Introduction: The Nature of

Leadership
Ali Arslan Zaki
 Leadership and SCM
 Managing Risks in Supply Chains.
 Supply Chain Diligence.
 Category Management in Procurement and
Supply.
 Regulatory Framework for Trade Harmonization
in International SCM.
 Mathematical Modeling in SCM*
 Software Simulations in SCM*
 Strategic Supply Chain Mgt.
 Supply Chain Finance.
 Contd….
 Business Research Methods focus on Supply
Chain Management.
 Inventory and Logistics Operations.
 Operations Management & Supply Chain.
 Contemporary Issues in SCM.
 Supplier Selection and Bid Evaluation.
 Negotiating and Contracting in Procurement
& Supply.
 Leadership is defined

 Leadership is "the behavior of an individual, , directing

the activities of a group toward a shared goal,"
(Hemphill & Coons, 1957, P9, 7)
 Leadership is "the influential increment over and
above mechanical compliance with the routine
directives of the organization:' (Katz & Kahn, 1978,
P9, 528)
 "Leadership is exercised when persons, , , mobilize, , ,
institutional, political, psychological, and other
resources. " (Burns,1978, pg, 18)
 Contd…

 "Leadership is a process of giving purpose

(meaningful direction) to collective effort, and causing
willing effort to be expended to achieve purpose"
(Jacobs & Jaques, 1990, P9, 281)
 Leadership "is the ability to step outside the culture ...
to start evolutionary change processes that are more
adaptive." (Schein, 1992, pg. 2)
 "Leadership IS the process of making sense of what
people are doing together so that people will
understand and be committed." (Drath & Palus, 1994,
p. 4)
 Contd…

 Leadership is "the process of influencing the activities

of an organized group toward goal achievement"
(Rauch & Behling, 1984, pg, 46)
 "Leadership is about articulating visions, embodying
values, and creating the environment within which
things can be accomplished," (Richards & Engle, 1986,
pg, 206)
 Leadership is "the ability of an individual to influence,
motivate, and enable others to contribute toward the
effectiveness and success of organization. ." (House
et aI" 1999, pg. 184)
 Direct VS Indirect Leadership
 Direct Leadership:
 Focus on behaviors used to directly influence
immediate subordinates.
 Holding meetings with small groups of
employees.
 Participating in activities involving employees
(e,g., attending orientation or training
sessions, company picnics).
 Contd…
 Indirect Leadership:
 Sending memos or reports to employees,
communicating by e-mail.
 Presenting speeches on television.
 Management Trainings.
 Technical sessions.
 Contd…

 Transferring vision through middle levels to

set their believes, values.
 Organization Culture understanding.
 On job training.
 Understanding on Compliance & ethics.
 Sequential Structure.
 Effective Communication.
 Management VS Leadership
Subject Management Leadership
Make up of Role Stability Change

Decision Making Makes Facilitates

Vision Short –term Long –term (Horizons)

Control Formal Influence Personal Charm- Charisma

Appeals to The Head The Heart

Culture Endorses Shapes
Action Reactive Proactive
Risk Minimizes Maximizes
Rules Makes Re-Shapes
 Contd…
Subject Management Leadership

Direction Existing Direction/ Keeps to status quo New Direction/

Challenges the norm

Values Results Achievement

Concern Doing the things right Doing the right things

Focus Managing Work Leading People

HR Subordinates Followers
 What Leader can Influence

 The motivation of members to achieve the objectives.

 The mutual trust and cooperation of members.
 The organization and coordination of work activities.
 The allocation of resources to activities and
objectives.
 The development of member skills and confidence.
 The learning and sharing of new knowledge by
members.
 Contd…

 The enlistment of support and cooperation from

outsiders.
 The design of formal structure, programs, and
systems.
 The shared beliefs and values of members.
 The choice of objectives and strategies to pursue.
Key Variables in Leadership Theories

 Characteristics of the leader:

 Traits (motives, personality, values).
 Confidence and optimism.
 Skills and expertise.
 Behavior.
 Integrity (honesty, behavior consistent with values)
 Influence tactics.
 Attributions about followers.
 Contd…

 Characteristics of the Followers:

 • Traits (needs, values, self-concepts).
 • Confidence and optimism.
 • Skills and expertise.
 • Attributions about the leader.
 • Trust in the leader.
 • Task commitment and effort.
 • Satisfaction with Job and leader.
 Contd...
 Characteristics of the Situation:
 Type of organizational unit.
 Size of unit.
 Position, power, and authority of leader.
 Task structure and complexity.
 Task interdependence.
 Organizational culture.
 Environmental uncertainty.
 External dependencies.
 National cultural values.
 Leadership Behaviors

Task-oriented Behavior.
Relations-oriented Behavior.
Changed Oriented Behavior.
Participative Leadership.
 Task-Oriented Behaviors

 Organize work activities to improve efficiency.

 Plan short-term operations.
 Assign work to groups or individuals.
 Clarify what results are expected for a task.
 Set specific goals and standards for task performance.
 Explain rules, policies, and standard operating
procedures.
 Direct and coordinate work activities.
 Monitor operations and performance.
 Resolve immediate problems that would disrupt the
work.
 Relations-Oriented Behaviors

 Provide support and encouragement to

someone with a difficult task.
 Express confidence that a person or group
can perform a difficult task.
 Socialize with people to build relationships.
 Recognize contributions and
accomplishments.
 Provide coaching and mentoring when
appropriate.
 Contd..

 Consult with people on decisions affecting them.

 Allow people to determine the best way to do a
task.
 Keep people informed about actions affecting
them.
 Help resolve conflicts in a constructive way.
 Use symbols, ceremonies, rituals, and stories to
build team identity.
 Recruit competent new members for the team or
organization.
 Change-Oriented Behaviors
 Monitor the external environment to detect threats and
opportunities.
 Interpret events to explain the urgent need for change.
 Study competitors and outsiders to get ideas for
improvements.
 Envision exciting new possibilities for the organization.
 Encourage people to view problems or opportunities in
a different way.
 Develop innovative new strategies linked to core
competencies.
 Encourage and facilitate innovation and
entrepreneurship in the organization.
 Contd…
 Encourage and facilitate collective learning in the
team or organization.
 Experiment with new approaches for achieving
objectives.
 Make symbolic changes that are consistent with a
new vision or strategy.
 Encourage and facilitate efforts to implement major
change.
 Announce and celebrate progress in implementing
change.
 Influence outsiders to support change and negotiate
agreements with them.
Shukria