OB Presentation

BBA –G semester 4
Group Members
• Usman Paracha
• Tayyab Bilal
• Tanveer Ahmed
• Zargul Khan
• Zabiullah
Topics Distribution

Usman Paracha --- Leadership vs Management

Tayyab Bilal ---Different Leadership styles

Zargul Khan--- Attributes of great leaders

Tanveer Ahmad--- Leadership and OB

Zabiullah--- Role of leadership in chnage

Leadership
Leadership vs Management
Management
• Management is
generally defined as the
process of planning,
organizing, directing, and
controlling the activities of
employees in combination
with other resources to
accomplish organizational ob
jectives.
Usman Paracha
Leadership
Leadership can be defined as
the ability of the management to
make sound decisions and
inspire others to perform well. It
is the process of directing
the behavior of others towards
achieving a common goal. In
short, leadership is getting
things done through others.
Management

• Planning
• Organizing
• Leading
• Control

Usman Paracha
Leadership

Usman Paracha
Leader VS Manager

Usman Paracha
Leaders vs Managers

USMAN PARACHA
Distinctions of Leadership vs
Management
Managers are concerned with the Leaders look to the future.
present

USMAN PARACHA
Leadership vs Management
Managers make sure details are • Leaders set broad purposes and
taken care of.
directions.

USMAN PARACHA
Leadership vs Management
Managers exercise control to Leaders create commitment that things may
work together.
make sure that things work well.

USMAN PARACHA
Leadership vs Management
Managers solve today’s problems Leaders creates a better future by seizing
opportunities stimulated by changing events.
by addressing difficulties caused
by changing events.

USMAN PARACHA
Leadership vs Management
Managers focus on the Leaders focus on the product.
process

USMAN PARACHA
Leadership vs Management
Managers focus on problem
behavior and try to improve it
Leaders focus on what is
through counseling, coaching and right and praise it.
nurturing.

USMAN PARACHA
Leadership vs Management
Managers make sure Leaders inspire people to
people put in an honest do their best.
day’s work for their pay.

USMAN PARACHA
Leadership vs Management
Managers organize and Leaders create a vision of
plan to meet this year’s the years down the road
objectives.

USMAN PARACHA
Leadership vs Management
Managers create efficient Leaders go beyond the need for
policies and standard operating standard procedures and create
procedures. a more efficient system
Managers create efficient
policies and standard operating
procedures.

USMAN PARACHA
Leadership vs Management
Managers focus on efficiency. Leaders focus on effectiveness

USMAN PARACHA
Warren Bennis
• “Managers do
things right.
• Leaders do the right
things.”

Usman Paracha
According to Bennis…

1. Managers administer- Leaders innovate.

2. Managers maintain- Leaders develop.
3. Managers control- Leaders inspire.
4. Managers have a short-term view- Leaders, a long-term view.
5. Managers ask how and when- Leaders ask what and why.
6. Managers imitate- Leaders originate.
7. Managers accept status quo- Leaders challenge it.

Usman Paracha
DIFFERENT LEADERSHIP
STYLES

Tayyab Bilal
AUTOCRATIC STYLE
Autocratic leadership is a management style where in one
person controls all the decisions and takes very little inputs
from other group members.
This type of leadership style is only effective in organizations
where the nature of work requires quick decision-making.

Tayyab Bilal
AUTOCRATIC STYLE
ADVANTAGES
• Time spent on making crucial
decisions can be reduced.
• Chain of command can be
clearly emphasized.
• Mistakes in the implementation
of plans can be reduced.
• Using authoritarian leadership
style creates consistent results.
Tayyab Bilal
DISADVANTAGES
• A very strict leadership style can
sometimes lead to employee rebellion.
• It kills employee creativity and
innovation.
• It reduces group synergy &
collaboration.
• Group input is reduced dramatically.
• Authoritarian leadership increases
employee turnover rate.
 DEMOCRATIC
STYLE
Democratic leadership, also known as
participative leadership or
shared leadership, is a type of leadership
style in which members of the group take a
more participative role in the decision-
making process.

Tayyab Bilal
DEMOCRATIC STYLE

ADVANTAGES
• It increases employee motivation
and job satisfaction.
• It encourages use of employee
creativity.
• A participative leadership
style helps in the creation of a
strong team.
• High level of productivity can be
achieved.
Tayyab Bilal
DISADVANTAGES
• Decision-making processes become
time-consuming.
• Leaders have a high probability of being
apologetic to employees.
• Communication failures can sometimes
happen.
• Security issues can arise because of
transparency in information sharing.
• Poor decisions can be made if the
employees are unskilled.
DELAGATIVE
STYLE

A delegative leader will provide the

necessary tools and resources to
complete a project and will take
responsibility for the group's
decisions and actions, but power is
basically handed over to the group.

Tayyab Bilal
DELAGATIVE STYLE

ADVANTAGES
• Experienced employees can take
advantage of their competence
and experience.
• Innovation & creativity is highly
valued.
• Delegative leadership creates a
positive work environment.
DISADVANTAGES
• Command responsibility is not
properly defined.
• Delegative leadership creates
difficulty in adapting to change.

Tayyab Bilal
 TRANSFORMATION
AL LEADERSHIP

Transformational leadership is
a leadership style in
which leaders encourage,
inspire and motivate
employees to innovate and
create change that will help
grow and shape the future
success of the company

Tayyab Bilal
TRANSFORMATIONAL STYLE
ADVANTAGES
• It leads to a lower employee turnover rate.
• Transformational leadership places high
value on corporate vision.
• High morale of employees is often
experienced.
• It uses motivation and inspiration to gain
the support of employees.
• It is not a coercive approach to leadership.
• It places high value on relationships.
Tayyab Bilal
DISADVANTAGES
• Leaders can deceive employees.
• Consistent motivation and constant
feedback may be required.
• Tasks can’t be pushed through
without the agreement of
employees.
• Transformational leadership can
sometimes lead to the deviation of
protocols and regulations.
TRANSACTIONAL STYLE

Transactional leadership is
defined by control,
organization, and short-term
planning. Leaders who adopt
this style rely on a system of
rewards and punishment to
motivate their followers.
Rewards and punishments are
motivating for followers.

Tayyab Bilal
TRANSACTIONAL STYLE

ADVANTAGES DISADVANTAGES
• Leaders create specific, measurable and • Innovation & creativity is
time-bound goals that are achievable for
employees. minimized.
• Employee motivation and productivity is • Empathy is not valued.
increased.
• Transactional leadership eliminates or • Transactional leadership creates
minimizes confusion in the chain of more followers than leaders
command. among employees.
• It creates a system that is easy to implement
for leaders and easy to follow by employees.
• Employees can choose reward systems

Tayyab Bilal
ATTRIBUTES OF GREAT
LEADERS

Zargul Khan
DRIVE
• HIGH EFFERTS
• High desires for achievements
• Ambitious
• Energetic
• Persistent in activities and take initiatives.

Zargul Khan
DESIRE TO LEAD
• Leaders have a strong desire to influence and lead others. They
demonstrate the willingness to take responsibility.

Zargul Khan
RISK TAKERS
• Risk taking is essential trait of great leaders. Despite of knowing that their could be
devastating consequences, leaders are willing to take risk because of increased
finance, motivation and trustworthy team.
• Leaders are willing to take both individual and organizational risks:
• One mistake of a leader could cause a huge to an organization,
• Leaders do take personal risks, that include;
physical risk
financial risk
reputational risk
accountability risk
risk of failure
Zargul Khan
integrity
Refers to “being honest, reliable and trustworthy.”

-Credibility
-Committed
• meet deadlines,
• keep their promises,
• they phrase what they do,
• Refrain from short cuts and false statements.
• Do not compromise on honesty, trust, and their principles.
Zargul Khan
Self confidence
• Almost all leaders are self confident.
• Since They believe in their set of skills and competencies, They do
have some self esteem.
• It is self confidence that give them wings of taking full responsibility,
setting high goals, taking risks and make decisions.
• Leaders do have emotional episodes and set backs but they know
how to handle stress and anxiety.
• Take decisions with composed mind.

Zargul Khan
intelligence
• Leaders are responsible for tasks such as developing strategies,
motivating employees, and problem solving, so they should
be intelligent enough to gather, interpret and synthesize large amount
Of information, create vision , solve problems and make right decisions.

• Both IQ and EQ are equally important.

Zargul Khan
 • Effective leaders have a high degree of
Relevant knowledge about company, industry and
technical matters. In-depth knowledge
knowledge allows leaders to make well-informed
decisions and to understand the
implications of those decisions.

Zargul Khan
Extraversion
• social
• Assertive
• Energetic and Talkative
• Rarely silent

Zargul Khan
Leadership and OB
Tanveer Ahmad
4th Semester, Section G

Tanveer Ahmad
• TOPICS TO BE COVERED

• Trait Theory of Leadership

• Behavior Theory of Leadership
• Contingencies Theory of Leadership

Tanveer Ahmad
•What’s Leadership ?

•According To Peter Drucker: “The only definition of a leader

is someone who has followers.”

•Bill Gates:
•“As we look ahead into the next century, leaders will be
those who empower others.”

•Definition:
•“Leadership is a process of social influence, which maximizes
the efforts of others, towards the achievement of a goal.”

Tanveer Ahmad
• TRAIT THEORY OF LEADERSHIP

• • Successor of “Great Man” Theory of Leadership

• • Big Assumption:
• “ Leaders such as Abraham Lincoln or Mark Zuckerberg were born with inborn ability to lead.”

• What’s Trait Theory ?

• • Leadership Traits are innate.(Big 5 Model Traits)
• • Developed through Experience and Learning
• • Focuses on Personal Qualities and Characteristics.
• • Critics: “Too simplistic & futile.”

Tanveer Ahmad
Tanveer Ahmad
•Indra Nooyi – CEO PepsiCo.
•
• • Traits that make her a Great Leader:
• • Sociable
• • Agreeable
• • Emotionally Stable
• • Open to Experiences
•
• • Results of Such Personality Traits:
• • Excellence in Job Performance
• • Successful Career
• • One of the most Powerful Women in Business

Tanveer Ahmad
• Behavioral Theories

• Theories that attempt to isolate behaviors that

• differentiate effective leaders form ineffective leaders.
Tanveer Ahmad
Ohio State Studies

Research began at Ohio state university in late 1940’s

To identify independent dimensions of leader behavior

Resulted in two dimensions:

• Initiating structure
• Consideration

Tanveer Ahmad
• Conclusions of Ohio State Studies

• Higher on one dimension does not

mean low on another
• Followers of leaders high in
consideration were more satisfied,
motivated and had respect for their leaders
• Leaders high in initiating structure
increased organization’s productivity and
performance
Tanveer Ahmad
 • Michigan Studies
• Objective
• To locate behavioral
characteristics of leaders that
appeared to be related to
measure
• of performance effectiveness
• Came up with two-
dimensions of leadership
behavior
• • Employee-oriented
• • Production-oriented

Tanveer Ahmad
 •Conclusions of Michigan Studies

• Employees favored leaders

who were employee oriented in
behavior

• Recommended only one

dimension important for manager
to be successful
• i.e. employee oriented
leaders

Tanveer Ahmad
• The Managerial Grid

• • Developed by Blake and Mouton

• • Based on “ concern for people “ and “ concern for production “
• • Does not specify why a manger falls into one part or another grid

Tanveer Ahmad
Tanveer Ahmad
Tanveer Ahmad
• Contingency Theory

•Supposes that a leader’s effectiveness is contingent on whether or not

their leadership style suits a particular situation. According to this theory,
an individual can be an effective leader in one circumstance and an
ineffective leader in another one.

Tanveer Ahmad
•Leadership in Organizations

• • Transactional Leaders
• Leaders who guide or motivate their followers in the direction
• of established goals by clarifying role and task requirements.

• • Transformational Leaders
• Inspire followers to transcend their own self-interests for the
• good of the organization; they can have a profound and extraordinary
• effect on followers.

Tanveer Ahmad
•Finding & Creating Effective Leaders

•• Selection Process
• -Extraversion, conscientiousness and openness to experience

•• Training
• - Developing situational-analysis - Executive Leadership
programs

Tanveer Ahmad
 •THANK YOU
•ANY QUERY ?

Tanveer Ahmad
 Role of leadership in change

The leader not managing the change but its all about managing the follower,
employee, subordinate to adopt the change

Manage the change or it will manage you even it will kick you out from the market

Zabiullah
 Six Roles of Leader During Change

Success depend on leader

Leader plan while manager implement

Zabiullah
 Sponsor

• Act as advocate and representative

• Leader is champion and use political capital
Six Roles of
Leader during Role model

change • Influential profile and pioneer

• Encourage employee for consistency

Make Decision

• Authority to allocate resources and make decision

• Control the action moving forward
• set priority that support change

Zabiullah
 Communicate

Six roles • Share information

leader during • Transparent and consistent

change
Engage

• Motivate employee
• Create sense of urgency
• Show commitment, passion and offer recognition
• Provide comfort zone for employee

Zabiullah
 Hold Accountable

Six roles of • Accountable for change

leader
• Understand the underlying reason
• Remove obstacle
• Make it fair to adopt the change

during To what extent roles support the change

change

Zabiullah