LEADERSHIP

Presented By:
•MAJID MEHMOOD
•S M ARSALAN ALI
•WAQAS UDDIN
•OBAID-UL-HASAN
•FARHAN ASAD
•S ALI ABBAS
“It is the process in which one individual exerts
influence over others.”
∆ Leadership is an interpersonal influence directed toward the
achievement of a goal or goals.
(By Buchanan & Huczynski)

∆ Leadership is the lifting of man’s vision to higher sights, the

raising of a man’s performance to higher standard, the
building of man’s personality beyond its normal limitations.
(By Peter Drucker)
∆ Setting Goal
∆ Making Decision
∆ Communication Skills
∆ Lead from the front
∆ Confidence
∆ Transactional Leaders

∆ Transformational

Leaders
∆ Clear goals & tasks

∆ Transactions
Work for pay
Work for other benefits

∆ Effective in stable environment

∆ Reward depends on Performance

∆ Effective in rapidly change environment

∆ Leaders are charismatic

∆ Supports creative problem solving

∆ Show new ways

Categories Transactional Transformational
Leaders Quality Directive , Dominating Self confident , Assertive
Action oriented Seize opportunities
Leader’s source Rank, Position Character, Competence
of power
Accomplish task Reward , punishment Energy , Enthusiasm

Time frame Short term Long term

Supervision Important Less important

Changing work environment Less interested More interested

Where “leadership” found Leader’s behavior Follower’s heart

∆ Planning
∆ Organizing
∆ Directing
∆ Controlling
 Manager Leader

∆ Planning ∆ Devises strategy

∆ Budgeting ∆ Sets direction
∆ Sets targets ∆ Creates vision
∆ Establishes detailed
steps
∆ Allocates resources
 Manager Leader

∆ Creates structure ∆ Gets people on board for

∆ Job descriptions strategy
∆ Staffing ∆ Communication
∆ Hierarchy ∆ Networks
∆ Delegates
∆ Training
Manager Leader

∆ Solves problems ∆ Empowers people

∆ Negotiates ∆ Cheerleader
∆ Brings to consensus
 Manager Leader

∆ Implements control ∆ Motivate

systems ∆ Inspire
∆ Performance measures ∆ Gives sense of
∆ Identifies variances accomplishment
∆ Fixes variances
∆ Trait Theory
∆ Style/ Behavioural theory
∆ Situational/ Contingency theory
Assumptions

∆ Leaders are born, not made

∆ To be an effective leader an individual must have

certain personality traits

∆ Traits are stable and transferable across situations
∆ Traits are identifiable and measurable
Joins/Democratic
∆ Low relationship/ low task
∆ Responsibility
∆ Provide Little support and
direction
Consults/Participating
∆ High relationship/ low task
∆ Facilitate decisions
∆ Decision making is shared
Sells /Persuasive
∆ High task/high relationship
∆ Explain decisions
∆ Provide both direction and
supportive behavior
Tells/Autocratic
∆ High Task/Low relationship
∆ Provide instruction
∆ Tell people what, how
when, where.
 HIGH 1,9 9,9
(COUNTRY (TEAM)
9 CLUB)
8
7 5,5
Concern 6 (MIDDLE
For 5 ROAD)
people 4
3
2
1,1 9,1
1
(IMPOVER- (TASK)
-ISHED)
LOW
LOW 1 2 3 4 5 6 7 8 9 HIGH

CONCERN FOR PRODUCTION

THE MANAGERIAL GRID

∆ There is no one right way to lead that will fit all
situation

∆ Leader need to interact with their team in different

ways in different time
Psychologically distant managers (PDMs)
∆ Formalize the roles
∆ Reserved in their relation
∆ Prefer formal consultation methods

Psychologically close managers (PCMs)

∆ Do not seek to formalize role
∆ More concern to maintain good human relation
∆ Prefer informal contacts
VMGs, strategies, techniques,
plans, interventions, tools
 Area of MANAGEMENT

Basic underlying assumptions:

the unconscious, taken for
granted beliefs, perceptions,
thoughts, feelings, motivations,
the “self”, relationships, culture,
change management
 Area of LEADERSHIP
∆ Management follows leadership,
not vice-versa
∆ Management maintains;
leadership drives, inspires,
energizes
∆ Leadership sets vision; management implements it
∆ Management tends toward mechanical, linear, &
technical approaches; leadership tends toward creativity,
flexibility & adaptiveness
 LEADERS: MANAGERS:

∆ innovate ∆ administrate
∆ focus on people ∆ focus on systems and
structures
∆ rely on control
∆ inspire trust
∆ have a short-range view
∆ have a long-range view
∆ ask how and when
∆ ask what and why
∆ have eyes on bottom line
∆ have eyes on horizon
∆ initiate
∆ accept status quo
∆ originate
∆ do things right
∆ challenge status quo
∆ do the right thing
 O
u p rg
ro an
G iza
tio
na
l

Individual
∆ Be self-aware
∆ Share what you know

∆ Observe

∆ Exhibit self control

∆ Get advice and counsel

∆ Advice is from expert to leader

∆ Focuses on the individual leader and the relationship
with individual followers

∆ Reciprocal Influence
∆ Focuses of Focuses on the individual leader and the

collective group of followers

∆ How leader contributes to group effectiveness

∆ Lead by create an example to follow

∆ Help people to believe in them

∆ Divide up and delegate work

∆ Appreciate all contributors , no matter how small

“Consider your team before consider your self”

∆ Focuses on how the top management influences
organizational performance
∆ Participation
∆ Communication
∆ Support
∆ Creating teams that act like owner
∆ Boss or leader?
‘Build trust, spark innovation and create a high performing
organization”
∆ They have a vision and a plan to get there.

∆ Keep calm in crisis and seeks solutions and not blame.

∆ Motivate rather than intimidate and manipulate.

∆ Give the credit to others and be prepared to take (rather than pass) the
blame as necessary.

∆ They are able to organize themselves before they attempt to influence

others.
 
∆ Seek the best solution rather than the quick solution. 
A leader is one who climbs the tallest tree ,survey the
entire situation, and yells “wrong jungle”.

(Stephen Covey)

Leaders are made, not born