LEADERSHIP Presented by Jehanwash kareem Noman Saleem leadership

LEADERSHIP Presented by: Jehanwash kareem Noman Saleem

leadership “leadership is the process whereby one individual influences, other group members toward the attainment of defined group or organizational goals” Jerald Greenberg “leadership is the ability to influence a group toward the achievement of goals” Stephen p. robins. “leadership is both a process and a property; as a process leadership involves the use of non coercive influence: as a property, leadership is the set of characteristics attributed to someone who is perceived to use influence successfully” griffin “an interaction between members of a group. leaders are agents of change, person whose acts affect other people more than other people’s acts affect them. leadership occurs when one group member modifies the motivation or competencies of others in the group” bernard. m. bass Presented by: Jehanwash kareem Noman Saleem

LEADERSHIP “LEADERSHIP IS THE PROCESS WHEREBY ONE INDIVIDUAL INFLUENCES OTHER GROUP MEMBERS TOWARD THE ATTAINMENT OF DEFINED GROUP OR ORGANIZATIONAL GOALS” JERALD GREENBERG A LEADERSHIP IS PRIMARILY A PROCESS INVOLVING INFLUENCE- ONE IN WHICH A LEADER CHANGES THE ACTIONS OR ATTITUDES OF SEVERAL GROUP MEMBERS OR SUBORDINATES B LEADERSHIP INVOLVES THE EXERCISE OF INFLUENCE FOR A PURPOSE-TO ATTAIN DEFINED GROUP OR ORGANIZATIONAL GOALS C CENTRAL ROLE OF INFLUENCE, IMPLIES THAT LEADERSHIPIS REALLY SOMETHING OF A TWO-WAY STREET Presented by: Jehanwash kareem Noman Saleem

MANAGERS WHO ARE NOT LEADERS WHO ARE NOT MANAGERS LEADERS MANAGERS WHO ARE ALOS LEADERS MANAGERS AND LEADERS: NOT NECESSARILY IDENTICAL ALTHOUGH SOME MANAGERS ACT AS LEADERS, OTHERS DO NOT. FURTHER; NOT ALL LEADERS ARE MANAGERS. FOR THESE IS IS USEFUL TO DISTINGUISH CLEARLY BETWEEN THE TWO TERMS Presented by: Jehanwash kareem Noman Saleem

MANAGERS VERSUS LEADERS MANAGEMENT IS ABOUT COPING WITH COMPLEXITY. GOOD MANAGEMENT BRINGS ABOUT ORDER AND CONSISTENCY BY DRAWING UP FORMAL PLANS, DESIGINING RIGID ORGANIZATION STRUCTURES, AND MONITORING RESULTS AGAINST THE PLANS. LEADERSHIP, IN CONTRAST IS ABOUT COPING WITH THE CHANGE. LEADERS ESTABLISH DIRECTION BY DEVELOPING A VISION OF THE FUTURE; THEN THEY ALIGN PEOPLE BY COMMUNICATING THIS VISION AND INSPIRING THEM TO OVERCOME HURDLES JOHN KOTTER OF HARWARD BUSINESS SCHOOL Presented by: Jehanwash kareem Noman Saleem

MANAGERS VERSUS LEADERS MANAGERS USE THE AUTHORITY INHERENT IN THEIR DESIGNATED FORMAL RANK TO OBTAIN COMPLIANCE FROM ORGANIZATION MEMBERS. MANAGEMENT CONSISTS OF IMPLEMENTING THE VISION AND STRATEGY PROVIDED BY LEADERS, COORDINATING AND STAFFING THE ORGANIZATION, AND HANDLING DAY TO DAY PROBLEMS ROBERT HOOSE OF THE WHARTON SCHOOL Presented by: Jehanwash kareem Noman Saleem

DIFFERENCES BETWEEN LEADERS AND MANAGERS MANAGER ADMINISTER A COPY MAINTAINS FOCUS ON SYSTEM RELIES ON CONTROL SHORT RANGE VIEW LEADER INNOVATES AN ORIGINAL DEVELOPS FOCUS ON PEOPLE INSPIRES TRUST LONG RANGE PERSPECTIVE ASKS HOW AND WHEN ASKS WHAT AND WHY EYE ON THE BOTTOM LINE EYE ON THE HORIZON IMITATES ACCEPTS THE STATUS QUO CLASSIC GOOD SOLDIER DOES THINGS RIGHT ORIGINATES CHANLLENGES THE STATUS QUO OWN PERSON DOES THE RIGHT THING Presented by: Jehanwash kareem Noman Saleem

RALPH STOGDILL’S TRAIT FACTORS 1. INTELLIGENCE AND SCHOLARSHIP 2. PHYSICAL TRAITS 3. PERSONALITY 4. SOCIAL STATUS AND EXPERIENCE 5. TASK OREINTATION EDWIN GHISELLI’S PERSONAL TRAITS VERY IMPORTANT • • • DECISIVENESS INTELLECTUAL CAPACITY JOB ACHIEVEMENT ORIENTATION SELF-ACTUALIZATION FEELINGS SELF-CONFIDENCE MANAGEMENT ABILITY ----TEAM BUILDER MODERATELY IMPORTANT • AFFINITY FOR WORKING CLASS • DRIVE AND INITIATIVE • NEED FOR A LOT OF MONEY • NEED FOR JOB SECURITY • PERSONAL MATURITY ALMOST NO IMPORTANCE • MASCULINITY VERSUS FEMININITY Presented by: Jehanwash kareem Noman Saleem

CRITICISM OF TRAIT APPROACH PEOPLE WHO FAIL AS LEADERS AND PEOPLE WHO NEVER ACHIEVE POSITIONS OF LEADERSHIP OFTEN POSSESS SOME OF THE SAME TRAITS AS SUCCESSFUL LEADERS. BOTH PHYSICAL ATTRIBUTES(HEIGHT, WEIGHT, APPEARANCE ETC) AND PSYCHOLOGICAL ATTRIBUTES (PERSERVERANCE, INTELLIGENCE, INITIATIVE ETC) HAVE BEEN CONSIDERED “TRAITS” THE TRAITS POSSESSED BY SUCCESSFUL LEADERS ARE INVARIABLY VALUE-JUDGED AS POSITIVE. THERE IS LITTLE CONSENSUS ON WHAT WORDS MEAN THAT ARE USED TO LABEL TRAITS. IT IS OFTEN DIFFICULT TO MEASURE TRAITS. EVEN IF A TRAIT CAN BE CLEARLY DEFINED AND ACCURATELY MEASURED (TILL ORDER), IT IS MUST ACHIEVE ON A GIVEN TRAIT TO MAKE IT EFFECTIVE. Presented by: Jehanwash kareem Noman Saleem

LOWA UNIVERSITY LEADERSHIP STUDIES (RONALD LIPPIT, RALPH K WHITE & LEWIN) AUTOCRATIC PARTICIPATIVE FREE REIN EMPLOYEES LEADER EMPLOYEES LEADER WHOLE GROUP EMPHASIS EMPLOYEES Presented by: Jehanwash kareem Noman Saleem

MUCZYK AND REIMAN LEADERSHIP STYLES LEADERSHIP STYLE DIRECTIVE AUTOCRAT DESCRIPTION ‣MAKES DECISIONS UNILATERILLY; ‣CLOSELY SUPERVISES ACTIVITIES OF SUBORDINATES PERMISSIVE AUTOCRAT ‣MAKES DECISIONS UNILATERILLY; ‣ALLOWS SUBORDINATES CONSIDERABLE LATITUDE IN CARRYING OUT ASSIGNED TASKS DIRECTIVE DEMOCRAT ‣MAKES DECISIONS PARTICIPATIVELY; ‣CLOSELY SUPERVISES ACTIVITIES OF SUBORDINATES PERMISSIVE AUTOCRAT ‣MAKES DECISIONS PARTICIPATIVELY; ‣ALLOWS SUBORDINATES CONSIDERABLE LATITUDE IN CARRYING OUT ASSIGNED TASKS Presented by: Jehanwash kareem Noman Saleem

“MY EFFECTIVE BOSSES HELPED ME TO GET THE JOB DONE. THEY GIVE ME ADVICE, ANSWERED MY QUESTIONS, AND LET ME KNOW EXACTLY WHAT WAS EXPECTED OF ME. MY INEFFECTIVE BOSSES DIDN’T DO THIS” “MY EFFECTIVE BOSSES SEEMED TO CARE ABOUT ME AS PERSON. THEY WERE FRIENDLY, LISTENED TO ME WHEN I HAD PROBLEMS OR QUESTIONS, AND SEEMED TO HELP ME TOWARD MY PERSONAL GOALS. MY INEFFECTIVE BOSSES DID’T DO THIS” Presented by: Jehanwash kareem Noman Saleem

OHIO STATE STUDIES LOW STRUCTURE HIGH CONSIDERATION LESS EMPHASIS IS PLACED ON HIGH STRUCTURING EMPLOYEE TASK WHILE THE LEADER CONCENTRATE ON SATISFYING EMPLOYEE NEEDS AND WANTS LOW STRUCTURE LOW CONSIDERATION THE LEADER FAILS TO PROVIDE LOW NECESSARY STRUCTURE AND DEMONSTRATES LITTLE CONSIDERATION FOR EMPLOYEE NEEDS AND WANTS LOW HIGH STRUCTURE HIGH CONSIDERATION THE LEADER PROVIDES A LOT OF GUIDANCE ABOUT HOW TAKS CAN BE COMPLETED WHILE BEING HIGHLY CONSIDERATE OF EMPLOYEE NEEDS & WANTS HIGH STRUCTURE LOW CONSIDERATION PRIMARY EMPHASIS IS PLACED ON STRUCTURING EMPLOYEE TASKS WHILE THE LEADER DEMONSTRATE LITTLE FOR EMPLOYEE NEEDS & WANTS INITIATING STRUCTURE HIGH Presented by: Jehanwash kareem Noman Saleem

BLAKE & MOUTON’S LEADERSHIP GRID (1, 9) COUNTRY CLUB 9 CONCERN FOR PEOPL 8 7 THOUGHTFUL ATTENTION TO NEEDS OF PEOPLE FOR SATISFYING RELATIONSHIPS LEADS TO A COMFORTABLE FRIENDLY ORGANIZATION ATMOSPHERE & WORK TEMPO. ADEQUATE ORGANIZATION PERFORMANCE IS POSSIBLE THROUGH BALANCING THE NECESSITY OF GET OUT WORK WITH MAINTAINING MORALE OF PEOPLE AT A SATISFACTORY LEVEL 5 4 3 1 WORK ACCOMPLISHMENT IS FROM COMMITTED PEOPLE; INTERDEPENDENCE THROUGH A COMMON STAKE IN ORGANIZATION PURPOSE LEADS TO RELATIONSHIP OF TRUST AND RESPECT (5, 5) MIDDLE OF THE ROAD 6 2 (9, 9) TEAM (1, 1) IMPOVERISHED (9, 1) AUTHORITY COMPLIANCE EFFICIENCY IN OPERATIONS RESULTS FROM ARRANGING CONDITIONS OF WORK IN SUCH A WAY THAT HUMAN ELEMENTS INTERFERE TO A MINIMUM DEGREE EXERTION OF MINIMUM EFFORT TO GET REQIRED WORK DONE IS APPROPRIATE TO SUSTAIN ORGANIZATION MEMBERSHIIP 1 2 3 4 5 6 7 CONCERN FOR PRODUCTION 8 9 Presented by: Jehanwash kareem Noman Saleem

BLAKE AND MOUTON 5 LEADERSHIP STYLES GRID POSITION 1, 1 1, 9 9, 1 5, 5 9, 9 CHARACTERISTICS STYLE OF LEADER EFFECTIVENESS LITTLE CONCERN FOR EITHER IMPOVERISHED WORST PEOPLE OR PRODUCTION TYPE LEADERSHIP STYLE LOWEST CONCERN FOR COUTNRY-CLUB PEOPLE-ORIENTED PRODUCTION AND HIGHEST FOR TYPE STYLE PEOPLE HIGHEST CONCERN FOR AUTOCRAT PRODUCTION AND LOWEST TYPE ORIENTED STYLE FOR PEOPLE COMFORTABLE CONCERN MIDDLE OF ROAD MAINTAIN PRESENT FOR BOTH PEOPLE AND TYPE BALANCE STYLE PRODUCTION HIGHEST CONCERN FOR BOTH PRODUCTION AND PEOPLE TEAM TYPE PEAK OF LEADERSHIP STYLE Presented by: Jehanwash kareem Noman Saleem

THE TANNENBAUM AND SCHMIDT CONTINUM OF LEADERSHIP BEHAVIOR BOSS CENTERED LEADERSHIP MANAGER MAKES SELLS DECISION AND ANNOUNCES IT SUBORDINATE CENTERED LEADERSHIP MANAGER PRESENTS IDEAS AND INVITES QUERRIES MANAGER PRESENTS TENTATIVE PROBLEM, DECISION GETS SUBJECT SUGGES_ TO TIONS CHANGE MAKES DECISION RANGE OF BEHAVIOR MANAGER DEFINES LIMITS; ASKS GROUP TO MAKE DECISION MANAGER PERMITS SUBORDINATES TO FUNCTION WITHIN DEFINED LIMITS Presented by: Jehanwash kareem Noman Saleem

LEADERSHIP STYLES DRAWN FROM THE CLASSIC STUDIES AND THEORIES OF LEADERSHIP BOSS CENTERED THEORY X AUTOCRATIC PRODUCTION CENTERED CLOSE INITIATING STRUCTURE TASK DIRECTED EMPLOYEE CENTERED THEORY Y DEMOCRATIC EMPLOYEE-CENTERED GENERAL CONSIDERATION HUMAN RELATIONS DIRECTIVE SUPPORTIVE DIRECTIVE PARTICIPATIVE Presented by: Jehanwash kareem Noman Saleem