Leadership & Motivation

Session 01
09 Feb 2021
UPDATE ON THE PLAN AND PROGRESS
 Martin Luther King Jr.
African-American who stood against
racial inequality and fought for Civil
Rights Activist That Forever Changed
America
Oprah-Winfrey
Nelson Mandela world’s most powerful business
great transformative civil rights leaders leaders who exerts a great deal of
of the 20TH century. influence on popular culture and
mainstream society.
 Leaders from Pakistani Context
Benazir Bhutto Pervaiz Mushraff Imran Khan
What is leadership?
Leadership is the ability to influence others, with or without authority.
(Peter DeLisle)

“A person who inspires motivation in others to achieve a goal and

focuses on the person instead of the task; who inspires long lasting
motivation that will eventually drive change in an organization and/or
society.” (Maxwell, 2014)

Leadership may be defined as to influence people, by personal

characteristics or behaviors, to achieve a common goal. 
Characteristics of Good Leader
Difference between Leadership & Management..

Leadership
• Leadership is the ability to develop a vision that motivates
others to move with a passion toward a common goal
Management
• Management is the ability to organize resources and
coordinate the execution of tasks necessary to reach a goal in
a timely and cost effective manner
Functions Of Manager
 Attributes of a Leader
• Guiding vision: Effective leaders know what they want to do, and have the
strength of character to pursue their objectives in the face of opposition and
in spite of failures. The effective leader establishes achievable goals.

• Passion: Effective leaders believe passionately in their goals. They have a

positive outlook on who they are, and they love what they do. Their passion
for life is a guiding star for others to follow, because they radiate promise!
Attributes of a Leader (cont.)
• Integrity: Because they know who they are, effective leaders are also aware of
their weaknesses. They only make promises they can follow through on.

• Honesty: Leaders convey an aura of honesty in both their professional and

their personal lives.

• Trust: Effective leaders earn the trust of their followers and act on behalf of
their followers.
 Attributes of a Leader (cont.)
• Curiosity: Leaders are learners. They wonder about every aspect of their
charge. They find out what they need to know in order to pursue their goals.

• Risk: Effective leaders take calculated risks when necessary to achieve their
objectives. If a mistake is made, the effective leader will learn from the mistake
and use it as an opportunity to explore other avenues.

Dedication: The effective leader is dedicated to his or her charge, and will work
assiduously on behalf of those following. The leader gives himself or herself
entirely to the task when it is necessary.
Attributes of a Leader
• Charisma: This may be the one attribute that is the most difficult to cultivate. It
conveys maturity, respect for your followers, compassion, a fine sense of humor,
and a love of humanity. The result is that leaders have the capability to motivate
people to excel.

• Listening: Leaders Listen! This is the most important attribute of all, listen to your
followers.
Leadership Styles on Basis of Authority Kurt Lewin’s
Leadership Style
1. Autocratic Leadership

• Autocratic leaders make decisions without referring

to their staff members, even if their contribution
would be valuable.
• Autocratic can be appropriate when you need to
make decisions quickly, when there’s no need for
staff suggestions, and when staff agreement isn’t
necessary for a positive outcome.
• This autocratic leadership style can be demoralizing,
and it can lead to non-attendance and staff turnover.
 2) Democratic Leadership
• Democratic leaders make the final decision, but they include team
members in the decision-making procedure.
• These type of leaders encourage creativity, and people are often
engaged in projects and decision development.
• As a result, staff members tend to have job satisfaction and high
efficiency.
• This leadership is not always an operative style to use, but used,
when you want to make a quick decision.
3) ‘Laissez-Faire Leadership
• Laissez-Faire leaders give their staff members a lot of
freedom in how they conduct their work, and how they set
their targets.
• These leaders provide resources and advice if the staff
needs, but otherwise they don’t get involved.
• This self-sufficiency can lead to high job satisfaction, but it
can be damaging if staff members don’t manage their time
well, or if they don’t have the knowledge, right skills, or self-
motivation to do their work successfully.
• ‘Laissez-faire leadership can also occur when managers don’t
have control over their work and their people’.
• Eg: like employees working in IT firms
• Autocratic leadership (mostly used) and Democratic (least preferred)
leadership work in Subway and Nando’s.
 Management : Leadership

Management is doing things right…

• Efficiency

Leadership is doing the right things!

• Effectiveness

Peter F. Drucker, father of modern management

Leadership
&
Motivation
Session 02
16 Feb 2021
Some recommended Books to study during
the course
• https://www.healthknowledge.org.uk/sites/default/files/documents/t
eaching/leadershipandm/LeadershipWorkbook.pdf
• https://cjr.ufv.ca/wp-content/uploads/2018/02/Essentials-of-Leaders
hip-book-2nd-Ed-web.pdf
 Five Key Differences Between Transactional And Transformational
Leadership :

• Transactional leadership reacts to problems as they arise, whereas transformational leadership is more
likely to address issues before they become problematic.
• Transactional leaders work within existing an organizational culture, while transformational leaders
emphasize new ideas and thereby “transform” organizational culture.
• Transactional leaders reward and punish in traditional ways according to organizational standards;
transformational leaders attempt to achieve positive results from employees by keeping them invested in
projects, leading to an internal, high-order reward system.
• Transactional leaders appeal to the self-interest of employees who seek out rewards for themselves, in
contrast to transformational leaders, who appeal to group interests and notions of organizational success.
• Transactional leadership is more akin to the common notions of management, whereas transformational
leadership adheres more closely to what is referred to as leadership.
Transformational Leaders Around The Globe

Bill Gates Jeff Bezos Mark Zuckerberg Elon Musk

(Cofounder Microsoft) (CEO (Cofounder Facebook) (Founder Spacex)
Amazon)

Steve Jobs
(Ex CEO Apple)
 Transactional Leaders Round The Globe
• Many high-level members of the military, CEOs of large international
companies, and personal/professional coaches

• Howard Schultz took charge of Starbucks in the 1980s and turned

a regional coffee company into one of the world's top brands.

• Schultz expanded Starbucks from 11 stores to more than 30,000

worldwide and made it a social hub for many Americans.
 Other
Common
Leadership
Styles
What are Leadership Theories?

Leadership theories are schools of thought brought forward to explain how and why
certain individuals become leaders. The theories emphasize the traits and behaviors
that individuals can adopt to boost their own leadership abilities.
 Key Leadership Theories
1. Great man theory
Leaders are born with just the right traits and abilities for leading – charisma, intellect, confidence, communication skills, and social skills).

2. Trait theory
Defines characteristics of different leaders – both the successful and unsuccessful ones)

3. Contingency theory
Emphasizes different variables in a specific setting that determine the style of leadership best suited for the said situation. It is founded on the principle that no
one leadership style is applicable to all situations.)
Renowned leadership researchers hodgson and white believe that the best form of leadership is one that finds the perfect balance between behaviors, needs,
and context.
Good leaders not only possess the right qualities but they’re also able to evaluate the needs of their followers and the situation at hand. In summary, the
contingency theory suggests that great leadership is a combination of many key variables.

4. Situational theory
No one leadership style supersedes others. The theory implies that leadership depends on the situation at hand. 
Paul hersey and leadership guru ken blanchard, the situational theory blends two key elements: the leadership style and the followers’ maturity levels.

5. Behavioral theory
Focus is on the specific behaviors and actions of leaders rather than their traits or characteristics. The theory suggests that effective leadership is the result of
many learned skills.)
 Trait Theory
Trait Theory developed as a consequence of the Great Man Theory, whereby several authors tried to identify the innate
traits of successful leaders. The psychologist Ralph Stogdill challenged the idea of some innate traits, and in 1948 wrote a
paper analysing over 100 articles on the topic, essentially casting doubt that innate traits can be identified. Out of his
analysis, 27 different areas where identified:

Traits
Age Initiative, persistence, Responsibility Happiness, Intelligence Judgement and Social activity and
ambition, desire to sense of decision (US- mobility
excel humour English, judgment)

Dominance Weight Appearance Self-confidence Academic Social and economic Insight (self,
results status others, wider
environment)
Height Physique, energy, Integrity and Fluency of Emotional Knowledge Originality
health conviction speech stability and
control
Energy, daring and Adaptability Social skills Popularity, Introversion- Cooperation
adventurousness (sociability, prestige Extraversion
tact)

• therefore, suggested that leadership is the result of the interaction between the individual and the social situation and
not merely the result of a predefined set of traits.
• Thus Personal traits alone are not indicators of effective leadership and need to be complemented by specific abilities
and motivators.
 Fiedler's Contingency Theory of Leadership states that your effectiveness as a leader is determined by how well
your leadership style matches the situation. 

Path-Goal model:
• theory based on specifying a leader’s style or
behavior that best fits the employee and work
environment in order to achieve a goal. 
• The goal is to increase an employee’s motivation,
empowerment, and satisfaction so they become
a productive member of the organization. 
• Employee satisfaction is contingent upon the
leader’s performance as both a facilitator and
coach and rewards their employees for effective
performance. 
• The original Path-Goal theory
identifies achievement-
oriented, directive, participative,
and supportive leader behaviors rooted in four (4
styles).
 Vroom-Yetton Model
• Vroom–Yetton contingency model is a situational leadership theory of industrial and
organizational psychology developed by Victor Vroom, in collaboration with Phillip Yetton (1973)
and later with Arthur Jago (1988).
• The situational theory argues the best style of leadership is contingent to the situation.
• It focuses on varying degree of participative leadership and how each level of participation
influences quality and accountability of decision
Hersey-blanchard Model (Situational Leadership Mode/ Adaptive Leadership Style)

Significance

• suggests no single leadership style is better than

another
• The model suggests managers adapt their
leadership style to tasks and relationships in the
workplace.
• take charge of their followers based on the
acumen, understanding and context of the group. 
• Disadvantage:
• put too much responsibility on the manager, whose
decisions may be flawed. 
“Life Cycle Theory Of Leadership” (Hersey And Blanchard, 1969)
(learning content)
 Transpersonal Leadership
(Leadership Beyond EGO)
• Derives from the work john knight (knights, 2011)
• Leaders who operate beyond the ego while continuing personal development
and learning. They are radical, ethical, and authentic while emotionally
intelligent and caring.
• The core idea is that, today, “successful leaders recognise that leadership has
moved on from being authoritative, hierarchical and pace-setting to becoming
a distributed leadership underpinned by an ethical, caring, sustainable and
performance enhancing culture.
• Only transpersonal leaders who are themselves emotionally intelligent,
ethical, caring, authentic and lead beyond their ego can enable and maintain
this kind of culture.”
• The model is about balancing three different types of intelligence (and thus
individual capabilities). Rational, spiritual and emotional.
• The sweet spot of transpersonal leadership means that the leader is at the
same capable of enhancing performance, ethical, but also caring and thinking
in sustainability terms.

• Leading beyond the ego. How to become a transpersonal leader (knights, grant
and young, 2018).
 Best Leadership Assessment Tools 
understanding and developing a person’s leadership capability in number of areas

Test Indicators Significance

1 DISC profiling
Dominance (task-oriented and active)
Influence (people-oriented and active)
Steadiness (people-oriented and reserved)
Compliance (task-oriented and active)
Indication of how a team member tends to
approach a problem, how they are likely to
react to a challenge and what the best way to
communicate with them is.
• Simple and intuitive 
• Quick and easy leadership assessment tool
to use with a large group of people.
•  Measures observable behaviour. 
• More people-oriented or more task-
oriented and whether you are more
reserved or active. 

2. Myers-briggs type indicator (MBTI) • Team-building purposes,

Extroverted (E) vs introverted (I)
Sensing (S) vs intuition
Thinking (T) vs feeling (F)
Judging (J) vs perceiving (P)
Personality test based on C. Jung
and I. Briggs Myers 
16 different personality types.
• Oldest test
• People usually forget their personality type
•  Learning about yourself, your motivation,
identifying recurring patterns in your life,
discovering personal features
16personalities
of MBTI
 360 Degree Feedback
A 360-degree feedback is where your raters include
people at all levels of relationship with you, i.e. bosses,
peers/colleagues, as well as direct reports. 
Multifactor Leadership
Questionnaire
(learning content)
Key Points
(learning content)

• Leadership is the process by which an individual motivates others and mobilizes

resources to achieve a goal.
• Leadership is both a set of behaviors that can be learned and a set of traits that
can be nurtured.
• Leadership is a relationship between followers and those who inspire and provide
direction for them. It involves emotional ties and commitments.
A Blended Approach to Leadership
• The Multifactor Leadership Questionnaire is used in diagnosing leadership styles
and for developing leadership.
 Difference between Leaders and Managers
(learning content)

• Key Points
• Many view leaders as those who direct the organization through vision and inspiration;
managers are results-oriented and more focused on task organization and efficiency.
• Managers sustain current systems and processes for accomplishing work, while leaders
challenge the status quo and make change happen.
• Such distinctions may create a negative concept of managers. “Leader” brings to mind
heroic figures rallying people together for a cause, while “manager” suggests less
charismatic individuals focusing solely on efficiency.
• Key Terms
• management: The act of getting people together to accomplish desired goals and
objectives using available resources efficiently and effectively.
• leadership: A process of social influence in which one person enlists the aid and support
of others in accomplishing a common task.
Risks Associated with
Leadership Styles
and Management
Practices
(learning content)
 Leadership Challenges in 21 Century
(learning content)

https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2019/21st-century-leadership-challenges-and-development.html
Case Study 1 ( 05 marks)

Read the article and share key finding in half page report

• 21st-century-leadership-challenges-and-development
Assignment #1 (05 marks )
• Read the article and describe the leadership style of Howard Schultz and
attributes he possess?

https://www.cnbc.com/2019/10/16/how-howard-schultz-conquered-self-doubt-to-
build-starbucks.html
Leadership & Motivation
Session 03
23 Feb 2021
 Emotional Intelligence

• The term emotional intelligence was coined

by two researchers, Peter Salavoy and John
Mayer in their article “Emotional
Intelligence” in the journal Imagination,
Cognition, and Personality in 1990.
• Recognize, understand and manage our
own emotions and;
• Recognize, understand and influence the
emotions of others.
• It was later popularized by Dan Goleman in
his 1996 book Emotional Intelligence.

https://raywilliams.ca/emotional-intelligence-critical-great-leadership/
https://hbr.org/2017/02/emotional-intelligence-has-12-elements-which-do-you-need-to-work-on
How EI helps us in daily life??
• At a personal level, emotional intelligence helps us:
• Have uncomfortable conversations without hurting feelings
• Manage our emotions when stressed or feeling overwhelmed
• Improve relationships with the people we care about
• At work, emotional intelligence can help us:
• Resolve conflicts 
• Coach and motivate others
• Create a culture of collaboration
• Build psychological safety within teams
• Summary:
• Your EQ Could Matter More Than Your IQ, Especially at Work
• Emotional Intelligence is a Skill that can be Learned and Measured
Reference site:
https://raywilliams.ca/emotional-intelligence-critical-great-leadership/
Reference site:
https://raywilliams.ca/emotional-intelligence-critical-great-leadership/
Reference site:
https://raywilliams.ca/emotional-intelligence-critical-great-leadership/
 Emotional Intelligence Helps Leaders To Adapt
According to the Harvard Business Review, emotional intelligence is a key leadership skill.
for a leader to truly be effective, they must be masterful at managing their relationships in a positive
way.
Being a leader of a group of people is to have a very important relationship with those people.

Characteristics of Great Leaders

• They work to inspire and motivate those around them
• They focus on collaboration between team members, which creates synergy and a better experience for
employees
• They “walk the talk,” or act with integrity and honesty with every team member
• They build trust, which stems from consistently acting with integrity and honesty
• They develop and support others, and they always celebrate the successes of their employees and
encourage them to learn more and develop their skills
• They always build relationships, which communicates that each team member is valued, and that their
concerns are important and will be addressed.
Reference site:
https://raywilliams.ca/emotional-intelligence-critical-great-leadership/
 Difference between Coaching, Mentoring , Facilitating
Training …
Training
It is like an educating or teaching.
They have expertise in a given area and teach you how
it’s done.
Coaching:
coach usually provides counsel 1:1.
ask questions and listen.
use a discovery process to help you navigate your strengths and
opportunities by using specific tools and techniques, the results
are unique to each client.
Mentoring:
Involves telling mentee how to do what he/she has
accomplished in past.
Facilitation:
A facilitator is a person who helps a group of people to work
together better, understand their common objectives, and plan
how to achieve these objectives, during meetings or
discussions. 

https://coach2reach.com/coaching-vs-mentoring-vs-training-vs-facilitation/
What is Coaching and Mentoring ??
What is Coaching and Mentoring ??
Difference between Coaching, Mentoring , Facilitating
Training …