LP 8

27 Mar 12
Revision Ch 1-13
Mid Term
Parts 1-5 Chapters 1-13
6 Questions, do any 5

Submit PDP Part-1 prior to Exam

LP-1 & 2
Welcome and introduction
To
Leadership

02/21/15

"Leadership is a function of
knowing yourself, having a vision
that is well communicated, building
trust among colleagues, and taking
effective action to realize your own
leadership potential."
Warren Bennis

Weekly Journal (individual exercise)

You would be required to write a Journal at least once every 2 weeks.
In that you shall record truth revealed during their leadership journey
in and out of class. You will begin by telling your journey over the next
3 months of the semester.recognition of your understanding of
leadership and the process of influence that had taken place after inclass and out of class learning experiences.
How to write and What to write:
In your journal writing, relate
your readings with your own stories and experiences. It is through the
process of reflection and introspection that the true understanding of
different aspects of leadership will take place. Also mention those
specific accomplishments that you have achieved at the close of the
each week.
The last entry of your journal should close with a Personal
Development Plan (PDP) details of which are given at annex A of
course outline.
The Journal may be put up to me every alternate week for review.
The final Journal is due by end December 2011.
Film-----------------------------------------------------------------------------------?

WHAT IS LEADERSHIP?
Influencing others
Achieving results
Making people do things the way you
would like them to do
Effecting change in attitude
It is a concept.
It is an art.
02/21/15

WHY LS IS IMPORTANT?
Fate of the people / organizations hinges on
the Leaders direction, wisdom, policy
initiatives, thinking, mindset, prejudices, and
attitude
Leaders can be both Males & Females:
Teachers / Mentors / Philosophers / Seers / Holy
Men / Theorists / Idealists /Scientists / Doctors
Heroes / Leaders / Military Commanders /
Presidents
Rulers / Sovereigns / Presidents / Prime Ministers

02/21/15

HOW DO LEADERS LEARN TO LEAD?

By Example
Experience
Opportunity
Environment
Books and Schools

02/21/15

QUALITIES OF A LEADER

1.
2.
3.
4.
5.
6.
7.
8.
9.

LS Variables (Leaders, Followers, situations)

Importance of Ethics
Power of vision
Empowerment of people
LS Principles (HR, Morale, attitude)
Understanding people
Multiplying effectiveness
Developing others
Performance Budgeting

Note: A Successful Leader must possess knowledge and skills in the above
described areas:
02/21/15

Qualities of a Leader

A leader must also possess:

Integrity - Be virtuous
Job Knowledge
Free from Fear, Want, Jealousy and Anxiety
Capacity to lead
TRUST

02/21/15

Both ways (Be trusted and trust others)

Deal openly with all
Consider all points of views
Keep up the promises made
Listen and synthesize
Care about the people who work for you

FACTORS THAT IMPACT quality of LS

Situational Factors
Size of the Org
Social and Psychological Climate of the Org
and Industry
Pattern of employment
Type, place and purpose of work

02/21/15

All of it gives rise to

style of leadership

Leaders have
Satisfactions / matters of Pride

Feeling of power & prestige

Chance to help others
High income
Respect & Status
Opportunity to excel and
move up
Feeling of being in a
position of knowledge
An opportunity to control
Finances & other resources

02/21/15

Frustrations
Too much uncompensated
work time
Too many problems
Not enough opportunities to
carryout responsibilities
effectively
Too many admin problems
Organizational politics --?
The pursuit of conflicting
goals

Caring / Corporate Leadership

Commitment to a task / work
Concern for people
LS in work setting
Establishing a direction
Aligning people & resources
Energizing people to accomplish results

02/21/15

LS ------Trait Theory
Certain physical and character related
features one is borne with ---- Hereditary or
Genetic
An individual is most likely to exploit such
traits at all times / occasions of his / her life.
Six Traits

02/21/15

Need for achievement

Intelligence
Decisiveness
Self confidence
Initiative
Supervisor ability

German Chancellor Paul Von Hindenburg

Bright
s

ai
r
T

d
ne

as

il
M

Tr
ai
ne
d

as

Fi
e

ld

So
ld
ie
rs

d
ne
i
a
Tr

Dull
02/21/15

as

St

German
Military
Officers
Career
Progression

Energetic
Tr
ai
ne
d

r
e
ad
e
L

as

af
f

of

am
Te

fic
er
s

em

rs
be

Laz
y

Behaviour Theory by Kurt Lewin

Transformational
Transactional
1,9

02/21/15

The Country Club

Manager
Concern for People

9,9 & 9,1 is a

Paternalistic
Manager.
Whereas 9,1 1,1
and 5,5 may be
termed as
opportunistic
Managers.

9,9
Fully
Functioning
Mgr

9,9

1,1--- Impoverished

9,1--Sweatshop

Concern for Production

Contingency Theory
Takes advantage of the situation /
environment
Is a good leader
Combines Trait and Behavior aspects of
personality

02/21/15

ATTITUDE
Our Single greatest gift is the freedom to choose our
attitude. Your attitude is more important than
knowledge, education, background, wealth, position,
talent or appearance.
It is even more powerful than what other people
think or say or do. It will make or break a team a
companya persona relationshipa home.
I am convinced that life is 5% what happens to
me and 95% how I choose to look and react to it. And
so it is with you
Your attitude is your choice!
By Ellen A. Mille

Styles of LS
Autocratic

----- Directed style ---- It does not take

group input and rely on telling followers what to

do.
Democratic ----- Participative ---- MBO --- Democratic
styles seek input from the group though the final
decision rests with the leader.
Laissez-faire ------ Free rein ----- Leaders using a
laissez faire approach are literally hands off.
They do not provide a lot of direction and prefer
to let the group do what it will.
02/21/15

SIX LEADERSHIP STYLES

1. Transformational Leadership:
A transformational leader
appeals to a follower's higher needs like fulfillment or justice. Under
a transformational approach, the leader and follower's drive and
enthusiasm are increased leaving both changed for the better.
2. Transactional Leadership: Transactional leadership is an
exchange type of style that deals with rewarding followers by
meeting immediate needs or doling out punishments. Under a
transactional approach, followers are either positively or negatively
awarded for their actions.
3. Servant Leadership: In the business world, a servant leadership
style can be described as a boss or manager who removes
roadblocks to help his employees do their jobs or achieve great
success. Qualities of the style include listening, empathy,
persuasion and a dedication to improving the growth of followers.

SIX LEADERSHIP STYLES

4. Emergent Leadership: An emergent leadership style
depends on an individual's ability to meet followers
needs at a specific point in time in the absence of a
formally appointed leader or an accepted leader.
5. Situational Leadership: Is defined by a leader's ability to
switch her approach based on the needs of followers.
There are four approaches to a situation leadership
style: telling, selling, participating and delegating.
Followers who are unwilling or unable to do a job require
a telling approach.
6. Behavioral Leadership Styles: Three types of styles
under the behavioral umbrella are autocratic, democratic
and laissez faire.

STYLES OF LS
Historical progression
Pre 1950
1950s
60s
70s
80s
90s
2000s

02/21/15

Hierarchical
Org
Systems
Strategy
Innovation
Diversity
Community

C2
Supervision
Administration
Management
Entrepreneurship
Team building
Relationship
Management

The 21 Indispensable Qualities of a Leader

by John C. Maxwell
1. Character Be a piece of rock
2. Charisma The first impression can seal the deal
3. Commitment It separates doers from dreamers
4. Communication Without it you travel alone
5. Competence If you build it, they will come
6. Courage One person with courage is the majority
7. Discernment Put an end to unsolved mysteries
8. Focus The sharper it is, the sharper you are
9. Generosity Your candle loses nothing when it lights another
10. Initiative You would not leave home without it
11. Listening To connect with their hearts, use your ears
12. Passion Take this life and love it
13. Positive attitude If you believe you can, you can
14. Problem solving You cant let your problems to remain your problems
15. Relationships If you can get along, they will go along
16. Responsibility If you wont carry the ball, you cant lead the team
17. Security -- Competence never compensates for insecurity
18. Self discipline The first person you lead is you
19. Servanthood To go ahead, put others first
20. Teachability To keep leading, keep learning
21. Vision You can seize only what you can see

LP-3
Ch 5-7
Vision and Motive to Lead
Describe and discuss Leadership
Decisions of far reaching consequences
Collect Assign-1

DESCRIBE AND DISCUSS LEADERSHIP DECISIONS OF

FAR REACHING CONSEQUENCES

UBS chief executive Oswald Gruebel has resigned over a $2.3

billion rogue trading loss

RAMALLAH, WEST BANK Two days after seeking full

membership for a state of Palestine in the United Nations, Mahmoud
Abbas, the President of the Palestinian Authority, returned here on
Sunday to a heros welcome.

King Abdullah of Saudi Arabia on Sunday granted women the right

to vote and run in future municipal elections, the biggest change in a
decade for women in a puritanical kingdom that practices strict
gender separation, including banning women from driving.

IMF DG --- Ms. Lagarde --- European banks were not as sheltered
from this storm as they might seem.

Pakistan ----- USA blames Pakistan Army and ISI for aiding and
abetting terrorists harming US Forces and Interests in Afghanistan

(GENEVA) UBS chief executive Oswald Gruebel has resigned over a $2.3
billion rogue trading loss, the bank said Saturday. The move ends days of
speculation about whether Gruebel could retain his position following the latest
scandal
to
hit
Switzerland's
biggest
bank.
UBS Europe chief Sergio P. Ermotti will take over immediately as interim chief
executive until Gruebel's replacement is appointed, the bank said in a
statement.
(SEE HOW UBS CAN BOUNCE BACK FROM THE TRADING SCANDAL.)
UBS's president Kaspar Villiger said the board regretted Gruebel's decision to
resign but had decided to accept it. "Oswald Gruebel feels that it is his duty to
assume responsibility for the recent unauthorized trading incident," Villiger was
quoted as saying in the statement. "It is testimony to his uncompromising
principles
and
integrity.
London-based UBS trader Kweku Adoboli was arrested last week and charged
with fraud and false accounting for the $2.3 billion loss. A judge ordered him
Thursday to be held in jail until a hearing next month.
Villiger said Gruebel, who was brought in more than two years ago to help
revive the fortunes of the Zurich-based bank, had achieved "an impressive
turnaround and strengthened UBS fundamentally." "He steps down having
helped make UBS one of the world's best capitalized banks," Villiger added.

RAMALLAH, WEST BANK

Two days after seeking full membership for a
state of Palestine in the United Nations,
Mahmoud Abbas, the president of the Palestinian
Authority, returned here on Sunday to a heros
welcome. He told his supporters that they were
part of a Palestinian Spring and that he would
resume peace talks only if Israel froze settlement
building.
On Friday 23 Sep11, the United States, the
United Nations, Russia and the European Union
known together as the Quartet urged the
Palestinians and Israelis to return to direct
negotiations
within
one
month
without
preconditions. Since that call is close to the
Israeli position, Israeli leaders welcomed it.

King Abdullah of Saudi Arabia

Granted women the right to vote and run in future
municipal elections, the biggest change in a
decade for women in a puritanical kingdom that
practices strict gender separation, including
banning women from driving.
Saudi women, who are legally subject to male
chaperones for almost any public activity, hailed
the royal decree as an important, if limited, step
toward making them equal to their male
counterparts. They said the uprisings sweeping
the Arab world for the past nine months along
with sustained domestic pressure for womens
rights and a more representative form of
government prompted the change.

IMF DG --- Ms. Lagarde had gone independent

In the few short months since becoming the first woman to lead the
I.M.F., Ms. Lagarde had taken her former European colleagues to
task for not speaking with a single voice to save the euro. In speech
after speech, she had warned that the austerity that Europe was
pressing on Greece and its debt-weakened neighbors was choking
economic growth and needed to be tamed.

Worse, as far as the men seated in the room were concerned, Ms.
Lagarde was partly responsible for the collapse of confidence
bedeviling the financial markets. For she had dared to state what
none of them would admit publicly: that European banks were not
as sheltered from this storm as they might seem.

Was this the I.M.F. talking? It was now, under Ms. Lagarde. As the
future of the euro hangs in the balance, she is emerging as the
European who is willing to speak openly about Europes problems.

Ch-5

VISION

The Power of vision

The importance of vision
The motive to lead
Organizational Climate

THE POWER OF VISION

The best way to predict the future is to create it.
Peter Drucker

The most important function of a leader:

Develop a clear and compelling picture of the
future, and to secure commitment to that ideal.

Fords Leadership strategy:

Affect The moving assembly line
Make fair payments to workers
Ensure Vertical integration

Any other examples:

VISION AS AN IDEAL

Future orientation
Standard of excellence
Virtuous condition
Quality of uniqueness
Ideal image what is and what it should be
3 Questions:
Is the proposed direction a correct one
Are the goals so enunciated correct
Is this the right time to pursue the goals

LEADER AS A VISIONARY

When leaders have passion and

authority, others are inspired to follow
The research has led to three acts:
1. Leader is to recognize the need for change
(New vision)
2. Create a clear and positive vision for the
future
3. To institute empowering structures and
processes to achieve the vision

LEADER AS A VISIONARY
Taking personal responsibility for initiating
change
Creating a vision and strategy for the
organization
Trusting and supporting others

VISION AND LEADERSHIP

Leadership
is
important
from
the
boardroom to the shop floor
Positions
have
no
relationship
to
leadership performance
Without leadership, organizations falter in
times of change
Organizational
leadership
involves
interdependence more than individualism
Leaders inspire others to take on the tasks
of leadership
Leadership is contextual

THE CONCEPT OF VISIONING

Leaders to initiate and provide constant
vigilance for creating a vision
Be challenging, yet realistic
Seek involvement sharing of ideas
Encourage comments and reviews
Keep communication flowing
Allow time for the process to work
Demonstrate commitment, follow-through,
and concurrent action
Maintain harmony

VISION KEY ELEMENTS

Central purpose (reason for existence)
Broad goals to achieve the vision
Core values to measure the rightness and
wrongness of the behaviour
How would the stakeholders look at the
achievements
SWOT analysis
Strategic Initiative success factors
Tactical plans (projects and short term
business plans)

VISIONING PRINCIPLES
Honor and live the vision as a constitution
Encourage new employees to understand
and adhere to the vision seek comments
Make it constantly visible
Create an integrated organization through
alignment
Review the vision periodically ------?

VISION EFFECTIVE ONE

It must be developed by leaders
Must be communicated to followers and
be supported by them
It must be comprehensive
It must be inspiring

CH-6 MOTIVE TO LEAD

3 basic motives for leadership
Power
Achievement
Affiliation

Ex 6-1 page 73

CH-7 ORGANIZATIONAL CLIMATE

Organizations have peculiar attributes:
Strict rituals to handle situations
Certain pace and style of working
Unspoken taboos
Social structures pecking orders etc
Habits governing dress, food language etc
Norms dealing with utilization of resources

An org is only as strong as its weakest link

Organizational climate plays the major role
Ex 7-1 page 79

PATTERNS OF LEADERSHIP
Exploitative
Autocratic and hierarchical with no
participation by the members. Benevolence is missing
Impoverished Power remains at the top, but
members are given occasional opportunities in the DM
process. Benevolence, if accompanied by autocracy
maintains the organization in good health.
Supportive Power resides in leaders but members
have confidence in the organization and leaders. Broad
spectrum of involvement in DM process.
Enlightened People at all levels of organization
have high level of freedom to initiate, coordinate, and
execute plans. HR related issues are at the lowest ebb.

BUILDING COMMUNITY IN WORKPLACE

Shared vision
Wholeness incorporating diversity
Shared culture
Internal communications
Consideration and trust
Maintenance and government
Participation and shared leadership
Development of younger leaders
Affirmation
Links with outside groups

LP-4
Quiz 1
Issue

Article on Creating the Future by Hildy Gottlieb

Extracts of interview Early Access as a Fast
Track to Learning

Part 3 === The Importance of Ethics

Chapters 8, 9
& 10
Assign-1
Visit Library in own time but today to obtain a
book on / about a Leader for group presentation
as per Part 1-3 of text book . Presentation during
next class.

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43

LEARNING OBJECTIVES
What are the levels and stages of moral
development?
Why is leadership by values important?
What is the role of the leader in setting the
moral tone and ethical climate of the
workplace?

02/21/15

44

Leadership Ethics
Ethics is a branch of philosophy concerned with:

Intent
Means and
Consequences of moral behaviour

A Common theme for leadership is based on:

Honesty
Service to others and
Moral courage

Ethical questions are always important and they continue to be asked?

02/21/15

45

Ethical Questions --- No easy answers

No easy answers
Clonening and abortion
Administering death v/s death penalty
Outer space exploration activities
War in Iraq and Afghanistan, Libya
Issues of Kashmir, Bosnia, Palestine, Cyprus,
Moro Taiwan, Nogorno karabakh etc
Nuclear energy
IT and computers
02/21/15

46

The Roots of ethics and their

development
Secular tradition Aristotle advanced
common sense or rationality
The religious traditions
Development
Associations
Books
Self-concept -- we do what we do to be
consistent with who we think we are

Ethics and legal environment

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47

Morality ---- Levels of

Level -1 (pre-conventional) --- Physical

consequences and individual needs
determine moral behaviour
Level 2 (Conventional) --- Approval of
others plays a major role as well as
compliance with authority and rules
Level 3 (Post-conventional) - Moral
behaviour depends on rational analysis,
community discussion and free choice is
exercised for being right or wrong (Discuss
table 8-2)
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48

Virtue - An individuals view or differentiation

between Right and Wrong ----- Good and
bad
How do you learn it?
Where from one can learn it?

02/21/15

49

VALUES AND THEIR ROLE

What are values?
Are they good business practices or
something else?
Are they combination of ethics, practices,
norms and traditions?
Are they hereditary?
Values are social glue --- are they?
02/21/15

50

Values and their clarity

Org must reinforce values to reinvigorate
momentum
Org employees must develop understanding
Individuals and groups within an org must have
coherence
Top management / leaders must remain in touch
with lower echelons
Induce purpose of being in the org
Members must never complain about the org to
outsiders
Ensure as a leader your org practices Values
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51

Value being courageous

Honesty is the best policy ---

Greatest

Virtue/value

Respect for others brings respect to

yourself
Service to others would reflect positively
Exercise excellence in all work performed
Integrity having the courage to act and
live by ones convictions
02/21/15

52

Value analysis
Power without accountability -------?
Leader can influence:
By personal traits
Personal values

Honesty
Deliberating prior deciding / Consideration
Sense of responsibility
Being persistent
Showing excellence
Showing commitment

Ex 9-1 page 109 & 9-2 page 119 9to be discussed

in class)
02/21/15

53

Ethics at work at successful org

Code of ethics

----- Relations with the:

Govt
Employees
Community and environment
Other businesses / industry
Consumers
Always achieve the best - Production standards
and quality
Human service and Qwl/QpL preferred over
profitability
02/21/15

54

Importance of ethics

Loss / gain of customers

Turnover
Morale of the employees cynicism
Loss of ownership equity
High operating costs
Unnecessary Legal expenses
High Funding costs
Loss of goodwill and public trust
Loss of financial viability and ultimate failure of the
enterprise
Ex 10-1
Mention Tylenol, Toyota actions, paracetamol in
Pakistan
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55

Traditional definitions of a good person

Power Machiavelli believed that ends justify
means and taught that might makes right.
Personal Integrity --- Best human beings always
exhibit wisdom, justice, courage
Natural Simplicity --- Naturalness gets a better
hearing than accuracy.
Will of God --- 5 principles of Islam
Pleasure Physical enjoyment and avoidance of
pain
Greatest good for greatest number --- do as much
good as possible
Duty and right Action --- Self conceited value
02/21/15

56

Break
Presentations Assign-1

Quiz 1
1. Describe any 5 qualities that you would like to
see in your organizational head.
2. Compare Trait Theory with Behaviour Theory.
Would you like to see a combination of two in a
leader at the same time? Why? Support your
answers with examples?
3. Write a short note on vision outlining its:
a.
b.
c.
d.
e.

Creation
Impact
Formulation
Result of non adherence
Being a Change agent

Quiz 1
1. You are working in a large national organization with a range of
businesses. The CEO, an experienced person has a habit of
following the strongest voice. He is very meticulous, outspoken,
courageous, and extremely artful in his dealings. He has requisite
skills and knowledge. However, he is seen as democratic but weak
enforcer.
a. Please analyze the personality profile of the CEO in view of trait
and behaviour theories.
b. Would you like to follow his footsteps?
7
c. What qualities of leadership you see in him.
2. What is morality? Briefly describe its 3 levels.
3
3. Briefly describe the traditional definitions of Good.
5

Issue Assign - 1
Download articles / case studies from internet (HBR,
LUMS, IBA) describing different achievements made by
Business Leaders both present and past preferably
belonging to Pakistan, India, Japan, Saudi Arabia,
Malaysia, Taiwan and ROK etc.
Write a summary of the articles / case studies. Give your
own comments regarding their traits, values, vision /
mission and leadership qualities that you would like to
emulate.
May be done in groups of 2s.
Submission 24 Oct 11.

Thank you

LP-6

6 Mar 12

Part-4
Ch 11
Ch12
Ch 13

02/21/15

The Empowerment of
People
Leadership Authority
Empowerment in the
Workplace
The Quality Imperative

62

Surah AlSaff ayat 2-3

In the name of Allah, Most Gracious, Most Merciful

2.

O you who believe! Why do you say

that
which you do not do?
3. Most hateful it is with Allh that you say
that which you do not do.
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63

LEARNING OBJECTIVES

To learn of your Approach to leadership

How do you view leadership?
How can a leader empowers others
How can a leader develop a high
performance organization / workplace
What are your beliefs and practices
regarding quality in the workplace
02/21/15

To learn of your Approach to

leadership

64

TO LEARN OF YOUR APPROACH TO

LEADERSHIP

Bottom-up
4 conditions have to be met:
The person understands the order
The person believes the order is consistent with
the organizations goals
The person believes the order is compatible with
his or her interests ably
The person is mentally and physically able to
comply with the orders

02/21/15

65

Top-down

Flow of Power

02/21/15

A well established concept

Flow of Power

Well established and viewed

favour
Leaders not to violate the rights of
others
There is delegation of authority
By accepting a job, an employee
accepts the authority (defacto)

66

SERVANT LEADERSHIP
One cares about people
Servant leader encourages trust, listening and the
ethical use of power and empowerment
Conscious choice aspires others to lead
Kills own ego or desire for material rewards but
opts for true motivation to serve others
Get out of the executive and be on the shop floor
Committed to people by assuring:
Access
Communication (2 way)
Support in the form of feedback
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67

UPSIDE DOWN PYRAMID

02/21/15

68

PARTICIPATIVE LEADERSHIP THEORY

02/21/15

Explain Fig 11-4

69

THE LEADERSHIP POSITION

Leadership is needed in all areas of society
and at all levels of responsibility
Negative consequences of in the use of
power (Im the boss so do what I say.)
Sources of leadership power a good leader
should influence the behaviour of others:
Go to table 11-1 and explain power of the
position and power of the person
02/21/15

70

SOURCES AND TYPES OF POWER USED

BY THE LEADERS
Power of the
position

Power of the
person

What leader can

offer to others

How leaders are

viewed by others

Reward power
Legitimate power
Coercive power

Expert power
Referent power
Rational power

Information power Charisma power

02/21/15

See page 138

71

TWO WAY v/s One way COMMUNICATION

One-way comm
People may be reluctant to speak
People become dependent
People may become resentful of the leader

Psychological bigness

02/21/15

Position and authority and power to make decisions

Job competence
Use of Terminal statements
Formal, distant manner
Know it all attitude
Commanding physical stature
Use of sarcasm and ridicule and use of abusive language
Outspokenness
72

Two way Communication an Art

Stop talking

Put the talker at ease

Show the person you are listening
Remove distractions
Empathize with the person
Be patient
Hold yourself temper
Go easy on arguments and criticism
Ask questions
Encourage clarification

Stop talking
02/21/15

Most people , in the

final analysis would do
what they would like to
do in their lives. Great
leaders inspire and
guide
---- not
command or control.
73

CH-12

EMPOWERMENT IN WORKPLACE

Need for empowerment

Are people disinterested in their work
Is absenteeism on the rise
Do people lack loyalty and team spirit
Is there a lack of communication
Is there a low morale
Costs are too high due wastage and inefficiency
Does the quality of product needs enhancement
02/21/15

Nobody asked me>

74

WORKPLACE PRINCIPLES OF

Trust in people
Invest in people
Recognize accomplishment
Decentralize decision making
View work as a cooperative effort

02/21/15

75

CHARACTERISTICS WORKPLACE
Process

Unempowered

Out of control

Empowered

DM

Check with
leaders

Check with no
body

Check with
those effected

Performance
Planning

Leaders dictate

No plan

Proposals
Reviewed by
Ldrs

Making policy

Ldrs decide

People ignore
policy

Develop
policies through
MBO

Bypass the
issue

Find out who

can fix it

Problem solving Wait and see

Taking initiative

Never volunteer No
communication

Inform and
consult others

Defining roles

Defined by ldrs

Work together

02/21/15

Conflicts and
Go to Table
12-3
conflicts

76

Ch-13

The Quality Imperative

The Deming Way

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Create consistency and continuity of purpose

Set high standards
Eliminate dependence on mass inspections for quality
Reduce the number of suppliers
Recognize two sources for quality --- Faulty systems and the Worker
Improve job training make continuous learning a way of life
Provide higher level of supervision
Teardown barriers between departments
Stamp-out fear by instituting two way comm
Abolish numerical goals and slogans
Use statistical methods for continuous improvement
Remove barriers to pride of work
Undertake education and training to stay ahead of developments
Demonstrate Managements desire and commitment to ensure quality
and productivity

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TQM Progression of
1911 - Fredrick Taylor
Emphasis on scientific ally selecting , training and
developing a worker

1920 Elton Mayo, Maslow & Hawthorne

Theories
Social factors and group norms influence output
Need hierarchy

1940/1950/1960 onwards ----- Theory X, Y and Z

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Thank you
&
Assign -2

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Quiz 2 Mba 3C
1. Describe following leadership qualities
a.
b.
c.
d.
e.

Vitality
Charisma
Integrity
Self-confidence
Enthusiasm

a.
b.
c.
d.
e.

Creation
Impact
Formulation
Result of non adherence
Being a Change agent

2. Write a short note on vision outlining its:

3. Describe 3 satisfactions & frustrations

each of an accomplished leader.

LP 6
13 Mar 12
Part-5

Leadership Principles
Ch 14, 15 & 16

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Learning objectives
How do you rate on the principles and
practices of effective leadership?
Why are human relations important, and
what are the elements of an enlightened
workplace?
What are the characteristics of a highperformance group, and what can the
leader do to develop communication,
teamwork, and a one team attitude?
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EFFECTIVE LEADERSHIP
Be Yourself
Know your strengths and weaknesses.
Treat others the way you would like yourself to be
treated by others.
Determine a critical issue (s) and then become focused
Listen well.
Ask your team (employees) how to get to a solution?
Remove obstacles (Physical, intellectual, psychological,
environmental) and let your team members to think and
do value addition to your reservoir of ingenuity
Count the gains
Do not mourn your losses for long. Move on.

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See Ex 14-1 page 163

(Evaluating Leaders
competence)

83

MORALE
What is morale?
Am I enjoying my work?
To what an extent Im willing to accept the prevailing
way of life (lack of comfort, inconsistencies, etc)
The quality of Morale is dependent upon the quality of
future (Level of satisfaction-reward) that would be
direct outcome of current efforts
At Organizational Level: A high morale would yield
dividends like:
Lowering of costs,
Enhancing quality of work and
Higher QwL.
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84

RAISING EMPLOYEE MORALE - HOW

Introduction of Group Bonuses Pay & reward system

Creating Job autonomy and discretion (Limited)
Enhancing quality and availability of Support Services
Undertaking T & D possibilities
Having simple Org structure speed of
communication (Grievances)
Reducing size of production units to allow human
interaction
Explaining and detaining Tasks as per job design
Ensuring and assuring Feedback critical to success
Creating opportunities for Group interaction intra
personal activities

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Results: Lower costs, quality

work and higher QwL.

85

PRACTICAL LEADERSHIP TIPS

Be predictable Be consistent with your way of life
vision, mission and strategies
Be understanding --- see things from the other side of the
table
Be enthusiastic but not unduly emotional
Always set an example Be a trendsetter
Show support to the ideas and efforts of others
Get on to the floor leave office at least once a day
/week/month
Keep promises
Praise generously
Hold your fire
Always be fair
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MORALE JOB DESIGN AND WORK PLACE

Intrinsic Factors
Variety and challenges
Opportunities for
decision making
Feedback and learning
Mutual support and
meaning
Job growth possibilities

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Extrinsic Factors
Fair pay
Job security
Benefits
Safety
Health
Due process
(Redress)

Consult Fig 14-1 page

171

87

Ch -15

HUMAN RELATIONS

Man - a slave, worker, employee, partner -- Machine v/s Man

Concern for productivity
Hawthorne Theory - Environment
Maslows Need Hierarchy
Theory X, Y (refer to table 15-1 on page 182)

Concern for Customers

Human relations
Team spirit
Respect for culture
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BASIC BELIEFS ABOUT PEOPLE

Human nature complex our views about

others give birth to our reactions
Human value means or ends?
Where do you stand social and
technological standing as an individual (and
nation)
Abuse and physical violence national
character a social issue
Trust and respect in human relations - an
ethical issue
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THE ART OF LISTENING

The biggest block to personal

communication is the inability to listen
intelligently, understandingly, and
skillfully to another person. This
deficiency in the modern world is
widespread and appalling.
Carl Rogers
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THE ART OF LISTENING

Capitalize on thought speed Listen carefully, analyze, try to
predict, evaluate the and the contents, Hunt for the message or
key words, Take notes
Listen for ideas
Reduce emotional deaf spots
Find an area of interest
Judge content and not the Delivery
Hold your Fire
Work at Listening - Maintain eye contact Do not fake listening
Resist distraction
Hear what is said
Challenge distraction Enhance your experience

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THE ENLIGHTENED WORKPLACE

People are involved included and not excluded

Mutual satisfaction
Leadership style openness, honesty, reliability
Human being viewed as valuable asset
Concern for human dignity
Healthy environment maintained to exploit full
potential
Encouraged to act and speak
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92

Ch-16

THE TEAM CONCEPT

Leadership success requires an understanding of group behavior

and the ability to tap the constructive power of teams. Excellent
teams have:
Clear Mission
Informal atmosphere
Lots of discussions to ensure clarity and enhance understanding
Active listening to avoid ambiguity and repetition to contribute
Trust and openness
Disagreement is OK professional judgment
Criticism issue oriented
Consensus is the norm to achieve targets and objectives
Effective leadership - mission oriented with love for human being
Clarity of assignments job satisfaction
shared values and norms of behavior culture and values
Commitment to the job, organization, and to self

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ROLES OF GROUP MEMBERS

Positive

Encourager
Clarifier
Harmonizer
Idea Generator
Ignition key
leadership role
Standard setter
Detail Specialist
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Negative

Ego tripper
Negative artist - a
pessimist
Above-it-all person
aloof, cares for none
Aggressor always
blaming his tools /
friends
Jokester / Avoider

Resolve the issue as per LS

qualities

94

DEVELOPING A TEAM ROLE OF A LEADER

Hire the best Train and develop --assign / re-assign jobs and tasks as per
SKAO
Empower the teams
Teams grow and pass through 4 stages
Forming
Storming
Norming and
Performing
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Refer to Fig 16-8 page

201

95

WHY TEAMS FAIL?

Teams fail because personal agenda overtakes
organizational or team goals.
Winning teams have:

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A clear and elevating goal

Result driven structure
Competence is the hallmark
Commitment to work and idea is unified
Climate to work is collaborative
Excellence means high standard
External support and recognition is available
Leadership was based on Principles
96

WHY DONT PEOPLE LIKE TO WORK IN

TEAMS

Perceived Loss of recognition

Groups viewed as burdens self righteousness
Rationalization is missing from the decision
Perception all groups are stereotype thus lack
innovation and style
Self-censorship
Direct pressure assures individual members
keep their views (divergent) to themselves
Mind-guards disallow free flow of communication
Illusion of unanimity somewhat true in most org

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TEAM LEADERSHIP

Teams perform most successfully when

they have a Leader who facilitates the work
of the group to accomplish, there is
agreement on direction; accountability,
allocation of resources; and partnering ---a supportive work climate exists all around.
The most Effective Team Leaders are
caring individuals who have a passion for
the work and a concern for the people.

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Thank

98