Leadership

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Leaders and Leadership
Presenter: Mohamed Hashim
(BEng (Civil), PGD Management)

Concept of Leadership
• Managers are people who do things right, while leaders are people who do the right thing. - Warren Bennis, Ph.D. "On Becoming a Leader"

The Nature of Leadership
• Leadership
– The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.

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Introduction
Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never-ending process of self-study, education, training, and experience. This guide will help you through that process. To inspire your people into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. The best leaders are continually working and studying to improve their leadership skills

Definition of leadership
Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent. A person carries out this process by applying her leadership attributes (belief, values, ethics, character, knowledge, and skills). Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader...it simply makes you the boss. Leadership makes people want to achieve high goals and objectives, while, on the other hand, bosses tell people to accomplish a task or objective

What is leadership?
Leading people
Influencing people Commanding people Guiding people

Types of Leaders
• • • • • • Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things

Managers vs. Leaders
Managers • Focus on things • Do things right • Plan • Organize • Direct • Control • Follows the rules Leaders • Focus on people • Do the right things • Inspire • Influence • Motivate • Build • Shape entities

Two Most Important Keys of Leadership
A study examined over 75 key components of employee satisfaction. They found that:  Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization.  Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: 1. Helping employees understand the company's overall business strategy. 2. Helping employees understand how they contribute to achieving key business objectives. 3. Sharing information with employees on both how the company is doing and how an employee's own division is doing - relative to strategic business objectives. So basically, you must be trustworthy and you have to be able to communicate a vision of where you are going.

Principles of Leadership
 To help you be, know, and do, follow these eleven principles of leadership: 1. Know yourself and seek self-improvement. In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through reading, self-study, classes, etc. 2. Be technically proficient. As a leader, you must know your job and have a solid familiarity with your employees' jobs. 3. Seek responsibility and take responsibility for your actions. Search for ways to guide your organization to new heights. And when things go wrong, they will sooner or later, do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.

Principles of Leadership cont..
4. 5. 6. 7. 8. Make sound and timely decisions. Use good problem solving, decision making, and planning tools. Set the example. Be a good role model for your employees. They must not only hear what they are expected to do, but also see. Know your people and look out for their well-being. Know human nature and the importance of sincerely caring for your workers. Keep your people informed. Know how to communicate with your people, seniors, and other key people within the organization. Develop a sense of responsibility in your people. Develop good character traits within your people that will help them carry out their professional responsibilities.

Principles of Leadership cont..
9. Ensure that tasks are understood, supervised, and accomplished. Communication is the key to this responsibility. 10. Train your people as a team. Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs. 11. Use the full capabilities of your organization. By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

Factors of leadership
The four major factors of leadership are the: • Follower - Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person with a poor attitude requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature: needs, emotions, and motivation. You must know your employees' be, know, and do attributes. • Leader - You must have a honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader who determines if a leader is successful. If a follower does not trust or lacks confidence in her leader, then she will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.

• Communication - You lead through two-way communication. Much of it is nonverbal. For instance, when you "set the example," that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. • Situation - All situations are different. What you do in one leadership situation will not always work in another situation. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront a employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Various forces will affect these factors. Examples of forces are your relationship with your seniors, the skill of your people, the informal leaders within your organization, and how your company is organized.

Attributes
• To be a good leader, there are things that you must be, know, and do. These fall under the Leadership Framework: • BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal responsibility. • BE a professional who possess good character traits. Examples: Honesty, competence, candor‫صراحه‬, commitment, integrity, courage, straightforward, imagination. • KNOW the four factors of leadership - follower, leader, communication, situation. • KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills. • KNOW human nature. Examples: Human needs and emotions, and how people respond to stress.

• KNOW your job. Examples: be proficient and be able to train others in their tasks. • KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are. • DO provide direction. Examples: goal setting, problem solving, decision making, planning • DO implement. Examples: communicating, coordinating, supervising, evaluating. • DO motivate. Examples: develop moral and esprit in the organization, train, coach, counsel.

The Nature of Leadership
• Personal Leadership Style
– The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other principal tasks of management. – The challenge is for managers at all levels to develop an effective personal management style.

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Leadership Across Cultures
• Leadership styles may vary among different countries or cultures.
– European managers tend to be more peopleoriented than American or Japanese managers. – Japanese managers are group-oriented, while U.S managers focuses more on profitability. – Time horizons also are affected by cultures.

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Sources of Managerial Power
Legitimate

Referent

Reward

Power

Expert

Coercive

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Power: The Key to Leadership
• Legitimate Power
– The authority that a manager has by virtue of his or her position in the firm.

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Power: The Key to Leadership
• Reward Power
– The ability of a manager to give or withhold tangible and intangible rewards. – Effective managers use reward power to signal to employees that they are doing a good job.

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Power: The Key to Leadership
• Coercive Power
– The ability of a manager to punish others.
• Examples: verbal reprimand, pay cuts, and dismissal • Limited in effectiveness and application; can have serious negative side effects.

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Power: The Key to Leadership
• Expert Power
– Power that is based on special knowledge, skills, and expertise that the leader possesses. – Tends to be used in a guiding or coaching manner

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Power: The Key to Leadership
• Referent Power
– Power that comes from subordinates’ and coworkers’ respect , admiration, and loyalty – Possessed by managers who are likable and whom subordinates wish to use as a role model

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Empowerment: An Ingredient in Modern Management
• Empowerment
– The process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs

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Empowerment: An Ingredient in Modern Management
• Empowerment increases a manager’s ability to get things done • Empowerment increases workers’ involvement, motivation, and commitment • Empowerment gives managers more time to concentrate on their pressing concerns

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The Process of Great Leadership
• The road to great leadership (common to successful leaders): • Challenge the process - First, find a process that you believe needs to be improved the most. • Inspire a shared vision - Next, share you vision in words that can be understood by your followers. • Enable others to act - Give them the tools and methods to solve the problem. • Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do...a leader shows it can be done. • Encourage the heart - Share the glory with your followers' heart, keep the pains in your heart.

Communication
• Many of the problems that occur in a organization are the direct result of people failing to communicate. Faulty communication causes the most problems. It leads to confusion and can cause a good plan to fail. Communication is the exchange and flow of information and ideas from one person to another. It involves a sender transmitting an idea to a receiver. Effective communication occurs only if the receiver understands the exact information or idea that the sender intended to transmit • Studying the communication process is important because you coach, coordinate, counsel, evaluate, and supervise through this process. It is the chain of understanding that integrates the members of an organization from top to bottom, bottom to top, and side to side

What is involved in the communication process?
• Idea First, information exists in the mind of the sender. This can be a concept, idea, information, or feelings. • Encodes Next, a message is sent to a receiver in words or other symbols. • Decoding The receiver then translates the words or symbols into a concept or information.
• During the transmitting of the message, two processes will be received by the receiver. Content and context. Content is the actual words or symbols of the message which is known as language - spoken and written words combined into phrases that make grammatical and semantic sense. We all use and interpret the meanings of words differently

Teams - People Who Work For You

Introduction To Teams
• A team is a group of people coming together to collaborate. This collaboration is to reach a shared goal or task for which they hold themselves mutually accountable. A group of people is not a team. A team is a group of people with a high degree of interdependence geared towards the achievement of a goal or completion of a task...it is not just a group for administrative convenience. A group, by definition, is a number of individuals having some unifying relationship • The team members are also deeply committed to each other's personal growth and success. That commitment usually transcends the team. A team outperforms a group. and outperforms all reasonable expectations given to its individual members. That is, a team has a synergistic effect...one plus one equals a lot more than two.

• Team members not only cooperate in all aspects of their tasks and goals, they share in what are traditionally thought of as management functions, such as planning, organizing, setting performance goals, assessing the team's performance, developing their own strategies to manage change, and securing their own resources A team has three major benefits for the organization: 1- It maximizes the organization's human resources. Each member of the team is coached, helped, and led by all the other members of the team. A success or failure is felt by all members, not just the individual. Failures are not blamed on individual members, this gives them the courage to take chances. Successes are felt by every team member, this helps them to set and achieve bigger and better successes.

2- There is superior outputs against all odds. This is due to the synergistic ‫ تآزر‬effect of a team - a team will outperform a group of individuals. 3- There is continuous improvement. No one knows the job, tasks, and goals better than the team. To get real change, you need their knowledge, skills, and abilities. When they pull together as a team they will not be afraid to show what they can do. Personal motives will be pushed to the side to allow the team motive to succeed.

From Group To Team
There are a number of ways to get your team started. None of them are hard to accomplish • Be Enthusiastic • Develop a Sense of Urgency • Set Clear Rules of Behavior • Keep Them Informed • Grow Together • Reinforcement Works Wonders • Some other methods are: • Focus on both development and performance. Make teamwork the norm for all actions. Model teamwork in the way you conduct business and the way you interact with your colleagues. • Use all your leadership tools, such as coaching, counseling, mentoring, tutoring, and concentrating on improving performance.

• Use informal processes, such as the way you communicate, showing respect, and appreciating and celebrating their achievements. • Your feelings must show commitment, loyalty, pride, and trust in your team. • Share the credit. • Create subcommittees for key areas and give them decision making authority. • Take turns having a different member facilitate or lead the meetings. • Talk last in discussions, after you've heard from the others. • Be clear about when you're expressing your own personal opinion, that of the organization, or that of the whole team.

Elements of a Team
• A common team goal - Although your team might have a number of goals, one of them must stand out. For example, "To produce 10% more widgets than last year without hiring additional personnel." A supporting goal might be, "To provide 40 hours of yearly training for each member." Everyone will know, agree upon, and committed to accomplishing the team goal. • Productive participation of all members - This has four levels: • Contributing data and knowledge. • Sharing in the decision making process and reaching consensus. • Making the decision. • Making an imposed decision work.

• Communication - Open, honest, and effective exchange of information between members. • Trust - Openness in critiquing‫ نقد‬and trusting others. • A sense of belonging - Cohesiveness by being committed to an understood mandate and team identity. • Diversity - This must be valued as an asset. It is a vital ingredient that provides the synergistic effect of a team. • Creativity and risk taking - If no one individual fails, then risk taking becomes a lot easier. • Evaluation - An ability to self correct. • Change compatibility - Being flexible and assimilating change. • Participatory leadership - Everyone must help lead to one degree or another.

The Leader in Control
• Following a 5 things every leader should work into the design of their constituency management plan: 1. Context 2. Understanding 3. The Missing Link 4. Time Is Your Most Valuable Commodity: 5. Trust Is Your Most Valuable Asset

Context
• Every leader is different, and as a result, has different needs with regard to numbers, skills, cultural dynamics, etc. • If you don’t have the skills to lead or manage a broad span, yet attempt to do so, it will be your undoing. • If your focus is too narrow, you’ll find yourself with blind spots and operational gaps. • Make sure you’re sending the correct message.

Understanding
• Don’t focus on the team you inherit, focus on the team you need – if they happen to be one and the same consider yourself lucky. • Are you looking for doers, thinkers, or teachers? • Do you want to build a team of tactical geniuses, or brilliant strategists, or sage mentors? • Compromise has its place, but not where matters of talent are concerned. • When it comes to team construct, never settle for less than what you need. • You will be held accountable for your decisions in this regard – choose wisely.

The Missing Link:
• The most commonly overlooked aspect of team dynamics is for leaders to understand learning and development are best when they occur bi-directionally. • Smart leaders seek to be challenged and to encourage diversity of thought and dissenting opinion. • One of the primary drivers of composition should be to find a group of talented individuals who will challenge you, stretch you, and develop you. • Part of getting the job done is ensuring a certainty of execution, while always taking your leadership ability to new heights. Remember – leaders who don’t develop themselves professionally will be replaced by those who do.

Time Is Your Most Valuable Commodity
• Time; it’s the only thing we all have in common, yet it’s how we choose to spend it that defines and differentiates us as individuals. • Time can either be your best friend or your worst nightmare. • Time doesn’t slow, nor can it be accelerated or recovered. • You can waste time or invest time, but the best leaders scale time. • Good constituency management allows you to scale time by creating time leverage across the enterprise and throughout a leaders entire sphere of influence. • We often hear people espouse the axiom “don’t work hard, work smart.” I have a bit of a different take on the subject – I encourage people to work very hard at working intelligently. • Remember, time is a finite commodity, and once a moment in time has passed it is gone forever.

Trust Is Your Most Valuable Asset
• A leadership team built on anything other than a foundation of trust is destined to fail. • Leaders who choose to operate without trust do so at great risk. • Know this – leaders not accountable to their people will eventually be held accountable by their people. • One of a leader’s most important functions is to create an environment where trust and loyalty are the rule and not the exception. • When it comes to trust and loyalty, the simple rule is you will not freely receive what you will not freely give. • Here’s a question every leader must answer: If you don’t trust a member of your team, should they really be on your team?

The Ball Game
• Rules: 1. Create a process for giving and receiving the ball 2. You cannot pass the ball to the person next to you 3. The ball must return to the person who started with it 4. The ball cannot be rolled across surfaces (floors, walls, tables or chairs)

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