Initiative IN Undertaking Administration.


49 views
Uploaded on:
Description
WHAT IS LEADERSHIP? .
Transcripts
Slide 1

PAKISTAN PLANNING AND MANAGEMENT INSTITUTE LEADERSHIP IN PROJECT MANAGEMENT SYED ANWAR-UL-HASAN BOKHARI ACTING GENERAL MANAGER CIVIL SERVICE REFORM UNIT FEBRUARY 24, 2005

Slide 2

WHAT IS LEADERSHIP? "BUSINESS LEADER IS AN INDIVIDUAL WHO CAN CREATE AND COMMUNICATE A VISION, BRING PASSION TO THE VISION, WHILE AT THE SAME TIME RELENTLESSLY PURSUE THE VISION TO COMPLETENESS. Great LEADERS ARE OPEN. THEY GO UP, DOWN AND AROUND THEIR ORGANIZATION TO REACH PEOPLE. THEY\'RE INFORMAL. THEY\'RE STRAIGHT WITH PEOPLE AND THEY NEVER GET BORED TELLING THEIR STORY". (JACK WELCH) "LEADERSHIP IS THE ART OF ACCOMPLISHING MORE THAN THE SCIENCE OF MANAGEMENT SAYS IS POSSIBLE." (COLIN POWELL)

Slide 3

A LEADER IS INTERPRETED AS SOMEONE WHO SETS DIRECTION AND INFLUENCES PEOPLE TO FOLLOW THAT DIRECTION. HE SETS DIRECTION BY DEVELOPING A CLEAR VISION AND MISSION, AND CONDUCTING PLANNING THAT DETERMINES THE GOALS NEEDED TO ACHIEVE THE VISION AND MISSION. HE MOTIVATES BY USING A VARIETY OF METHODS, INCLUDING FACILITATION, COACHING, MENTORING, DIRECTING, DELEGATING, ETC.

Slide 4

LEADERSHIP IS A SOCIAL INFLUENCE PROCESS IN WHICH THE LEADER SEEKS THE VOLUNTARY PARTICIPATION OF SUBORDINATES IN AN EFFORT TO REACH ORGANIZATION OBJECTIVES. TO ENCOURAGE VOLUNTARY PARTICIPATION, LEADERS SUPPLEMENT ANY AUTHORITY AND POWER THEY MAY POSSESS WITH THEIR PERSONAL ATTRIBUTES AND SOCIAL SKILLS.

Slide 5

BASES OF POWER REWARD POWER COERCIVE POWER LEGITIMATE POWER REFERENT POWER EXPERT POWER

Slide 6

LEADERSHIP VERSUS MANAGEMENT MANAGERS PROVIDE RESOURCES… LEADERS PROVIDE VISION AND INFLUENCE MANAGEMENT WORKS WITHIN THE PARADIGM. Authority CREATES NEW PARADIGMS. Administration WORKS WITHIN THE SYSTEM. Administration WORKS ON THE SYSTEM. Troughs MANAGE "THINGS" BUT LEADERS LEAD "Individuals" MANAGEMENT IS PROBLEM-ORIENTED LEADERSHIP IS OPPORTUNITY ORIENTED MANAGEMENT HAS NOT MEANING APART FROM ITS GOALS LEADERSHIP IS AN EVOLUTION OF ONESELF THROUGH A CONSTANT GROWTH AND DEVELOPMENT PROCESS

Slide 7

RATIONALLY ANALYZES A SITUATION, DEVELOPING SYSTEMATIC SELECTION OF GOALS AND PURPOSES (WHAT IS TO BE DONE) INTUITIVE, MYSTICAL UNDERSTANDING OF WHAT NEEDS TO BE DONE. Sustains GROUP CONFLICTS. Attempts TO DEVELOP HARMONIOUS INTERPERSONAL RELATIONSHIPS. Gets to be ANXIOUS WHEN THERE IS RELATIVE DISORDER. WORKS BEST WHEN THINGS ARE SOMEWHAT DISORDERLY OR CHAOTIC. Utilizes THEIR ACCUMULATION OF COLLECTIVE EXPERIENCE TO GET WHERE THEY ARE GOING. Regularly JUMPS TO CONCLUSIONS, WITHOUT A LOGICAL PROGRESSION OF THOUGHTS OR FACTS. Develops BY "TINKERING" WITH EXISTING PROCESSES. Develops THROUGH FLASHES OF INSIGHT OR INTUITION.

Slide 8

SEES THE WORLD AS RELATIVELY IMPERSONAL AND STATIC (BLACK AND WHITE). SEES THE WORLD AS FULL OF COLOR, AND CONSTANTLY BLENDING INTO NEW COLORS AND SHAPES. Impacts PEOPLE THROUGH THE USE OF LOGIC, FACTS AND REASON. Impacts PEOPLE THROUGH ALTERING MOODS, EVOKING IMAGES AND EXPECTATION. Sees WORK AS AN ENABLING PROCESS, INVOLVING A COMBINATION OF IDEAS, SKILLS, TIMING AND PEOPLE. Sees WORK AS DEVELOPING FRESH APPROACHES TO OLD PROBLEMS, OR FINDING NEW OPTIONS FOR OLD ISSUES. Sees WORK AS SOMETHING THAT MUST BE DONE OR TOLERATED. Sees WORK AS SOMETHING CHALLENGING AND EXCITING. HAS A LOW LEVEL OF EMOTIONAL INVOLVEMENT IN THEIR WORK. TAKES IN EMOTIONAL SIGNALS FROM OTHERS, MAKING THEM MEAN SOMETHING IN THE RELATIONSHIP WITH AN INDIVIDUAL; OFTEN PASSIONATE ABOUT THEIR WORK.

Slide 9

FOCUSES ON HOW THINGS NEED TO BE DONE. Concentrates ON WHAT NEEDS TO BE DONE, LEAVING DECISIONS TO PEOPLE INVOLVED. Centers ATTENTION ON PROCEDURE. Concentrates ON THE DECISION TO BE MADE. ONCE­ BORN ; THEIR LIVES HAVE BEEN MOST STRAIGHT­FORWARD AND PREDICTABLE, TAKES THINGS FOR GRANTED. TWICE ­BORN ; THEIR LIVES HAVE NOT ALWAYS BEEN EASY, OFTEN MARKED BY SOME STRUGGLE TO ATTAIN A SENSE OF ORDER; DOES NOT TAKE THINGS FOR GRANTED. Considers THEMSELVES To be AN INTEGRAL PART OF THEIR SOCIAL STRUCTURE AND SOCIAL STANDARD. Considers THEMSELVES To be A CONSTANTLY EVOLVING HUMAN BEING, FOCUSING MORE INWARDLY THAN OUTWARDLY. FEELS THREATENED BY OPEN CHALLENGES TO THEIR IDEAS, ARE TROUBLED BY AGGRESSIVENESS. Ready TO TOLERATE AGGRESSIVE INTERCHANGES, ENCOURAGING EMOTIONAL INVOLVEMENT WITH OTHERS.

Slide 10

CHANGING STYLES FOR THE NEW MILLENNIUM

Slide 12

STYLES OF LEADERSHIP AUTHORITARIAN COERCIVE LEADERSHIP STYLE AFFILIATIVE LEADERSHIP STYLE DEMOCRATIC/PARTICIPATORY PACE SETTING LEADERSHIP STYLE COACHING LEADERSHIP STYLE LAISSEZ-FAIRE

Slide 13

AUTHORITARIAN STYLE LEADER RETAINS ALL AUTHORITY AND RESPONSIBILITY LEADER ASSIGNS PEOPLE TO CLEARLY DEFINED TASKS. Fundamentally A DOWNWARD FLOW OF COMMUNICATION STRESSES PROMPT, ORDERLY, AND PREDICTABLE PERFORMANCE. TENDS TO STIFLE INDIVIDUAL INITITIVE.

Slide 14

COERCIVE STYLE DEMANDS IMMEDIATE COMPLIANCE "DO WHAT I TELL YOU" DRIVE TO ACHIEVE, INITIATE, SELF-CONTROL IN A CRISIS, TO KICK START A TURNAROUND, OR WITH PROBLEM EMPLOYEES NEGATIVE

Slide 15

AFFILIATIVE STYLE CREATES HARMONY AND BUILDS EMOTIONAL BONDS "Individuals COME FIRST" EMPATHY, BUILDING RELATIONSHIPS, COMMUNICATION TO HEAL RIFTS IN A TEAM OR TO MOTIVATE PEOPLE DURING STRESSFUL CIRCUMSTANCES POSITIVE

Slide 16

DEMOCRATIC LEADER DELEGATES A GREAT DEAL OF AUTHORITY WHILE RETAINING ULTIMATE RESPONSIBILITY. WORK IS DIVIDED AND ASSIGNED ON THE BASIS OF PARTICIPATORY DECISION MAKING. Dynamic TWO-WAY FLOW OF UPWARD AND DOWNWARD COMMUNICATION. Upgrades PERSONAL COMMITMENT THROUGH PARTICIPATION. Popularity based PROCESS IS TIME CONSUMING.

Slide 17

PACE SETTING STYLE Sets elevated expectation of execution "Do as I do, now" Conscientiousness, drive to accomplish, activity To get snappy results from a profoundly energetic and skilled team  Negative

Slide 18

COACHING STYLE DEVELOPS PEOPLE FOR THE FUTURE "Attempt THIS" DEVELOPING OTHERS, EMPATHY, SELF-AWARENESS  TO HELP EMPLOYEE IMPROVE PERFORMANCE OR DEVELOP LONG-TERM STRENGTHS  POSITIVE

Slide 19

LAISSEZ FAIRE STYLE LEADER DENIES RESPONSIBILITY AND ABDICATES AUTHORITY TO GROUP. Bunch MEMBERS ARE TOLD TO WORK THINGS OUT THEMSELVES AND DO THE BEST THEY CAN. Principally HORIZONTAL COMMUNICATION AMOUNG PEERS. Licenses SELF-STARTERS TO DO THINGS AS THEY SEE FIT WITHOUT LEADER INTERFERENCE. Gathering MAY DRIFT AIMLESSLY IN THE ABSENCE OF DIRECTION FROM LEADER.

Slide 20

TRAIT PROFILE OF LEADERS MANAGEMENT ATTRACTION – A COMBINATION OF VISION AND STRONG PERSONAL COMMITMENT ATTRACTS OTHERS AND INSPIRES THEM TO SEEK NEW HIGHTS. Administration OF MEANING – SUCCESSFUL LEADERS POSSESS EXCEPTIONAL COMMUNICATION SKILLS THAT SERVE TO ALIGN OTHERS WITH THEIR CAUSE. Administration OF TRUST – A CLEAR AND CONSTANT FOCUS ON A CENTRAL PURPOSE BUILDS TRUST BY LETTING OTHERS KNOW WHERE THE LEADER STAND. Administration OF SELF – SUCCESSFUL LEADERS NURTURE THEIR STRENGTHS AND LEARN FROM THEIR MISTAKES. By and large REJECT THE IDEA OF FAILURE.

Slide 21

FOUR TRAITS OF SUCCESSFUL LEADERS INTELLIGENCE MATURITY AND BREADTH – EMOTIONALLY MATURE AND HAVE A BROAD RANGE OF INTERESTS. Inward MOTIVATION AND ACHIEVEMENT DRIVE. Representative Centered.

Slide 22

KEYS TO EFFECTIVE LEADERSHIP APPROPRIATE TECHNICAL EXPERTISE SUPPORTED BY A STRONG FOUNDATION OF GENERAL KNOWLEDGE. A MASTERY OF THE LANGUAGE. A DESIRE TO GET THINGS ACCOMPLISHED THROUGH PEOPLE. A WILLINGNESS TO BE FLEXIBLE WHEN DEALING WITH INDIVIDUALS. A MENTOR WHO CAN URGE, DIRECT, AND COACH IN ADDITION TO PROVIDING NECESSARY FEEDBACK. AN ABILITY TO STEP BACK FROM A DISORDERLY ARRAY OF DETAILS AND SEE THINGS IN PERSPECTIVE. A KNACK FOR BEING IN THE RIGHT PLACE AT THE RIGHT TIME.

Slide 23

LEADERSHIP IN PROJECT MANAGEMENT ACT PROFESSIONALLY USE GOOD Judgment TAKE THEIR RESPONSIBILITIES SERIOUSLY COLLABORATE WELL WITH OTHER EMPOWERED PEOPLE TAKE CALCULATED RISKS GIVE HONEST FEEDBACK BEHAVE ETHICALLY FOLLOW UP AND FOLLOW THROUGH HAVE A PASSION FOR LEARNING ESPECIALLY ABOUT THEMSELVES SEE MISTAKES AS NATURAL PART OF LEARNING AREN\'T EASILY DISCOURAGED ARE COMMITTED TO THE SUCCESS OF THE PROJECT

Slide 24

CATEGORY OF PROJECT STAFF INDIVIDUALS WHO ARE ALREADY EMPOWERED IDIVIDUALS WHO NEED OR WANT HELP TO FIND THEIR POWER INDIVIDUALS WHO HAVE NO INTEREST OR DESIRE WHATSOEVER TO ACT POWERFULLY OR RESPONSIBLY, EVEN IF THEY CAN.

Slide 25

LEADING PEOPLE MAKE HUMAN CONTACT WITH THEM LEAVE THEM INCHARGE OF THEMSELVES GUIDE RATHER COMMAND THEIR EXPLORATION WITH THEIR FULL PERMISSION BECOME A SUPPORTIVE PARTNER IN THEIR LEARNING PROCESS HELP THEM LEARN THINGS ABOUT THEMSELVES THAT PERHAPS CAN BE LEARNED IN NO OTHER WAY FOLLOW THEIR ENERGY ENHANCE THEIR SELF ESTEEM ENCOURAGE THEIR CREATIVITY

Slide 26

ESSENCE OF LEADERSHIP THE ESSENCE OF LEADING OTHER LIES IN WORKING WITH INDIVIDUALS TO HELP THEM TAP INTO THEIR OWN POWER AND CREATING THE CONDITIONS AND ENVIRONMENT WHERE THEY CAN WORK MOST EFFECTIVELY. IT INVOLVES THREE ABILITIES: - THE ABILITY TO ANTICIPATE THAT EACH INDIVIDUAL MAY NEED SOMETHING DIFFERENT TO DO HIS OR HER BEST WORK. THE ABILITY TO WORK WITH EACH INDIVIDUAL IN SUCH A WAY AS TO MEET HIM WHERE HE IS, IN TERMS OF WHAT HE NEEDS TO DO HIS OR HER BEST WORK. THE ABILITY TO MAKE EXPILICIT AGREEMENT ABOUT WHAT ASSISTANCE YOU WILL PROVIDE AND WHAT HE WILL DO TO GET HIS NEEDS.

Slide 27

LEADERSHIP TRAITS (KIRKPATRICK AND LOCKE 1991) DRIVE, ACHIEVE, ENERGY, TENACITY, INITIATIVE. Authority MOTIVATION HONESTY AND INTEGRITY SELF-CONFIDENCE (INCLUDING EMOTIONAL STABILITY) COGNITIVE ABILITY KNOWLEDGE OF HE BUSINESS CHARISMA, CREATIVITY/ORIGINALITY, FLEXIBILITY

Slide 28

LEADERSHIP TRAITS (STOGDILL 1974) ADAPTABILITY ADJUSTMENT (NORMALITY) AGGRESSIVENESS AND ASSERTIVENESS DOMINANCE EMOTIONAL BALANCE AND CONTROL INDEPENDENCE (NON-CONFORMITY) ORIGINALITY AND CREATIVITY PERSONAL INTEGRITY (ETHICAL CONDUCT) SELF-CONFIDENCE

Slide 29

CONCLUSIONS ON LEADERSHIP AND MANAGEMENT NO ONE BEST WAY TO LEAD AND MANAGE COMBINATION AND CUSTOMIZATION PERHAPS APPR

Recommended
View more...