1

LAST SESSION-REVIEW
 Project Team Motivation:
• Key Elements. Intensity, Direction, and Persistence
 Theories of Motivation:
• Maslow’s Hierarchy of Needs (Physiological, Safety,
Social, Esteem & Self Actualization Needs)
• Theory X (-ve), Theory Y (+ve)
• Two Factor Theory (Hygiene Factors, Motivators)
• ERG Theory, Theory of Needs, Goal-setting Theory, Job
design Theory, Equity Theory

REMEMBER YOU ARE A PROJECT MANAGER

 5 Ages of Civilization’s Voice

Hunter Gatherer
Agricultural
Industrial –Thing Mindset

Information/Knowledge Worker

Wisdom
FROM WHERE DOES MOTIVATION COME?

 Why people do what they do is important

 Law of Individual Differences

 Motivation is influenced by:

The person
The job
The work environment
 7 Habits of Highly Effective People: Stephen Covey

Dependence
1. Be Proactive
2. Begin with End in Mind
3. Put First thing First
Independence
4. Think Win/Win
5. Think First to Understand then to be Understood
6.Synergize
Interdependence
7. Sharpen the Saw
PRINCIPLES AND PARADIGMS EMBODIED IN 7 HABITS
Habits Principle Paradigm

1. Be Proactive Responsibility/Initiative Self-determination

2. Begin with End in Mind Vision/Values Focus

3. Put First thing First Integrity/Execution Priority/Action

4. Think Win/Win Mutual Respect/Benefits Abundance

5. Think First to Understand Mutual Understanding Consideration Courage

then to be Understood

6. Synergize Creative Cooperation Value Differences

7. Sharpen the Saw Renewal Whole Person

8th Habit of Highly Effective People

Find Your Voice

and
Inspire Others to Find their Own
 Solution-
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Ins Find Your Voice their Voice
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Q
 LEADERSHIP IN HUMAN
RESOURCE MANAGEMENT
 LEARNING OBJECTIVES FOR TODAY:

 LO 1- Understand what you really mean by Leadership

 LO 2- Laws and Levels of Leadership

 LO 3- Different Styles of Leadership

 LO 4 - Theories of Leadership

 LO 5 - Role of Leadership in Change Management

 LO 6 - Tips for Leadership Management

 LEADERSHIP
 Guiding and influencing others to work
willingly toward the leader’s objectives
DO LEADERS SHARE CERTAIN
CHARACTERISTICS?
 Think for a moment about several people who you consider to
be great leader
 How you would describe them?
 Do they share any Traits, Skills, or other Characteristics?
 TRAITS. A person’s unchanging characteristics that
predispose them to act in a certain way
 No single characteristic distinguishes leaders from anyone
else
 Most desirable leadership traits depend on the nature of the
group being led
 IS GENDER IMPORTANT TO LEADERSHIP?

 Yes or No
 IS GENDER IMPORTANT TO LEADERSHIP?

 Why few women reach top management positions?

 Is it because of:
 Women not remain long in managerial positions
 Lacking Managerial experience
 Less suited to demanding jobs
 Not sufficiently qualified
 Constraint – Institutional biases, gender stereotypes etc
 However, men and women are much more similar in personality,
communication, ability, and leadership
 Researchers believe that Men and Women are equally effective
FOUR ROLES OF LEADERSHIP
Modelling Inspires trust without expecting it
(Personal Moral Authority)

Pathfinding Creates order without demanding it

(Visionary Moral Authority)

Aligning Nourishes both vision and empowerment without

proclaiming them)
(Institutional Moral Authority)

Empowering Unleashes human potential without externally

motivating it
(Cultural Moral Authority)
 WHAT DO SUCCESSFUL LEADERS DO?

SET DIRECTION
(vision, future)

DEMOSTRATE PERSONAL CHARACTER

(habits, integrity, trust, analytical thinking)

ENERGIZE ORGANIZATIONAL
MOBILIZE INDIVIDUAL COMMITMENT
CAPABILITY
(engage others, share power)
(build teams, manage change
 21 IRREFUTABLE LAWS OF LEADERSHIP-
BY JOHN C MAXWELL:
No Law No Law
1. The Law of Lid 12. The Law of Empowerment
2. The Law of Influence 13. The Law of Reproduction
3. The Law of Process 14. The Law of Buy-In
4. The Law of Navigation 15. The Law of Victory
5. The Law of E.F. Hutton 16. The Law of Big Mo
6. The Law of Solid Ground 17. The Law of Priorities
7. The Law of Respect 18. The Law of Sacrifice
8. The Law of Intuition 19. The Law of Timing
9. The Law of Magnetism 20. The Law of Explosive growth
10. The Law of Connection 21. The Law of Legacy
11. The Law of Inner Circle
 LAWS OF LEADERSHIP:
 Law of Lid - Leadership ability is the lid that determines a person’s
level of effectiveness. The lower an individual’s ability to lead, the
lower the lid on his potential. The higher the leadership, the greater
the effectiveness
 Law of Influence - If you don’t have influence, you will never be able
to lead others. Leadership is Influence: Nothing more nothing less.
A Proverb “ He who thinks he leads, but has no followers, is only
taking a walk”. If you can’t influence others, they will not follow you.
And if they don’t follow you, you are not a leader
 Law of Process - Although it’s true that some people are born with
greater natural gifts than others, the ability to lead is really a
collection of skills, nearly all of which can be learned and improved.
But that process doesn't happen overnight. You generally go through
four Phases while growing as a leader
21 IRREFUTABLE LAWS OF LEADERSHIP BY
JOHN C MAXWELL:
 Law of Process (Contd..):
 Phase 1 – I Don’t Know What I Don’t Know
 Phase 2 – I Know What I Don’t Know
 Phase 3 – I Grow and Know and it Starts to Show
 Phase 4 – I simply Go because of What I know
LEVELS OF LEADERSHIPS (JOHN C MAXWELL):

 Level No 1 - Position level – (Position) – The lowest level of leadership- requires no

effort/ability- people follow us because they have to follow

 Level No 2 - Permission level – (Relationship) – you like people and treat them as
individuals who have value, developing positive influence/solid relationships-
people follow us because they want to follow- Leaders connect and relate to people

 Level No 3 - Production level – (Results) – Best leaders know how to GTD - People
follow us because what we have done for the org – unless you are productive its
difficult to ask – Leader develop credibility - bring results/successful – Leaders
become change agents, works get done, morale improves, profit goes up, turnover
goes done and goals are achieved
 Lead by Example - people do what people see-people watch-leadership is visual
 Create Momentum - Momentum lifts you at higher level – leader best friend
 Began to attract better people to Company-because you are a better leader
LEVELS OF LEADERSHIP (JOHN C MAXWELL):
 Level No 4 - People Development Level – (Reproduction) - Your goal at this level is to
identify and develop as many leaders as you can by investing in them and helping
them to grow - People follow because what we have done for them-you make people
better - We all want to start but do not want to stay
 Level No 5 - Pinnacle Level - (Respect) – Highest Level-Very challenging – requires
longevity as well as intentionality
 – You can’t reach Level 5 unless you invest your life into lives of others
 – You continually focus on both growing yourself at every level, and developing
leaders who are willing and able to develop other leaders
 – You create a legacy

 Conclusion- Leadership is about growth – for yourself, your relationships, your

productivity and your people
LEADERSHIP
LEADERSHIP
TYPES OF LEADERSHIP STYLE
AUTOCRATIC STYLE
 The leader makes decisions without reference to anyone else
 A high degree of dependency on the leader
 Can create de-motivation and alienation of staff
 May be valuable in some types of business where decisions
need to be made quickly and decisively
DEMOCRATIC STYLE
 Encourages decision-making from different perspectives –
leadership may be emphasized throughout the organization
 Consultative: Process of consultation before decisions are taken
 Persuasive: The leader takes a decision and seeks to persuade
others that the decision is correct
DEMOCRATIC STYLE

 May help motivation and involvement

 Workers feel ownership of the firm and its ideas
 Improves the sharing of ideas and experiences within the business
 Can delay decision making
LAISSEZ-FAIRE
 ‘Let it be’ – the leadership responsibilities are shared by all
 Can be very useful in businesses where creative ideas are
important
 Can be highly motivational, as people have control over their
working life
 Can make coordination and decision making time-consuming
and lacking in overall direction
 Relies on good team work
 Relies on good interpersonal relations
PATERNALISTIC STYLE
 The Leader acts as a ‘father figure’
 The paternalistic leader makes decisions but may consult
 Believes in the need to support staff
FACTORS AFFECTING STYLE
FACTORS AFFECTING STYLE
 Leadership style may be dependent on various factors:
 Risk – decision-making and change initiatives based on the
degree of risk involved
 Type of business – creative business or supply driven?
 How important change is – change for change’s sake?
 Organizational culture – may be long-embedded and difficult to
change
 Nature of the task – needing cooperation? Direction? Structure?
CHANGE LEADERSHIP
CHANGE LEADERSHIP
 The most challenging aspect of business is leading and managing
change
 The business environment is subject to fast-paced economic and
social change
 Modern businesses must adapt and be flexible to survive
 Problems in leading change stem mainly from human resource
management
 Leaders need to be aware of how change impacts workers
CHANGE LEADERSHIP

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THEORIES OF LEADERSHIP
THEORIES OF LEADERSHIP
 May depend on:
 Type of staff
 History of the business
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the institution
TRAIT THEORY

 Is there a set of characteristics that determine a good

leader?
 Personality?
 Dominance and personal presence?
 Charisma?
 Self-confidence?
 Achievement?
 Ability to formulate a clear vision?
TRAIT THEORY CONTD..
 Questions to Ask?
 Are such characteristics inherently gender biased?
 Do such characteristics produce good leaders?
 Is leadership more than just bringing about change?
 Does this imply that leaders are born not bred?
 BEHAVIOURAL THEORY
 Imply that leaders can be trained – focus on the way of doing things
 Structure based behavioural theories – focus on the leader
instituting structures – task orientated
 Relationship-based behavioural theories – focus on the development
and maintenance of relationships – process orientated
CONTINGENCY THEORIES
 Leadership as being more flexible – different leadership styles
used at different times depending on the circumstance
 Suggests leadership is not a fixed series of characteristics that
can be transposed into different contexts
TRANSFORMATIONAL THEORY

 Widespread changes to a business or organization

 Requires:
 Long term strategic planning
 Clear objectives
 Clear vision
 Leading by example – walk the walk
 Efficiency of systems and processes
TRANSFORMATIONAL THEORY
 It is an integral part of the Full Range Leadership Model
 Transformational leadership is a theory of leadership where a leader works
with teams to identify needed change, create a vision to guide the change
through inspiration and execute the change in tandem with committed
members of a group
 Transformational leadership serves to enhance the motivation, morale, and
job performance of followers through a variety of mechanisms; these
include connecting the follower's sense of identity and self to a project and
to the collective identity of the organization
 Being a role model for followers in order to inspire them and to raise their
interest in the project; challenging followers to take greater ownership for
their work, and understanding the strengths and weaknesses of followers,
which allows the leader to align followers with tasks that enhance their
performance
TRANSACTIONAL LEADERSHIP
 The idea developed during the industrial age as a source of competitive advantage
 Typical tactics: strategy, efficiency goals, economies of scale, and quality
differentiation
 Leadership based on a reciprocal exchange of something of value
 Focuses on supervision, organization, and performance
 Transactional Managers focus on performance-related tasks
 Leaders promote compliance by followers through a rewards and punishment
system
 Less interested in progressing their worker’s talents
 May be effective in crisis and emergency situations, as well as projects that need
to be carried out in a specific way
 Leaders concerned with processes rather than forward-thinking ideas
THEORIES OF LEADERSHIP
 Level 5 Leadership:
 A combination of transactional and transformational leadership
styles focused on long-term company performance
 Requires personal humility and strong professional
determination
 Leaders are humble and willing to take the blame for failures
while simultaneously setting
 High standards
THEORIES OF LEADERSHIP

 Charismatic Leadership:
 Leaders idealized by followers who develop strong emotional
attachments to them-
 They try to increase followers’ commitment to ideological goals
and also their commitment to the leader.
 Charisma helps leaders to gain followers’ respect, pride, trust, and
confidence
 Leaders are self-confident, dominant, extraverted, and possess
strong convictions in their beliefs and moral righteousness
LEADERSHIP MANAGEMENT/CONCLUSIONS
FOUR INTELLIGENCES / CAPACITIES OF NATURE

Mental Intelligence IQ is your intelligence. It is our ability to analyze, reason, think abstractly,
(IQ) use language, visualize, and comprehend

Physical Intelligence PQ is of your body. Just think what your body does without any conscious
(PQ) effort. It runs your respiratory, circulatory, nervous and other vital systems.
It is constantly scanning its environment, destroying diseased cells and
fighting for survival
Emotional Intelligence EQ is right brain capacity- It’s one’s self-knowledge, self-awareness, social
(EQ) sensitivity, empathy and ability to communicate successfully with others

Spiritual Intelligence SQ is the central and most fundamental of all intelligences because it
(SQ) becomes the source of guidance of the other three. Spiritual intelligence
represents our drive for meaning and connection with infinite
 CHRONIC AND ACUTE PROBLEMS
 Chronic Problems:means underlying, causal, continuing

 Acute Problems: means painful, symptomatic, debilitating

(making someone very weak)
Whole Person / Organizational Model

Mind

He Spirit

dy
Bo
art
 Symptoms of Chronic Problems

Backbiting, In-fighting, Ambiguity, Hidden agendas,

Victimism, Defensiveness. No Shared Political games, Chaos
Inflexible, Not sharing Vision/Mission
information (Mind)

Low Trust
(Spirit)
Dis

t
em

n
lig y)
(He werm

Li v n m e
sa Bod
po
art

e
(
)

Mi
en

Apathy, Moonlighting, Interdepartmental rivalry,

t

Daydreaming, Boredom, Co-dependence, Clear

Escapism, Anger, Fear hypocrisies, Resolvable
misalignments
 Managing People as Things

The leader knows better and Don’t need to see the future;
Rules need only to do what’s told
makes the best decision
and follow the rules

Boss

cy
Co

en
ntr

i
fic
ol

Ef
Workers cannot be Systems must be designed
trusted; without the to get the work done
“carrot & stick”: not efficiently
much good will happen
 4 Roles of Leadership

Pathfinding
(Mind) Pathfinding Strategy Jointly determines the course
(mind) (vision)
Modelling Culture Set a good example
(spirit) (conscience)
Modelling
(Spirit)
Aligning Structure Set up and manage systems to
Em

(body) (discipline) stay on course

(He erm
po

ign )
Al ody
g
in
w
art ent

Empowering Execution Focus talent on results, not

(B
)

(heart) (passion) methods, then get out of

people’s way and give help as
requested
 Exercising Initiative

Circle of Concern

Circle of
Influence

Job
u r
Yo
Greek Philosophy of Influence

ETHOS Model of Trustworthiness

PATHOS Seek first to understand

LOGOS Then to be understood

 DEFINED AS THE ABILITY TO USE ARGUMENT OR DISCUSSION
TO INFLUENCE AN INDIVIDUAL’S BELIEFS OR ACTION

To persuade is to present information enabling others to see the benefits of what you
are offering without browbeating or tricking them into an agreement
THE CAPACITY TO HAVE AN EFFECT ON THE CHARACTER, DEVELOPMENT, OR
BEHAVIOUR OF SOMEONE OR SOMETHING, OR THE EFFECT ITSELF

As a verb, influence typically means "to affect or change someone or something in an indirect
but usually important way." Something or someone that influences a person or thing, then, has
an influence on that person or thing
 Greek Philosophy of Influence

Ethos Basically means your ethical nature, your personal credibility, the amount
of trust or confidence others have in your integrity and competence. When
people consistently come through in a principle-centered way on those
things they have promised and what is expected of them, they have ethos.
SQ

Pathos Is empathy-It’s a feeling side. It means that you understand how another person
feels, what his/her needs are, how he/she see things, what he/she is trying to
communicate-and he/she feels it. EQ

Logos Basically stands for logic. It has to do with power and persuasion of your own
presentation, your own thinking. IQ

Note: The sequence, of course, is supremely important. To move to Logos before people
feel understood is futile; to try to create understanding when there is no faith in your
character is likewise futile
 Whole Person in a Whole Job

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KEY AREAS - STEP FORWARD AS A LEADER
 Character - Who They Are

 Relationships - Whom They Know

 Knowledge - What They Know

 Intuition - What They Feel

 Experience - Where They’ve Been

 Past Success - What They’ve Done

 Ability- What They Can Do

TRAITS & SKILLS RELEVANT TO SUCCESSFUL LEADERSHIP:
 Determination/Patience - Overcome obstacles and achieve goals
through initiative, drive dominance and motivation to achieve
 Flexibility - Use of different styles and motivational techniques
 Emotional Maturity - Controlling emotions rather than letting emotions
to control
 Energy Levels - To work hard and create excitement and enthusiasm in
the team
 Integrity - Behave honestly and earn the trust
 Intelligence - Must scan, interpret, and devise a course of action based
on information
 Internal Control Orientation - Control environment rather than reacting
 Self-Confidence - Demonstrate that chosen course is correct
 LEADERSHIP VERSUS MANAGEMENT
Leadership Management
Leaders are people who do the right thing Managers are people who do things right

WARREN BENNHS

Leadership is about coping with change Management is about coping with complexity

JOHN KOTTER

Leadership has about it a kinesthetic feel, a sense of Managing is about “handling” things, about
movement maintaining order, about organization and control
KOUZES AND POSNER

Leaders are concerned with what things mean to people Managers are concerned about how things get done
ABRAHAM ZALEZNIK

Leaders are the Architects Managers are the Builders

JOHN MARIOTTI

Leadership focuses on the creation of a common vision Management is the design of work. It’s about
GEORGE WHEATHERBY controlling
 CONCLUSION OF THE DAY
 Personnel Determines the Potential of the Organization

 Relationships determine the morale of the Organization

 Structure determines the size of the Organization

 Vision determines the direction of the Organization

 Leadership determines the success of the Organization

 Developing System of an Organization is V-Important

HAVE WE ACHIEVED TODAY’S LEARNING OBJECTIVES?
 LO 1- Understand what you really mean by Leadership

 LO 2- Laws and Levels of Leadership

 LO 3- Different Styles of Leadership

 LO 4 - Theories of Leadership

 LO 5 - Role of Leadership in Change Management

 LO 6 - Tips for Leadership Management

 Lessons Learnt: Leading involves directing, influencing, and motivating to

perform – So keep struggling to achieve it
THANK YOU