Leadership Sherif

8/9/2019 Leadership Sherif

1/38

LEADERSHIP & MOTIVATIONINFORMATION TECHNOLOGY INSTITUTE

Soft Skills Unit

Ministry of

Communications andInformation Technology

Information Technology

Institute


2/38

TABLE

OF

CONTENT

Introduction

LeadershipImportance

Managers Vs.Leaders

Leadership Traits

Leaders Sourcesof Power

LeadershipStyles

Leaders Roles

LeadershipTheories

Motivation

Examples ofGreat Leaders


3/38

INTRODUCTION

Not the cry but the flight of the wild duck leads the flock to fly and to

follow. (Chinese proverb quoted by John Adair, 1989)

Leadership is action, not position. (Donald H. McGannon)

The first step to leadership is servanthood. (John Maxwell)

Leadership is the art of getting someone else to do something you wantdone because he wants to do it. (Dwight Eisenhower)


4/38

DEFINITIONS

Leadership is the process of motivating otherpeople to act in particular ways in order to achievespecific goals.

A leader is someonewho can influenceothers and who has

managerial authority.


5/38

LEADERSHIP IMPORTANCE

Shape our lives

Defining business

Society character

Defining teams, groups, and communities Set government policies


6/38

MAJOR LEADERSHIP TRAITS

Intelligence

verbal ability, perceptual ability, reasoning

not IQSelf-confidence

self-esteem, self-assurance, can make a difference

leadership involves influencing others

Determination

desire to get the job done

initiative, persistence, dominance, drive


7/38

MAJOR LEADERSHIP TRAITS

Integrity honesty, trustworthiness

organizational trust

Sociability pleasant social relationships

friendly, outgoing, courteous, tactful, diplomatic


8/38

LEADERSHIP VERSUS MANAGEMENT

The managers responsibility.

Planning

Organizing

Commanding

Coordinating

Controlling

Do effective managers have to be leaders?


9/38

LEADERSHIP VERSUS MANAGEMENT (IN TERMS OFROLE)

LeadershipManagementPromotes vision, creativity,

and changePromotes stability, order and

problem solving within

existing organizationalstructure and systems

Takes you to a new placeTakes care of where you are

Create change or movementCreate order andconsistency

Doing the right thingDoing things right


10/38

LEADER VERSUS MANAGER (IN TERMS OFQUALITIES)

Manager QualitiesLeader Qualities

MindSoul

RationalVisionary

ConsultingPassionate

PersistentCreative

Problem SolvingFlexible

Tough-mindedInspiring

AnalyticalInnovative

StructuredCourageousDeliberateImaginative

AuthoritativeExperimental

StabilizingInitiate change

Position PowerPersonal Power


11/38

MANAGERS VS. LEADERS (IN TERMS OFDIFFERENCES)

Are appointed to theirpositions

Can influence peopleonly to the extent of theformal authority of theirposition.

Do not necessarily havethe skills andcapabilities to beleaders.

Are appointed oremerge from within a

work group

Can influence otherpeople and havemanagerial authority.

Do not necessarily havethe skills andcapabilities to bemanagers.

Managers Leaders


12/38

LEADERSHIP SOURCES OF POWER


13/38


Power

Position Personal


14/38

LEADERSHIP SOURCES OF POWER (CONTD)

Position Power: Legitimate Power: power

coming from a formal

management position. Reward Power: stems from

the authority to bestowrewards on other people.

Coercive Power: theauthority to punish orrecommend punishment.

Position

Legitimate Reward Coercive


15/38

LEADERSHIP SOURCES OF POWER (CONTD)

Personal Power: Expert Power: leaders

special knowledge or skill

regarding the tasksperformed

Referent Power: personalitycharacteristics that

command subordinatesidentification, respect, andadmiration so they wish toemulate the leader

Personal

Expert Referent


16/38


Power

Position

Legitimate Reward Coercive

Personal

Expert Referent


17/38

LEADERSHIP ROLES


18/38

SPECIFIC TEAM LEADERSHIP ROLES


19/38

ISSUES IN LEADERSHIP


20/38

DEVELOPING CREDIBILITY AND TRUST

Credibility (of a Leader)

The assessment of a leaders honesty, competence,

and ability to inspire by his or her followers

Trust

The belief of followers and others in the integrity,character, and ability of a leader.

Dimensions of trust: integrity, competence, consistency,loyalty, and openness.

Trust is related to increases in job performance,organizational citizenship behaviors, job satisfaction,and organization commitment.


21/38

PROVIDING ONLINE LEADERSHIP

Challenges of Online Leadership

Communication

Choosing the right words, structure, tone, and style for digitalcommunications.

Performance management Defining, facilitating, and encouraging performance.

Trust

Creating a culture where trust among all participants isexpected, encouraged, and required,


22/38

EMPOWERING EMPLOYEES

Empowerment

Involves increasing the decision-making discretion ofworkers such that teams can make key operatingdecisions in develop budgets, scheduling workloads,

controlling inventories, and solving quality problems.

Why empower employees?

Quicker responses problems and faster decisions.

Addresses the problem of increased spans of control in

relieving managers to work on other problems.


23/38

GENDER DIFFERENCES AND LEADERSHIP

Research Findings

Males and females use different styles:

Women tend to adopt a more democratic or participative styleunless in a male-dominated job.

Women tend to use transformational leadership.

Men tend to use transactional leadership.


24/38

WHERE FEMALE MANAGERS DO BETTER: A SCORECARD

Source:R. Sharpe, As Leaders, Women Rule, BusinessWeek, November 20. 2000, p. 75.


25/38

LEADERSHIP THEORIES


26/38

LEADERSHIP THEORIES

Early Leadership Theories

Trait Theories

Behavioral Theories

University of Iowa

Ohio States University

University of Michigan

Contingency Theories

The Fiedler Model

Situational Leadership Theory

Leader Participation Model

Path Goal Model

Time Driven Model


27/38

LEADERSHIP THEORIESEARLY LEADERSHIP THEORIES

Trait Theories:

Research focused on identifying personalcharacteristics that differentiated leaders from non-leaders was unsuccessful.

There are SEVEN traits associated with successfulleaders:

Drive

The desire to lead

Honesty and integrity

Self confidence Intelligence

Job relevant knowledge

extraversion


28/38

LEADERSHIP THEORIESCONTINGENCY THEORIES

Path Goal Model:

States that the leaders job is to assist his or her

followers in attaining their goals and to provide directionor support to ensure their goals are compatible with

organizational goals. Leaders assume different leadership styles at different

times depending on the situation:

Directive leader

Supportive leader

Participative leader

Achievement oriented leader


29/38

MOTIVATION


30/38

MOTIVATION IN ORGANIZATIONS

Definition

Model of motivation

REWARDS

Satisfy needs; intrinsic or extrinsic rewards

BEHAVIOR

Results in action to fulfill needs

NEED

Creates desire to fulfill needs (food, friendship, recognition, achievement)

EEDBACK


31/38

REWARDS

Types of reward: Intrinsic rewards.

Extrinsic rewards.

Maslows Hierarch of

Needs.

Self

actualization

needs

Esteem needs

Belongingness needs

Safety needs

Physiological needs


32/38

JOB DESIGN FOR MOTIVATION

Research have identified five dimensions thatdetermine a jobs motivational potential:

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback


33/38

NEW MOTIVATIONAL COMPENSATIONPROGRAMS

PurposeProgram Name

Rewards individual employees inproportion to their performancecontributions.

Pay for Performance

Rewards all employees and managers

within a business unit whenpredetermined performance targetsare met.

Gain Sharing

Gives employees part ownership ofthe organization, enabling them to

share in improved profit performance.

Employee Stock Ownership Plan(ESOP)

Rewards employees with a one-timecash payment based on performance.

Lump-Sum Bonuses


34/38

NEW MOTIVATIONAL COMPENSATIONPROGRAMS

PurposeProgram Name

Links employee salary with thenumber of task skills acquired.Workers are motivated to learn theskills for many jobs, thus increasing

company flexibility and efficiency.

Pay for Knowledge

Flextime allows workers to set theirown hours. Job sharing allows two ormore part-time workers to jointly coverone job. Telecommuting, sometimescalled flex-place, allows employees to

work from home or an alternateworkspace.

Flexible Work Schedule

Rewards employees for behavior andactivities that benefit the team, suchas cooperation, listening, and

empowering others.

Team-Based Compensation


35/38

EXAMPLES OF GREAT LEADERS


36/38


37/38

REFERENCES

Argyis, C. (1962). Interpersonal competence andorganizational effectiveness. Homewood, IL:The Dorsey Press and Richard D. Irwin.

Bolman, L. G. & Deal, T. E. (1997). Reframingorganizations: Artistry, choice, and leadership(

2nd edition). Jossey-Bass: San Francisco. Covey, S. R. (2004). The 8thhabit: From

effectiveness to greatness. New York: Simonand Schuster.

Covey, S. R. (1989). The seven habits of highly

effective people: Restoring the character ethic.New York: Simon and Schuster.


38/38

REFERENCES

Kouzes, J. M. & Posner, B. Z. (2002). Theleadership challenge. San Francisco, CA:Jossey-Bass

Murphy, J., Ed. (1993). Preparing tomorrow'sschool leaders: Alternative designs. University

Park, MD: UCEA.

Shafritz, J. M., & Ott, J. S., Jang, Y. S. (2005).Classics of organization theory(6th ed.).Washington, DC: Wadsworth.

Shafritz, J. M., & Ott, J. S. (1998). Classics oforganization theory (5th ed.). Washington,DC: Wadsworth.

Leadership Sherif

Documents

Transcript of Leadership Sherif