Leadership .ppt

People who can influence the behaviors of others without having to rely on force or people whom others accept as leaders.

1. LEADERSHIP
Mahmud Naser Jhony
Addl.SP/Bangladesh Police
BP :8112147642

2. OUTLINE
•LeadershipandLeaders
•ManagementandLeadership
•LeadershipandPower
•Leadershiptheories
•LeadershipStyles
•LeadershipTraits
•EffectiveLeadershipChecklist
•EnemiesofEffectiveLeadership

3. LEADERSHIP
•L-Listen
•E-Empower
•A-Account for
•D-Delegate
•E-Encourage
•R-Recognize & Reward
•S-Specify
•H-Help
•I-Inform, Initiate & Involve
•P-Persuade

4. LEADERSHIP AND LEADER
"organizingagroupofpeopletoachievea
commongoal."
"apersoncapableofinspiringandassociate
otherswithadream.“
“apersonwholeadsothersalongaway;a
guide”

5. LEADRSHIP
•Getting others to follow
•Getting people to do things willingly
•A role, a set of functions or a cluster of
behaviors
(Laurie Mullins)

6. LEADERSHIP
•Bothaprocessandaproperty
–Asaprocess,leadershipisthenoncoercive
influencetoshapethegroupororganization’s
goals,motivatebehaviortowardtheachievement
ofthosegoals,andhelpdefinegroupor
organizationalculture.
–Asaproperty,leadershipisthesetof
characteristicsattributedtoindividualswhoare
perceivedtobeleaders.

7. LEADERSHIP
•Theprocesswherebyoneindividualinfluencesothergroup
memberstowardtheattainmentofdefinedgroupor
organizationalgoals.
•Leadershipisaprocessinwhichoneperson,aleader,
influencesafollowerinanoncoercivemannertoattaina
goal.
•Leadershipisthecatalystthattransformspotentialinto
reality.
•Leadershipabilitycanbeacquiredthroughobservationof
effectiverolemodels,participationinmgttraining,and
learningfromworkexperiences.
•ThreebasicelementsofLeadership:Leader,Followers,and
Situation.

8. LEADERS
•Peoplewhocaninfluencethebehaviorsof
otherswithouthavingtorelyonforceor
peoplewhomothersacceptasleaders.
•Anindividualwithinagrouporan
organizationwhowieldsthemostinfluence
overothers.

9. MANAGEMENT vs LEADERSHIP
Activities-Management
•Planning and budgeting
•Organizing and staffing
•Controlling and problem solving
Activities-Leadership
•Creating a sense of vision
•Communicating the vision
•Energising, inspiring and motivating
(Kotter)

10. 7S FRAMEWORK
(Organisation)
Hard aspect
•Structure
•Strategy
•System
Soft aspect
•Shared values
•Style
•Skills
•Staff
(Mckinsey)

11. LEADERSHIP & MANAGEMENT
1.Allmanagersarenotleadersbutallleadersare
somehowmanagers.
2.Managers’activitiesarepre-designedandgoal
oriented;Leadersworkstrategicallytoseethefuture
andmaterializethevisionintorealities.
3.Leaderismorecomprehensive,holisticanddemand
wholeoftheorganisation;Manager’sworksareoften
structureswhereasleaders’individualises
4.Leadershiphassometimesbeendefinedas“doingthe
rightthings,”(Leadership)whereasmanagementhas
beendefinedas“doingthingsright.”(Management)

12. LEADERSHIP & MANAGEMENT
5.Leadershiphastraditionallybeenusedtodescribewhatindividuals
dounderconditionsofchange.Management,ontheotherhand,
hastraditionallybeenusedtodescribewhatexecutivesdounder
conditionsofstability.
6.Leadershavebeensaidtofocusonsettingthedirection,
articulatingavision,transformingindividualsandorganizations,and
creatingsomethingnew.Managershavebeensaidtofocuson
monitoring,directing,andrefiningcurrentperformance.
7.Leadershiphasbeenequatedwithdynamism,vibrancy,and
charisma;managementwithhierarchy,equilibrium,andcontrol.
8.Leadershipisinfluencingrelationshipwhilemgtisauthority
relationship
9.Leadershavefollowersandmgrshavesubordinates

15. LEADER & MANAGER QUALITIES
Leader Qualities (Soul)Manager Qualities (Mind)
Visionary Rational
Passionate Consulting
Creative Persistent
Flexible Problem Solving
Inspiring Tough-minded
Innovative Analytical
Courageous Structured
Imaginative Deliberate
Experimental Authoritative
Initiates Change Stabilizing
Personal Power Position Power

16. LEADERSHIP AND POWER
Poweristheabilitytoaffectthebehaviorofothers.
KindsofPower:
•LegitimatePower
•RewardPower
•CoercivePower
•ReferentPower
•ExpertPower
(FrenchandRaven)

17. LEADERSHIP THEORIES
•TraitTheories
•Action-centeredleadership
•BehavioralTheories/leadershipstyles
•ContingencyTheories
•SituationalTheories
•TransformationalandInspirationalleadership

18. LEADERSHIP THEORIES
•Traittheory:Somebasictraitorsetoftraitsexistedthat
differentiatedleadersfromnonleaders.Traitsmaybe
intelligence,assertiveness,above-averageheight,good
vocabulary,attractiveness,self-confidence,andsimilar
attributes(RMStogdill,EdwinGhiselli)
•Actioncentredleadership:(JohnAdair)-afunctionalmodel
todescribetherolesandtasksofleadershipintermsof
whatindividualleadersactually
•Behavioraltheory/LeadershipStyle:Task-oriented/
initiatingstructureandpeople-orientedbehavior/
considerationhavebeenfoundtobeapplicableinavariety
ofsituationsandtime.(Lewin,Lippet&White,Blakeand
Mouton,AshridgeMgtSchool,TannenbaumandSchmidt,
McGregor)

19. LEADERSHIP THEORIES
•ContingencyTheory:Leadershipdependsonan
analysisofthenatureofthesituationfacingtheleader.
Asthesituationvaries,leadershipalsovary(Fiedller,
VictorVroom,House).
•SituationalLeadershipModel:Itfocusesonthe
readinessoftheteammemberstoperformagiven
task,intermsoftheirtaskabilityandwillingnessto
completethetasksuccessfully(PaulHerseyandKen
Blanchard).
•Transformationalandinspirationalleadership:
Visionarticulation,Charisma(JamesMBurns,Mullins,
House)

20. LEADERSHIP STYLES
•Transactionalleadership.
•Autocraticleadership.
•Bureaucraticleadership.
•Charismaticleadership.
•Democratic/participativeleadership.
•Laissez-faireleadership.
•Task-orientedleadership.
•People/relations-orientedleadership.
•Servantleadership.
•Transformationalleadership
(http://www.mindtools.com/pages/article/newLDR_84.htm
accessedon17.07.13)

21. LEADERSHIP TRAITS (10)
•Honesty
•Abilitytodelegate
•Communication
•Senseofhumor
•Confidence
•Commitment
•Positiveattitude
•Creativity
•Intuition
•Abilitytoinspire
(http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-
qualities-that-make-a-great-leader/accessedon17.07.13)
OtherReferences:RMStogdillandGhiselli

22. EFFECTIVE LEADERSHIP CHECKLIST (www.gym.net
accessed on 17.07.2013)
•Builds group cohesiveness and pride
•Has overall philosophy vision or long-term orientation
•Has high value standards of honesty and integrity
•Shares information openly and willingly
•Coaches to improve performance (trains, develops, &
mentorsothers)
•Insists on excellence but is flexible about people and
things
•Sets the example with a strong sense of self-worth
•Holds subordinates accountable
•Has courage (willing to take risks)

23. EFFECTIVE LEADERSHIP CHECKLIST
•Shows confidence in people (shares power)
•Is decisive and optimistic
•Has a strong sense of urgency (ambition)
•Makes every minute count
•Earns the loyalty of employees
•Is employee-centered and interdependent
•Listens to subordinates with trust and respect
•Is determined and persistent
•Is available and visible

24. ENEMIES OF EFFECTIVE LEADERSHIP
•Lack of Values
•Lack of Integrity
•Personal Insecurity
•Lack of Vision
•Poor Communicator
•Large Ego
•Lack of Competence

25. ENEMIES OF EFFECTIVE LEADERSHIP
•Lack of Initiative
•Lack of Organization
•Lack of Standards
•Lack of Personal Accountability
•Lack of Confidence
•Failure to Value Followers
•Lack of Ongoing Involvement
•Lack of Emotional Maturity

26. SOURCES
•Edwin,P.Holander,“WhatistheCrisisofLeadership?”,
Humanitas(November1998)
•JohnW.NewstromandKeithDavis,Organizational
Behavior:humanbehavioratwork,11
th
edition,Tata
McRrawHillPublishingCompanyLtd.,2008-2009,pages
163-204.
•R.K.Reddy,“TheAdministrator’sJob:IssuesandDelimas”,
(Newyork):McGrawHill,1969)
•Richard L. Daft, The New Era of Management, 2
nd
edition,
Reprinted by RahulPrint & Pack in 2008, pages 658-687.
•Leadership in Procurement and Supply, Professional
Diploma in Procurement and Supply, The Official CIPS
Course Book