Sustainable Leadership &

Organizations

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 Training Agenda
1. Definition of Leadership 5. Strategic Thinking in Leadership
2. Leadership Qualities
6. Organizational Change Strategy
3. Leadership Styles
4. The Nature of Strategic Action 7. Assignment 4
Leadership

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What is leadership?
Are leaders made or
born with this
skill?
 Introduction
Leadership is the action of leading a group
of people or leading an organization or
even a country.

Leadership is the art of motivating a

group of people to act toward achieving a
common goal.

This is conducted by, leading, influencing,

guiding, and commanding people. 8
 They are many definitions of
“Leadership.”

In this chapter will cover

three different definitions
from three pioneers in the
field of Leadership studies.

LEADERSHI
P
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 Definition #1 by Peter Drucker: "The only definition of a leader is
someone who has followers. To gain followers requires in fluence.”

Definitions of Definition #2 by John C Maxwell: "leadership is influence - nothing

Leadership more, nothing less.

Definition #3 by Warren Bennis: "Leadership is a function of knowing

yourself, having a vision that is well communicated, building trust
among colleagues, and taking effective action to realize your own 10
leadership potential."
Leadership deals with skills from his/her
experience, uses common sense and/or best
practice from previous situation. Therefore,
involving the leader, the followers and the
situation.

Leadership is an “ART” it is a unique factor. You

cannot have the two leaders with the exactly
the same leadership skills.

This is because this will depend on the

individual personality, experience, knowledge,
education and bringing up.

Leadership is science: can be learned and

taught.
 Are leaders made or born?
Majority of scholar stated that people
can become leaders through the
process of teaching, learning and
observation.

Leadership is a set of skills that can be

learned by training, perception,
practice and experience over time
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Leadership
Qualities
Leadership Qualities
Honesty and Integrity Confidence Inspire and influence

Commitment and Communicator Decision Maker

Passion

Accountability Delegation and Creativity and

Empowerment Innovation

Empathy Determination Emotional Intelligence

Humility Transparency Vision and Purpose

 As a leader, need to inspire and
motivate the followers by
setting a good example.

When the going gets tough, they

look up to their leader and see
how you react to the situation.

As a leader, should think

positive and this should be
visible through their actions.

Inspire and influence Leaders need to be cool, calm,

and collective (the three C’s) and
have their motivation level up.
 Leaders need to understand
how to influence, and motivate
others to be like them.

By achieving this, leaders can

overcome any current and
future challenge easily.

As John Quincy Adams (6th U.S.

President) stated “If your
actions inspire others to dream
Inspire and influence more, learn more, do more and
become more, you are a leader.”
 Power
The ability of one person
or department in an
organization to influence
other people to bring
about desired outcomes

Influence
The effect a person’s
actions have on the
Power VS influence attitudes, values, beliefs,
or actions of others
 • LEGITIMATE POWER
Authority to command, based on the
position

• REWARD POWER
Able to award positive, desired
outcomes

• COERCIVE POWER
Able to threaten, punish or harm

• EXPERT POWER
Influence based on knowledge and
information
Types of power • REFERENT POWER
Influence based on charisma,
identification and trust
 The quality of leadership relies
on Honesty and Integrity
without it, no real success is
possible.

Honesty and integrity are two

important
ingredients which make a good
leader.
Leaders succeed when they stick
to their values and core beliefs.

Honesty and Integrity Without ethics, moral principles

(respect), honesty, and integrity
leaders will not succeed.
 A leader needs to be
confident enough to ensure
followers follow the
commands.

Be having confidence you

also gain respect and trust
from followers.

Be aware that confidence

Confidence does not turn into
arrogance.
 A leader needs to be
passionate about their
vision and goals.

You need to be committed

and show the team the
your duties and
punctuation.

Commitment and Passion This willhelp a leader

to gain respect.
 A leader needs to
communicate their vision
effectively to the team and
be very clear on the
strategies to achieve the
goals.

Special words have the

power to motivate, inspire
people and make them do
Communicator the unthinkable.
 A leader needs to have the ability
to make the right decision at the
right time.

Decisions taken by leaders have a

profound impact on the followers.

A leader should think long and hard

before taking a decision but once
the decision is taken, stand by it.

As a leader it is recommended
before making decisions to consult
Decision Maker with the team – get them involved
and let them be part of the
decision making process.
 Make sure when goals are
achieved, the team is well
recognised for it – not YOU.

If things fail, don’t blame the

team, but blame the
strategy that you
implemented.

Arnold H Glasow (famous US

Businessman
stated, “…a and leader)
good leader
takes little more than his
Accountability share of the blame and little
less than his share of the
credit.”
 It is important for a leader to
focus on key responsibilities while
leaving the other tasks to others
by delegating to the “right
individuals”.

A leader needs to empower their

followers by delegating tasks and
give them a chance to proof
themselves.

If a leader micromanages the

team, it will develop a lack of
trust and more importantly, not
Delegation and have enough time to focus on the
important matters, as you should
Empowerment be.
 In order to get ahead in today’s fast-
paced world, a leader must be
creative and innovative at the same
time.

A leader needs to think outside the

box and determine unique ideas and
turn those ideas and goals into
reality.

Creative thinking and constant

innovation is what makes a leader
and the team stand out from the
crowd.

Creativity and Innovation Steve Jobs (CEO Apple) “Innovation

distinguishes between a leader and a
follower.”
 Leaders needs to have
empathy with the followers,
this will help to make a
closer connection.

Understanding the problems

of your followers and feeling
their pain is the first step to
become an effective leader.

With empathy a leader

Empathy needs to provide a solution
to the followers’ issues.
 Leaders need to be resilient,
optimistic, that is to have a
positive attitudes, irrespective
of how difficult the
circumstances might be.

While most people are busy in

complaining about the
problems, great leaders always
focus on solutions, not the
problems.

Leaders are resilience

Resilience/ Optimistic recovering by quickly
difficulties. from
 For a leader to increase their
influence, they need to
connect to the followers
emotionally, that is, emotional
intelligence.

With emotional intelligence,

leaders can control their own
emotions, which prevents
negative emotions from
influencing their
Emotional Intelligence making skills. decision-
 Emotionally intelligent leaders
are great at understanding
their emotions and care about
the feelings of their followers.

Leaders who have this

emotionally intelligent quality
not only handles conflict in a
better way but also play an
important role in conflict
resolution and have better
Emotional Intelligence social awareness.
Emotional Intelligence (EQ)
Emotional Intelligence (EQ) also known
as EQ (emotional quotient)

It is the ability to understand, use, and

manage your own emotions in positive
ways to relieve stress, communicate
effectively, empathize with others,
overcome challenges and defuse conflict

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Emotional Intelligence (EQ)
There are over 7 billion humans on this planet, each with
a unique blend of emotional intelligence, you included.

When you manage people, you need to consider the four

quadrants:
1. Self-awareness
2. Self-management
3. Social awareness
4. Ability (or inability) to manage relationships.

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Emotional Intelligence (EQ)

The four quadrants are all

interconnected (linked together).

Self-awareness and Self-

management are both about the
internal “YOU”.

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Emotional Intelligence (EQ)
Self-awareness: includes these three
big areas of 1. thoughts, 2. feelings,
3. body sensations.

Need to be aware of your thoughts,

the way you think, your feelings,
your body sensations – just observe
and be aware of yourself.

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Emotional Intelligence (EQ)
Self-management is the starting point for
any change you want to make within
yourself.

Self-management, then, is a matter of

conscious choice about what to say or not
say or what to do or not do.

The results will correspond accordingly.

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Emotional Intelligence (EQ)
Social awareness is about identifying social clues
(verbal, physical) to determine how others feel.

Taking others' perspectives.

Demonstrating empathy and compassion.

The ability to read clues is an essential ingredient in

being a successful manager.

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Emotional Intelligence (EQ)
Managing relationships helps businesses build
a relationship with their employees that, in
turn, creates loyalty.

Since employee’s loyalty and revenue are both

qualities that affect a company's revenue, and
profit.

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 A good leader should not
be arrogant or have pride
and needs to be modest.

A leader needs to focus

on team dynamics and
help others instead of
focusing on self
promotion -
recognition
Humility .
and
 A great strategy of any
leader to win trust, is to be
transparent.

By providing visibility to the

followers, they will buy into
the vision and provide
support with conviction in
achieving the goal.

It further provides
clarity, autonomy and
Transparency feel
make morethemempowered
while keeping them
engaged.
 Good leaders always has
a strong vision and
purpose.

Leaders need to make a

creative vision, articulate
the vision and strategies
to achieve the vision.

Vision and Purpose

360
Degree
Feedback
 Skills of Leaders
Leaders such as CEOs and head managers, need essential
leadership skills for the company’s success.

A 10 year study by Harvard Business Review found that

effective CEOs and head managers demonstrate the
following key six skills

i. Engaging stakeholders
ii. Great Communicator
iii. Adapting proactively
iv. Consistent and Reliable
v. Making fast and resolute decisions
vi. High emotional intelligence
Leadership Styles
 There are six
Leadership Styles

The six common Leadership Styles are:

i. Autocratic Leadership
ii. Visionary Leadership
iii. Affiliative Leadership
iv. Democratic Leadership
v. Pace-setting Leadership
vi. Coaching Leadership

One CEO can have a combination of these

above Leadership styles.
 Autocratic Leadership

Autocratic leadership is a management

style wherein one person controls all
the decisions and takes very little inputs
from other group members.

Autocratic leaders make choices or

decisions based on their own beliefs
and do not involve others for their
suggestion or advice.
 Visionary Leadership

A visionary leader is a person who

has a clear vision or idea of how the
future should look like.

They set out concrete steps to bring

their vision to life, and then they
lead a team of people to follow this
vision.
 Affiliative Leadership
An affiliative leader promotes harmony
among the team or followers and helps to
solve any conflict/s (ensure people come
first).

This type of leader will also build teams

that make sure that their followers feel
connected to each other.

This is a mutual leadership style that is all

about healing relationship and getting rid
of animosity (strong dislike, ill will, or
enmity)
 Democratic Leadership

A democratic leader is one who

invites co-workers and make them
part of the decision-making
process.

Under their leadership, everyone is

encouraged to participate, leading
to increased feelings
involvement of recognition,
, and
satisfaction.
Pace-setting Leadership

Pacesetting is a style of leadership

when a leader leads from the front,
constantly sets high standards for
their team and expects them to
exceed with minimal management.

It’s when CEO sets the tone for the

team and demands high intensity in
their performance.
 Coaching Leadership

• Coaching leader takes the lead to

get the best out of his/her
employees via coaching.

• Through coaching, CEOs help each

employee focus on developing
those capabilities that will
contribute most to both individual
and organizational success.
Case
Study
Case Study #1:
As the CEO of “AAA Restaurants” having nine Italian Restaurants (hospitality industry) with 135 full time
employees.

You have been informed of COVID-19 in March 2020 and required to use your leadership in making
changing in a short time.

As per the BOD’s instructions you had to reduce overhead costs by 35% including employees in month of
April 2020 by salary cuts and retrenchments.

You have statistics that performance has decreased by 65%, and revenue reduced by 77% in the month of
May 2020 due to COVID-19.

You have conducted some research and determined that your employees had the following concerns 54
(refer next page)
 Some of the employees’ concerns:
 Company will go through
liquidation
 Major changes conducted in a
short time
 Working remotely
 Fear and anxiety
 Uncertainty of the future
 Exhaustion (mentally, physically
& spiritually)
 Illness – Covid-19
 Salary cuts

Leadership VS COVID-19  Financial difficulties

 Family problems/ divorce /
family violence
Case Study #1:

You have 13 difficult people (5 females and 8 males) people that you need to deal with immediately.

Group 1: 2 females and 3 males: These employees are very demanding & want their ways. They meets
their KPI’s and great with customers. You had a lot of complaints from their colleagues about their bad
attitudes.

Group 2: 1 females and 4 males: Likes to argue always, even when they are in the wrong. A lot mistakes in
their work not meeting KPIs.

Group 3: 2 females and 1 males: Like to give orders and delegate their work to others. However, they do
very little work and socialise at work. Likes to be in authority and takes credit of others.

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As a leader what leadership skills
would you use during the COVID-19
pandemic? Why?

What leadership styles would you

use with these difficult 13
employees?
 Some say a crisis brings out the best in leaders.

• Leaders need to be optimistic and think of the past crisis.

• Leaders must restructure and determine their priorities in relation to risk.
• Risk assessments techniques
• Corporate governance mechanisms
• Whistle blowing strategy
• Leaders need to provide support and resources for remote workforce.
Leadership Strategies in • Leaders need to be transparent and break bad news to employees.
Times of Crisis • Maintain your own energy so that they can continue to inspire and
motivate your team.
• COVID-19 embraced the idea of digital culture.

Leadership styles to consider:

 Affiliative Leadership
 Democratic Leadership
 Pace-setting Leadership
 Coaching Leadership
Managing Difficult People
Manage people who are
hard to be managed at
work
1. Understand the situation
2. Understand them and their
views
3. Be clear on the objectives
4. Provide support, resources,
and motivation
5. Evaluate their values
Understand the situation

Conduct research and discuss

with key stakeholders to
understand the situation.

Determine the full picture

and its motives and reasons.
 Understand them
and their views

A lot of cases as managers don’t

understand our employee’s views and
we are so focus on our views only.

Have an open mind and take one step

back and see their views.
 Be clear on the objectives
 Don't Talk the Talk if you Can't Walk the Walk

 You need to be a role model.

 Managers actions are always monitored by the

employees.

 As a manager you need to understand your role, and

objectives.

 Eg: want them to know the value of teamwork or

punctuality? Well, be the first to show up.
 Be clear on the objectives
 In relation to teamwork, show them the value by
letting voice their opinions, and by delegating
duties without prejudice.

 Set clear goals which employees can always refer

to as a metric for their performance, this will
increase performance

 Be clear and precise in your instructions,

objectives, goals, KPI etc.
 Each employee will have certain
S, W, O, T, you need to determine
that.

All employees have something to

offer to the progress of the
company.

As managers need to look for their

unique abilities, and help them to
work towards it.

Provide training, project resources,

motivate and direct employees in
order to optimize workplace
productivity and promote
professional growth.

Provide support, resources,

and motivation
 Leading Employee
Training
As a workplace leader, you may be responsible for
onboarding new employees and coaching current
employees on updated processes.

You can use the elements of people management to

provide constructive feedback and mentor employees
so they can succeed in their positions.

Provide them with technical training (eg: software) to

enhance their skills and to improve performance.
Communicate Effectively
Ensure you as the leader to provide clear communications,
instructions, goals, and vision.

Communication is a necessary people management skill

that enables team members to work together in solving
problems, brainstorming new ideas and adapting to new
changes.

Practice effective communication by using clear and simple

language so every recipient understands your message.
Consider revising the way you give your message
 Active Listening
Give your employees the opportunity to
ask clarifying questions, and directly
confirm that each member of your team
understands the information so there is
no miscommunication and encourage
feedbacks.

As a leader does not mean that you do

all the talking, you are required to
actively listen to your team and be
appreciative.
  As managers need to think of employees in terms of asset and liabilities.

 Difficult employees are considered an asset if their benefits and real value to the company

Evaluate Their Values outweighs their conduct.

 Employees become a liability, if their accomplishments and values are outranked by the
problems they cause.

 As a last resort for managers when dealing with difficult employees to determine if they are
worth keeping or not.
Building Company Culture
Your leadership position may allow you to positively influence
your work environment.

You can use your people management responsibilities to build

rapport with employees.

You can also ask your team for feedback on their perspective of
the company, and then turn that feedback into actionable
changes to company culture that every employee can help
develop.

Build strong relationship with the team so they can be honest

with you.

Conduct anonymous surveys (360 degree feedback) to

determine the strengths and weaknesses.
 Recognition
As a leader you need to recognize the team’s individuals
strengths and expertise.

Assign projects or tasks to the specific individuals and

recognise them for their talent.

Completing the project/s or task/s and meeting the

objectives, you as a leader need to provide recognition
in front of the department
(eg: Department meetings, newsletters, websites, social
media etc.)
 Reward
s rewards to your
Provide
stakeholders by providing:

 Bonuses (Money)
 Certificates
 Family Holiday Money
 Promotion
 Leading a larger team
 Bigger tasks
Review Your Benefits
Regularly
Periodic reviews by independent specialists
can help companies eliminate employee’s
blind spots.

That way ensuring compliance, and avoid

regulatory penalties, particularly in rapidly
changing industries.
 Don’t see the difficult employees as
your competition. Rather, see them
as challenges to your managerial
abilities.

Engage them in tasks that will not

only keep them busy but more
attuned to your objectives and goals.

As a manager adopt a Learning

Management System (LMS) for
improving employees management
skills.

Tips
A Learning Management System
(LMS) is software that assists
companies with managing, delivering,
and evaluating employee’s
performances e-Learning programs.
Examples of Leaders
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Examples of Leaders
 Steve Jobs
 Bill Gates
 Martin Luther King
 Barack Obama
 Martha Stewart

“A leader is the one who knows the way,

goes the way, and shows the way.”

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Steve Jobs - Learning from
experience

Leadership practitioners can enhance the

learning value of their experience by creating
opportunities to get feedback, taking a 10
percent stretch, learning from others, keeping
a journal of daily leadership events and
having a development plan.

Steve demonstrated learning from experience

by obtaining feedback from his close work
colleges such as Steve Wozniak and John
Sculley and applying this to his workplace for
improvement
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 Steve utilized to make the changes in
his organization in two different
situations, firstly when he
commenced at NeXT and Pixar in
1985 and secondly when he resumed
his original position as CEO in 1997.

He demonstrated good qualities of

transformational leadership in both
situations and was able to
accomplish success by providing a
clear vision, teamwork, innovative
ideas, a clear process plan, passion,
motivation and extreme
emotionalism to his followers.

Steve Jobs These qualities enabled him to

- Transformational obtain little resistance from his

followers; therefore he was able to
transform the organization
leadership 79
 He used formal and informal
coaching techniques.

This was conducted by

giving clear, direct feedback,
new perspectives, advice
on handling certain
situations and
understanding the
organizational objectives.

Steve Jobs Steve stated “You should

use each day to its fullest as
– Coaching if it was your last day you
going to live.”
leadership 80
Strategic Thinking
Strategic Thinking
Strategic thinking and strategic
acting have a close connection
to one another and to strategic
influencing.

Strategic acting is important in

every aspect of strategy as a
learning process, but it is a
critical part of learning how to
get there, making the journey,
and checking our progress.
 The Nature of
Strategic Action

Six competencies that make up strategic acting

i. Set clear priorities.

ii. Create conditions for others’
effectiveness.
iii. Make strategy a learning
process.
iv. Act decisively in the face of
uncertainty.
v. Act with the short term and the long
term in mind.
vi. Have the courage of your convictions
Developing Your Strategic Thinking

Five steps:
1. Scanning
2. Visioning
3. Reframing
4. Making common sense
5. Systems thinking
1. Scanning
• Though the strategic learning process can
actually begin anywhere, it typically begins
with assessing where the organization is.

• This involves examining the organization’s

current strategic situation, and it includes an
analysis of the opportunities and threats in
the industry as well as the strengths and
weaknesses inside the organization.

• This is commonly called a SWOT analysis;

the acronym stands for strengths,
weaknesses, opportunities, and threats
 SWOT
Analysis
 SWOT analysis is a strategic planning technique used
to help managers to identify strengths, weaknesses
(internal environment), opportunities, and threats
(external environment) related to the company.

The SWOT From the SWOT analysis, then TOWS (Threats,

Analysis and Opportunities, Weaknesses, Strengths) matrix can be
conducted to develop four types of strategies, they
TOWS are:
Matrix
1. SO (strengths-opportunities) strategies
2. WO (weaknesses-opportunities) strategies
3. ST (strengths-threats) strategies
4. WT (weaknesses-threats) strategies 86
TOWS
Matrix

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TOWS
matrix

89
TOWS
matrix

90
TOWS
matrix

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TOWS
matrix

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 External forces affect the types of products
developed, the nature of positioning and market
segmentation strategies.

External forces directly affect both suppliers and

Extern distributors.
al
Identifying and evaluating external opportunities
Forces and threats enables organizations to develop a clear
mission, to design strategies to achieve long-term
objectives, and to develop policies to achieve annual
objectives.

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 PESTEL stands for:

P – Political Factors
PESTEL E – Economic Factors
Analysi S – Social Factors
s T – Technological
Factors
E – Environmental Factors
L – Legal Factors
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 PESTEL is a tool used to analyse and
monitor the six macro-environmental
factors that may have a profound
impact on an organisation’s
performance.
PESTEL
It is a tool to understand the long term
Analysi trends and how might impact the
s business.

This tool is especially useful when

starting a new business or entering a
new market. 95
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2. Visioning
• A vision represents a view of
what the organization (or a
department, group, or other
unit) can and should become.

• There can be formal

expressions of organizational
aspiration, as in official vision
statements or core values.
 • Reframing involves the ability to see things differently, including
new ways of thinking about an organization’s strategic challenges
and basic capabilities “thinking outside the box.”
3. Reframing
• It involves questioning or restating the implicit beliefs and
assumptions that are often taken for granted by organization
members.
4. Making Common Sense
• To help others in their organizations make
sense of the world around them, the
challenges they collectively face, and how
they will face them together.

• Increasingly, groups and organizations face

problems and challenges that believe easy
definition and resist routine solutions.
 5. Systems Thinking
Effective strategic thinkers are able to recognize the
inter-relationships among different variables in a
complex situation.

Helps to better understand complex problems.

Strategic thinking toolkit.

The basic premises of systems thinking may seem a

bit odd at first because they run counter to
customary ways of thinking about things.

Useful when assessing where we are, learning how

to get there, and checking our progress.
Organizational Change Strategy
The extent to which
conditions facilitate or
inhibit strategy as a
learning process stems
from the combined
effect of an
organization’s culture,
structure, and systems
Organization
al Change
Strategy
Organization
al Change
Strategy
Organization
al Change
Strategy
Organization
al Change
Strategy
Organizational
Change
Strategy
The
Purpose !!!
 Change strategy selection
and the efficiency of
implementing it
For any leader to be successful in
organizational crisis need to consider
two important points:

1. Must determine the most

appropriate change strategy to
solve the current situation

2. The efficiency of implementing

this change throughout the
department and/or the whole
organization
 How Can I Help Change My
Organization?

• Assessing the situation and stakeholders’

status

• Understanding the organization’s current

position and its vision.

• Learning how to achieve the vision by

achieving small goals.

• Making the journey and take initiatives.

• Checking the progress regularly and make

adjustments were required (monitoring and
reviewing).
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