Presented by: Jehanwash kareem Noman Saleem LEADERSHIP

Presented by: Jehanwash kareem

Noman Saleem

LEADERSHIP


Noman Saleem

leadership

“leadership is the process whereby one individual influences, othergroup 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 leadershipinvolves the use of non coercive influence: as a property, leadershipis 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 otherpeople’s acts affect them. leadership occurs when one group

member modifies the motivation or competencies of others in the group”

bernard.m.bass


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LEADERSHIP

“LEADERSHIP IS THE PROCESS WHEREBY ONE INDIVIDUAL INFLUENCES

OTHER GROUP MEMBERS TOWARD THE ATTAINMENT OF DEFINED GROUP

OR ORGANIZATIONAL GOALS”

JERALD GREENBERG

LEADERSHIP INVOLVES THE EXERCISE OF INFLUENCE FOR A PURPOSE-TO ATTAIN DEFINED GROUP OR ORGANIZATIONAL GOALS

CENTRAL ROLE OF INFLUENCE, IMPLIES THAT LEADERSHIPIS REALLYSOMETHING OF A TWO-WAY STREET

LEADERSHIP IS PRIMARILY A PROCESS INVOLVING INFLUENCE-ONE IN WHICH A LEADER CHANGES THE ACTIONS OR ATTITUDESOF SEVERAL GROUP MEMBERS OR SUBORDINATES

B

C

A


Noman Saleem

MANAGERS AND LEADERS:NOT NECESSARILY IDENTICALALTHOUGH SOME MANAGERS ACT AS LEADERS, OTHERS DO NOT.

FURTHER; NOT ALL LEADERS ARE MANAGERS.FOR THESE IS ISUSEFUL TO DISTINGUISH CLEARLY BETWEEN THE TWO TERMS

LEADERSWHO ARE NOT

MANAGERS

LEADERSWHO ARE NOT

MANAGERS

MANAGERSWHO ARE NOT

LEADERS

MANAGERSWHO ARE NOT

LEADERS

LEADERSMANAGERS

MANAGERSWHO ARE ALOS

LEADERS


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 THECHANGE. 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


Noman Saleem

MANAGERS VERSUS LEADERS

MANAGERS USE THE AUTHORITY INHERENT IN THEIRDESIGNATED FORMAL RANK TO OBTAIN COMPLIANCEFROM ORGANIZATION MEMBERS.

MANAGEMENT CONSISTS OF IMPLEMENTING THE VISIONAND STRATEGY PROVIDED BY LEADERS, COORDINATINGAND STAFFING THE ORGANIZATION, AND HANDLING DAYTO DAY PROBLEMS

ROBERT HOOSE OF THE WHARTON SCHOOL


Noman Saleem

DIFFERENCES BETWEEN LEADERS AND MANAGERS

LEADERLEADERMANAGERMANAGER

AN ORIGINAL

DEVELOPS

FOCUS ON PEOPLE

INSPIRES TRUST

ORIGINATES

CHANLLENGES THE STATUS QUO

DOES THE RIGHT THING

INNOVATES

LONG RANGE PERSPECTIVE

ASKS WHAT AND WHY

EYE ON THE HORIZON

A COPY

MAINTAINS

FOCUS ON SYSTEM

RELIES ON CONTROL

IMITATES

ACCEPTS THE STATUS QUO

DOES THINGS RIGHT

ADMINISTER

SHORT RANGE VIEW

ASKS HOW AND WHEN

EYE ON THE BOTTOM LINE

CLASSIC GOOD SOLDIER OWN PERSON


Noman Saleem

EDWIN GHISELLI’S PERSONAL TRAITS

VERY IMPORTANT• DECISIVENESS• INTELLECTUAL CAPACITY• JOB ACHIEVEMENT ORIENTATION• SELF-ACTUALIZATION FEELINGS• SELF-CONFIDENCE• MANAGEMENT ABILITY ----TEAM BUILDERMODERATELY IMPORTANT• AFFINITY FOR WORKING CLASS• DRIVE AND INITIATIVE• NEED FOR A LOT OF MONEY• NEED FOR JOB SECURITY• PERSONAL MATURITYALMOST NO IMPORTANCE• MASCULINITY VERSUS FEMININITY

RALPH STOGDILL’S TRAIT FACTORS

1. INTELLIGENCE AND SCHOLARSHIP

2. PHYSICAL TRAITS

3. PERSONALITY

4. SOCIAL STATUS AND EXPERIENCE

5. TASK OREINTATION


Noman Saleem

CRITICISM OF TRAIT APPROACHPEOPLE WHO FAIL AS LEADERS AND PEOPLE WHO NEVER ACHIEVE POSITIONS OF LEADERSHIP OFTEN POSSESS SOME OF THE SAME TRAITSAS SUCCESSFUL LEADERS.

BOTH PHYSICAL ATTRIBUTES(HEIGHT, WEIGHT, APPEARANCE ETC) ANDPSYCHOLOGICAL ATTRIBUTES (PERSERVERANCE, INTELLIGENCE,INITIATIVE ETC) HAVE BEEN CONSIDERED “TRAITS”

THE TRAITS POSSESSED BY SUCCESSFUL LEADERS ARE INVARIABLYVALUE-JUDGED AS POSITIVE.

THERE IS LITTLE CONSENSUS ON WHAT WORDS MEAN THAT ARE USEDTO 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 TOMAKE IT EFFECTIVE.


Noman Saleem

LOWA UNIVERSITY LEADERSHIP STUDIES(RONALD LIPPIT, RALPH K WHITE & LEWIN)

PARTICIPATIVE FREE REINAUTOCRATIC

EMPLOYEES

LEADER

EMPLOYEES

EMPLOYEES

LEADER

EMPLOYEES

WHOLE GROUP EMPHASIS

EMPLOYEESLEADER


Noman Saleem

MUCZYK AND REIMAN LEADERSHIP STYLES

PERMISSIVE AUTOCRATPERMISSIVE AUTOCRAT

DIRECTIVE DEMOCRATDIRECTIVE DEMOCRAT

PERMISSIVE AUTOCRATPERMISSIVE AUTOCRAT

DIRECTIVE AUTOCRATDIRECTIVE AUTOCRAT

‣MAKES DECISIONS UNILATERILLY;‣ALLOWS SUBORDINATES CONSIDERABLE LATITUDE IN CARRYING OUT ASSIGNED TASKS

‣MAKES DECISIONS PARTICIPATIVELY;‣CLOSELY SUPERVISES ACTIVITIES OF SUBORDINATES

‣MAKES DECISIONS PARTICIPATIVELY;‣ALLOWS SUBORDINATES CONSIDERABLE LATITUDE IN CARRYING OUT ASSIGNED TASKS

‣MAKES DECISIONS UNILATERILLY;‣CLOSELY SUPERVISES ACTIVITIES OF SUBORDINATES

DESCRIPTIONLEADERSHIP STYLE


Noman Saleem

“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”

“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”


Noman Saleem

OHIO STATE STUDIES

HIGH STRUCTURELOW CONSIDERATION

HIGH STRUCTURELOW CONSIDERATION

PRIMARY EMPHASIS IS PLACED ON STRUCTURING EMPLOYEE TASKSWHILE THE LEADER DEMONSTRATELITTLE FOR EMPLOYEE NEEDS &WANTS

HIGH STRUCTUREHIGH CONSIDERATION

HIGH STRUCTUREHIGH CONSIDERATION

THE LEADER PROVIDES A LOT OF GUIDANCE ABOUT HOW TAKS CAN BE COMPLETED WHILE BEING HIGHLY CONSIDERATE OF EMPLOYEE NEEDS & WANTS

LOW STRUCTURELOW CONSIDERATION

LOW STRUCTURELOW CONSIDERATION

THE LEADER FAILS TO PROVIDE NECESSARY STRUCTURE AND DEMONSTRATES LITTLE CONSIDERATION FOR EMPLOYEE NEEDS AND WANTS

LOW STRUCTUREHIGH CONSIDERATION

LOW STRUCTUREHIGH CONSIDERATION

LESS EMPHASIS IS PLACED ON STRUCTURING EMPLOYEE TASKWHILE THE LEADER CONCENTRATEON SATISFYING EMPLOYEE NEEDSAND WANTS

CO

NSI

DE

RA

TIO

N

INITIATING STRUCTURE

LOW

HIGH

LOW HIGH


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BLAKE & MOUTON’S LEADERSHIP GRID

EFFICIENCY IN OPERATIONS RESULTSFROM ARRANGING CONDITIONS OFWORK IN SUCH A WAY THAT HUMANELEMENTS INTERFERE TO A MINIMUM DEGREE

EXERTION OF MINIMUM EFFORT TO GET REQIRED WORK DONE ISAPPROPRIATE TO SUSTAIN ORGANIZATION MEMBERSHIIP

ADEQUATE ORGANIZATION PERFORMANCEIS POSSIBLE THROUGH BALANCINGTHE NECESSITY OF GET OUT WORKWITH MAINTAINING MORALE OF PEOPLE AT A SATISFACTORY LEVEL

THOUGHTFUL ATTENTION TO NEEDS OF PEOPLE FOR SATISFYING RELATIONSHIPS LEADS TO A COMFORTABLE FRIENDLY ORGANIZATION ATMOSPHERE & WORK TEMPO.

WORK ACCOMPLISHMENT IS FROMCOMMITTED PEOPLE; INTERDEPENDENCE THROUGH A COMMON STAKE IN ORGANIZATIONPURPOSE LEADS TO RELATIONSHIP OFTRUST AND RESPECT

(5,5) MIDDLE OF THE ROAD

(1,1) IMPOVERISHED

(9,9) TEAM

(9,1) AUTHORITY COMPLIANCE

(1,9) COUNTRY CLUB

5

6

4

8

9

7

2

3

4 5 6

1

7 8 91 2 3

CO

NC

ER

N F

OR

PE

OP

L

CONCERN FOR PRODUCTION


Noman Saleem

BLAKE AND MOUTON 5 LEADERSHIP STYLES

STYLE OFLEADER

GRID POSITION

CHARACTERISTICS EFFECTIVENESS

PEOPLE-ORIENTEDSTYLE1,91,9

LOWEST CONCERN FOR PRODUCTION AND HIGHEST FOR

PEOPLE

COUTNRY-CLUBTYPE

PRODUCTION-ORIENTED STYLE9,19,1

HIGHEST CONCERN FORPRODUCTION AND LOWEST

FOR PEOPLE

AUTOCRATTYPE

MAINTAIN PRESENTBALANCE STYLE5,55,5

COMFORTABLE CONCERNFOR BOTH PEOPLE AND

PRODUCTION

MIDDLE OF ROADTYPE

PEAK OFLEADERSHIP STYLE9,99,9 HIGHEST CONCERN FOR BOTH

PRODUCTION AND PEOPLETEAMTYPE

WORST LEADERSHIP STYLE1,11,1 LITTLE CONCERN FOR EITHER

PEOPLE OR PRODUCTIONIMPOVERISHED

TYPE


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THE TANNENBAUM AND SCHMIDT CONTINUM OF LEADERSHIP BEHAVIOR

MANAGERPRESENTSPROBLEM,GETSSUGGES_TIONSMAKES DECISION

MANAGERPRESENTSIDEASANDINVITESQUERRIES

MANAGERPERMITSSUBORDI-NATESTOFUNCTIONWITHINDEFINEDLIMITS

MANAGERDEFINESLIMITS;ASKSGROUPTO MAKEDECISION

MANAGERSELLSDECISION

MANAGERMAKES DECISION ANDANNOUNCESIT

MANAGERPRESENTSTENTATIVEDECISIONSUBJECTTO CHANGE

BOSS CENTEREDLEADERSHIP

SUBORDINATE CENTEREDLEADERSHIP

RANGE OF BEHAVIOR


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LEADERSHIP STYLES DRAWN FROM THE CLASSIC STUDIES AND THEORIES OF LEADERSHIP

DEMOCRATIC

EMPLOYEE-CENTERED

GENERAL

CONSIDERATION

HUMAN RELATIONS

SUPPORTIVE

PARTICIPATIVE

THEORY Y

AUTOCRATIC

PRODUCTION CENTERED

CLOSE

INITIATING STRUCTURE

TASK DIRECTED

DIRECTIVE

DIRECTIVE

THEORY X

EMPLOYEE CENTEREDBOSS CENTERED

Documents

Presented by: Jehanwash kareem Noman Saleem LEADERSHIP