Effective

Leadership and
Strategic Planning
 Why do People aspire to be Leader?

• • For the Challenge

For Power
• To get
• For Glory recognition
• For Wealth • To get respect
• For Prestige • To take control /
• For self-fulfillment give direction
• To be in charge

Dr. M.D. Lawrence, MMCC, Pune

 Leadership qualities
• Honesty • Friendly
• Enthusiasm • Motivation
• PMA • Compassion
• Confidence • Integrity
• Patience • Character
• Discipline • Dedication
• Persistance • Humble

Dr. M.D. Lawrence, MMCC, Pune

• Loyalty • Organised
• Goals • Dependable
• Common Sense • Decisive
• Knowledge • Good Listener
• Hard Work • Communication
• Self Respect • Learner
• Loving • Empathy
• Humour

Dr. M.D. Lawrence, MMCC, Pune

 The Tasks of Leadership
• Listening : The Basis of Effective Leadership

• Collaboration : The How of Leadership

• Responding To Needs : The secret of Leadership

• Influencing Values : The Dynamics of Leadership.

Dr. M.D. Lawrence, MMCC, Pune

• Integrity : The Courage of Leadership

• Generativity : The Mature, Relational Leader

• Compassion : The Heart of Leadership

• Joy and Hope : The Qualities of Leadership

• Vision : The future dimensions of Leadership

Dr. M.D. Lawrence, MMCC, Pune

 Strategy -1
RELATE WITH YOURSELF
and KNOW YOUR ROLE.
• As a leader, the most important earthly
relationship you can cultivate is : “your
relationship with yourself”
• Leadership develops daily – not in a day.
• Leadership ability determines a personal
level of effectiveness.
• People naturally follow leaders stronger by
themselves.
• Anyone can steer the ship but it takes the
leader to chart the course.

Dr. M.D. Lawrence, MMCC, Pune

 Leadership and People
Management
❖ Leadership is not tickling people but
clicking with people.
❖ Leadership is not isolating yourself from
people but insulating with people.
❖ Leadership is not preying on people but
praying with them.
❖ Leadership is not power management
but people management.
Dr. M.D. Lawrence, MMCC, Pune
“ LEADERSHIP IS NOT
SOMETHING YOU DO TO THE
PEOPLE
IT IS SOMETHING YOU DO
WITH PEOPLE ”

Dr. M.D. Lawrence, MMCC, Pune

Strategy – 3
To Know what do good leaders
do?
Leaders do the right things
Leaders make everyone feel valuable
Leaders know what to do next
Leaders grow leaders
Leaders network with other leaders
Dr. M.D. Lawrence, MMCC, Pune
Leaders are willing to take a risk
Leaders are inspirational in style
Leaders forgive quickly
Leaders are good communicators
Leaders understand people
Leaders are enthusiastic about the future
Leaders accentuate the positive
Leaders are learners
Dr. M.D. Lawrence, MMCC, Pune
• Leaders seek the collective wisdom of
the team.
• Leaders share success with the team
• Leaders accept pain and disappointment
in stride
• Leaders create atmosphere
• Leaders acknowledge the potential of
others
Dr. M.D. Lawrence, MMCC, Pune
• Leaders take time for recreation and fun
• Leaders solve problems others fear
• Leaders are supportive
• Leaders have a sense of humour
• Leaders aim for excellence
• Leaders love to celebrate
• Leaders lead people, not institutions
• Leaders are listeners
Dr. M.D. Lawrence, MMCC, Pune
• Leaders value time
• Leaders prioritize tasks to be done
• Leaders are credible
• Leaders put actions to their ideas
• Leaders are decision makers
• Leaders love people
• Leaders always involve others
• Leaders think creativity
Dr. M.D. Lawrence, MMCC, Pune
• Leaders are goal – driven
• Leaders are team builders
• Leaders focus on the mission
• Leaders understand role definition
• Leaders are willing to ask forgiveness
• Leaders multiply their effectiveness by
training potential leaders
• Leaders value team diversity
Dr. M.D. Lawrence, MMCC, Pune
• Leaders know how to evaluate their
efforts
• Leaders celebrate the special days of
team members
• Leaders seek to understand chemistry
• Leaders select team members who work
well with other
• Leaders soar like eagles
Dr. M.D. Lawrence, MMCC, Pune
What is strategic leadership?
A leadership strategy is a map that aligns
investments in leadership development with
the strategy, goals, and aspirations of the
business. A leadership strategy is a map that
aligns investments in leadership
development with the strategy, goals, and
aspirations of the business.
Behavioral complexity
What is strategic
• Leaders leadership?
who have a broad range of role
behaviors are more likely to be effective.

Cognitive complexity
• Leaders who process information differently
and perform certain tasks better than less
cognitively complex persons.
Figure 14.5. Boal and Hooijberg’s Model
of Strategic Leadership
 Strategic leadership principles

• Higher expectations and pressure on improved results;

• Higher levels of complexity and ambiguity;
• Increased information overload;
• Incompatible and even contradicting information;
• And a variety of opinions and perspectives…..

…require effective leadership and leaders who stretch

their ‘glass ceilings of leadership’ on permanent basis
 How do you lead
organizational change?
• Change leadership
• Deals with the idea that an organization must
master the challenges of change while creating
a satisfying, healthy, and effective workplace
for its employees.
 How do you lead
• organizational
Transformational change?
change

• Radically shifts the fundamental character of an

organization.

Incremental change
Builds on the existing ways of
operating, to enhance or extend them
in new directions.
 How do you lead
organizational change?
• Unplanned change
• Spontaneous, and without a change agent’s
direction.
• Planned change
• Intentional, and occurs with a change agent’s
direction.
 How do you lead
organizational change?
Unfreezing
⮚ The situation is prepared for a change.
⮚ Encourages the replacement of old behaviors and
attitudes with new behaviors.
⮚ Entails devising ways to reduce barriers to change.
 How do you lead organizational change?
Changing
•Specific actions are taken to create change.

•Helps employees learn new concepts or points of view.

•Role models, mentors, experts, benchmarking results, and

training are useful mechanisms to facilitate change.

 How do you lead organizational change?
Refreezing
• Changes are reinforced and stabilized.
• Leader (change agent) integrates the changed
behavior or attitude into the normal way of doing
things.
• Coaching and modeling help reinforce the
stability of change.
 What is change leadership?
Why people resist change
• Resistance to the change itself.
• Resistance to the change strategy.
• Resistance to the change agent.
 Strategic leaders take a dialectical
approach

Presenting opposite perspectives frame the full set

Range of ideas of views that exist on the topic

The ´contrast function´ of opposite ideas is that it

Points of contention brings points of contention into sharper focus

The ´integrative function´ of presenting opposite

Stimulus for bridging ides is that it stimulates readers to seek a way of
getting the best of both worlds

The ´generative function´ of presenting opposite

Stimulus for creativity ideas is that it stimulates innovative ideas
Case Study
Steve Jobs v/s Tim Cook
 Leadership Style Analysis
• Direct Leadership:
• Steve Jobs was more of a direct leader who himself had control and influence over all
the employees. Even for the outside world, Jobs was the only face of Apple.
• Autocratic:
His urge for control resulted in an autocratic way of decision making
most of the times. He had a flat and centralized organizational structure
whenever he was involved in the game.
 Leadership Style Analysis
• Internal Locus of Leadership:
• The leader, the followers and the situation was
all driven by Steve Jobs and his inner drive for
innovation and technology.

• Intra-Individual Process:
The whole company Apple was guided by the processes
occurring within one charismatic individual who could smartly
drive everyone around him in his own ways.
 Leadership Style Analysis
• Personalized Power Orientation:
• The first thing Jobs would do anywhere or with anyone is
to assume to power and control of the situation or discussion.

• Technical & Conceptualizing Skills:

Jobs was brilliant in technical aspects where he accepted nothing but the best
and also had remarkable conceptualizing skills. It was him who conceptualized
to change the whole music scene of the world where a computer could play and
perform live music instead of people. Musicians including his own girlfriend
believed this was not possible and this actually turned out to be true with the
whole electro music revolution.
 Leadership Style Analysis
• Weak inter-personal skills:
• He was not particularly good with people around him in office. He would
reprimand anyone impulsively without even thinking. He would claim
someone’s hard work as stuidity. But the people around him had come to
know the bi-polarity that exists for him according to which things are either
the best or the worst.

• Technical & Conceptualizing Skills:

Jobs was brilliant in technical aspects where he accepted nothing but the best and also
had remarkable conceptualizing skills. It was him who conceptualized to change the
whole music scene of the world where a computer could play and perform live music
instead of people. Musicians including his own girlfriend believed this was not
possible and this actually turned out to be true with the whole electro music
revolution.
 Task Motivated Leader
• Relationships and people did not inspire Jobs much. He was
more of a task motivated leader who achieved self-esteem by
completing work.

• He always focused on task more than people and was generally

very harsh to failing or even slightly lower than the best
category of employees.

• He thoroughly enjoyed detailing in developing his products

and everything else and considered competence as the only
major trait in a person.
 Leadership Analysis
• Cook, on the other hand, continues to seek to achieve
excellence at Apple, but he does so with a distinctly
different management style.
• He has made an immediate point to
stress transparency and teamwork within the Apple
organization. 
 Leadership Analysis

• Cook inspires his employees through an

open-door policy and by encouraging a
collaborative environment at Apple.
• Cook is straying from Jobs' cash-hoarding
habits by committing to return
 Thank you very much for your
participation and co-operation.
REMEMBER A LEADER IS A DEALER IN HOPE
WE HOPE TO KEEP INTERACTING.

Dr. M. D. Lawrence
5651410 (O), 6458557 (R)
E-mail : drmdlawrence@rediffmail.com

Dr. M.D. Lawrence, MMCC, Pune

THANK YOU…
Dr. M.D. Lawrence
Principal,
Marathwada Mitra Mandal’s College of
Commerce,
Pune – 411 004.

Dr. M.D. Lawrence, MMCC, Pune