDIES

The studies were based on interviews

The leadership behavior types identified
were:
Job-centered behavior: Primary interest is
in the subordinates job and how well it is
being done
Employee-centered behavior: Primary
focus is on employees. Attention is given to
personal needs of employees and building up
of cooperative work teams
 23

Identifying Leadership
Is the decision making consistent with the stated philosophy?
Are problem solving techniques employed and is data used as
basis?
Are subordinates involved in developing vision, strategy, and
plans?
Does management make direct contact with customers?
What is the basis of employees evaluation?
Is openness and cooperation fostered?
Are employees encouraged to highlight problems?
Is constancy of purpose displayed?
Are improvement processes like preventive actions audited?
At what managerial level are the quality related issues discussed?
 24

The Principles of Military Leadership

Assume Responsibility
Know your capabilities and limitations
Know your subordinates
Set Example
Guide, dont direct
Provide open and honest communication
Set realistic and achievable targets
Make timely decisions and show guts to change the
bad ones
Foster a spirit of teamwork
THE SITUATIONAL APPROACH

It is based on the assumption that each

instance of leadership is difference
It is believed that the leadership style must
be appropriately matched to the situation a
leader faces
It requires a unique combination of
leaders, followers and situation
Thus Successful Leadership formula
SL = f ( L, F, S )
TANNENBAUM AND SCHMIDT
LEADERSHIP CONTINUUM
One of the most important tasks of a
leader is to make sound decisions.
Practical and legitimate leadership
thinking emphasizes decision-making
The TS model is actually a continuum, or
range, of leadership behavior
THE TS MODEL OR CONTINUUM
Authority Manager makes decision, tells it
Manager makes a decision, sells it
Manager presents ideas, invites questions
Manager presents tentative decision subject
to change
Manager presents problem, gets suggestion,
makes decision
Manager defines limits, asks group to make
decision
Manager permits subordinates to function
Freedom within certain limits
ANALYSIS OF THE TS MODEL
Managers exhibiting leadership behavior towards telling
are Autocratic, called boss-centered
Managers displaying leadership behavior towards the
bottom are more democratic, called subordinate-centered
The three primary factors, or forces, influencing the
managers determination are:
Forces in the manager
Forces in the subordinates
Forces in the situation
FORCES IN THE MANAGERS

VALUES Relative importance of organizational

efficiency, personal growth, growth of subordinates,
company profits
CONFIDENCE IN SUBORDINATES The more
the confidence, the more democratic behavior
PERSONAL LEADERSHIP STRENGTH Higher
the strength, more effective in leading rather than
issuing orders
TOLERANCE FOR AMBIGUITY There is a loss
of certainty in moving from boss centered to employee
centered approach
FORCES IN SUBORDINATES
Leadership can become successful by allowing the subordinates
more freedom in decision making when subordinates:
Have a high need for independence
Show readiness to assume responsibility of decision-making
Have high tolerance for ambiguity
Have an interest in the problem and want to solve it
Are capable to understand organizational goals
Have the necessary knowledge and experience to deal with
problems
Have expectation to share decision-making
FORCES IN THE SITUATION

Type of organization (size, location)

Effectiveness of a group (experience and
confidence in teamwork)
Nature of the problem to be solved
Availability of time
HERSEY-BLANCHARD
LIFE-CYCLE THEORY
This theory of leadership is a rationale for
linking leadership styles with various
situations so as to ensure effective
leadership.
The findings are similar to those of OSU
with the following differences in terminology
Tasks for Structures
Relationships for Considerations
MATURITY AND LIFE-CYCLE
THEORY
The theory is based on the relationship among:
Follower maturity
Leader task behavior
Leader relationship behavior
Here maturity is taken to be the ability of
followers to:
Perform their jobs independently
Assume additional responsibility
Desire to achieve success
THE LIFE-CYCLE MODEL
RELATIONSHIP BEHAVIOR

Low Task, High Task,

High Relationship High Relationship

Low Task, High Task,

Low Relationship Low Relationship

Low High
TASK BEHAVIOR
LEADER FLEXIBILITY

The situational theories like Life-Cycle are based on

the concept that successful leaders must change their
styles as they encounter different situations
Not all leaders can show such flexibility
An alternative approach proposed by Fiedler is to
change the organizational situation to fit the leaders
style. In this proposal, the three important factors are:
Leader-member relationship (acceptance)
Task Structure (outlined goals, work etc)
Position Power ( Control over rewards/ punishments)
OCTANTS OF THE THREE FACTORS
Position Power

e
ru k
ur
St Tas
Leader-member ct
relationship
THE PATH-GOAL THEORY

The primary activity of a leader is to make

desirable and achievable rewards available
to organization members who attain
organizational goals and to clarify the kind
of behavior that must be exhibited to earn
those rewards
LEADERSHIP BEHAVIOR IN PATH-GOAL

Directive Behavior: What and How

Supportive Behavior: Interest in Humans
Participative Behavior: Involvement in
Decision
Achievement Behavior: Setting
challenging goals
THE FUTURE OF LEADERSHIP THEORY

Transformational or Charismatic
Self-Leadership
Coaching
Super-Leadership
Entrepreneurial Leadership
Women as Leaders
TRANSFORMATIONAL LEADERSHIP

Inspiring organizational success by

affecting followers beliefs, values and
integrity by:
Raising awareness
Creating vision
COACHING LEADERSHIP

Instructing followers on how to face

challenges by:
Listening Closely
Giving Emotional Support
Showing by Personal Example
SHIFT IN PARADIGM

SOME 150 YEARS BACK FOCUS WAS

ON CHARACTER ETHICS
Integrity, Humility, Fidelity (loyalty),
temperance (control), Courage, Justice,
Patience, Industry, Simplicity, and Modesty
NOW FOCUS IS ON PERSONALITY
ETHICS
Public Image, Attitude, Behavior, Charm,
Skill, Techniques
 43

We are what we repeatedly do.

Excellence, then, is not an act, but a habit
EFFECTIVE HABIT

Knowledge
Skills

Desire
 45
SEVEN HABITS OF EFFECTIVE
PEOPLE
Be Proactive
Begin with End in Mind
Put First Things First
Think Win Win
Synergize
Seek First to Understand, Then to be understood
Sharpen the Saw
 INTER DEPENDENCE
First
Public
Synergize Understand
Victory

Think Win / Win

INDEPENDENCE

Begin with Private Put First

Things First

aw
End in Mind Victory
Sh

eS
a
rp

th
e

Be Proactive

n
n

pe
th

ar
eS

DEPENDENCE

Sh
aw
BE PROACTIVE

Focus on Circle of
Influence
Use appropriate CIRCLE OF CONCERN
Language
Consider yourself in
command CIRCLE OF
Dont be driven by INFLUENCE
feelings
Get drive from
values
BEGIN WITH END IN MIND

Develop clear understanding of destination

Know where you stand
Find the direction in which to take step
Apply the Principle of Double Creation
GENERATIONS OF TIME
MANAGEMENT
First Generation Third Generation
Notes Prioritization
Checklist Comparison of
relative worths

Second Generation Fourth Generation

Calendars TM is a misnomer
Appointment Books Challenge is to
manage ourselves
TIME MANAGEMENT MATRIX
URGENT NOT URGENT
Crises I Prevention, PC Activities II
IMPORTANT

Pressing Problems Relationship Building

Deadline driven Project Recognizing Opportunities
Planning, Recreation
Interruptions III Trivial, Busy Work IV
Some Mail, Phone Calls Some Mail,
IMPORTANT

Meetings, Reports Some Phone Calls

Pressing Matters Time Wasters
NOT

Popular Activities Pleasant Activities

RESULTS OF OPERATING IN
QUADRANTS ONE AND THREE
CRISIS MANAGEMENT EXPERT
ALWAYS PUTTING OUT FIRES
SEE GOALS AND PLANS AS WORTHLESS
FEEL VICTIMIZED, OUT OF CONTROL
SHALLOW RELATIONSHIPS
STRESS
BURNOUT
RESULTS OF OPERATING IN
QUADRANT FOUR
TOTALLY IRRESPONSIBLE
GET FIRED FROM JOB
DEPEND ON OTHERS
CHARACTERISTICS FOR
OPERATING IN QUADRANT TWO
VISION, PERSPECTIVE
BALANCED
DISCIPLINED
ASSUME CONTROL
AVERT CRISES
USEFUL GUIDELINES FOR TM
BE ORGANIZED
MAKE CHECKLISTS
SET PRIORITIES
ALLOCATE PROPORTIONATE TIME
TRY FOLLOWING SCHEDULES
DONT DO YOUR SUBORDINATES WORK
AVOID USELESS DISCUSSIONS
REDUCE IDLENESS
DONT BE PERFECTIONIST ALL THE TIMES
ADOPT A HABIT OF RECAP TIME LOGS
SPARE TIME FOR HOBBIES/ SPORTS
USEFUL GUIDELINES FOR TM
LEARN HOW TO LEARN
FIGHT RECURRING CRISES
CHOOSE THE RIGHT MANAGERIAL
STYLE OUT OF
TELLING
SELLING
CONSULTING
SHARING
DELEGATING
THINK WIN / WIN
The Six Paradigms of What does it Take?
Human Interaction are: Solutions be mutually
Win / Win beneficial
Lose / Lose See life as Cooperative
Win / Lose rather than Competitive
arena.
Lose / Win
Believe there is plenty
Win
Develop a balance
Win / Win or No Deal
between courage and
consideration
FIRST UNDERSTAND,
THEN GET UNDERSTOOD
Communication is When others speak,
the most important we either
skill. It involves: Ignore
Reading Pretend
Writing Attentively Listen
Speaking Empathically Listen
Listening
Body Language
SYNERGIZE

The whole is greater than sum of the parts

Roots of plants intermingle to produce
even more
Teamwork is based on synergy
 SHARPEN THE SAW

Social &
Physical
Emotional

SELF
RENEWAL

Mental Spiritual
HOW IS CHARACTER BUILT

Sow a Thought Reap an Action

Sow an Action Reap a Habit
Sow a Habit Reap a Character
Sow a Character Reap a ..