Presented by: Jehanwash kareem Noman Saleem LEADERSHIP

Presented by: Jehanwash kareem Noman Saleem leadership “leadership is the process whereby one individual influences, other group members toward the attainment of defined group or organizational goals” Jerald Greenberg “leadership is the ability to influence a group toward the achievement of goals” Stephen p. robins. “leadership is both a process and a property; as a process leadership involves the use of non coercive influence: as a property, leadership is the set of characteristics attributed to someone who is perceived to use influence successfully” griffin “an interaction between members of a group. leaders are agents of change, person whose acts affect other people more than other people’s acts affect them. leadership occurs when one group member modifies the motivation or competencies of others in the group” bernard.m.bass

Presented by: Jehanwash kareem Noman Saleem LEADERSHIP “LEADERSHIP IS THE PROCESS WHEREBY ONE INDIVIDUAL INFLUENCES OTHER GROUP MEMBERS TOWARD THE ATTAINMENT OF DEFINED GROUP OR ORGANIZATIONAL GOALS” JERALD GREENBERG LEADERSHIP INVOLVES THE EXERCISE OF INFLUENCE FOR A PURPOSE-TO ATTAIN DEFINED GROUP OR ORGANIZATIONAL GOALS CENTRAL ROLE OF INFLUENCE, IMPLIES THAT LEADERSHIPIS REALLY SOMETHING OF A TWO-WAY STREET LEADERSHIP IS PRIMARILY A PROCESS INVOLVING INFLUENCE- ONE IN WHICH A LEADER CHANGES THE ACTIONS OR ATTITUDES OF SEVERAL GROUP MEMBERS OR SUBORDINATES B C A

Presented by: Jehanwash kareem Noman Saleem MANAGERS AND LEADERS:NOT NECESSARILY IDENTICAL ALTHOUGH SOME MANAGERS ACT AS LEADERS, OTHERS DO NOT. FURTHER; NOT ALL LEADERS ARE MANAGERS.FOR THESE IS IS USEFUL TO DISTINGUISH CLEARLY BETWEEN THE TWO TERMS LEADERS WHO ARE NOT MANAGERS LEADERS WHO ARE NOT MANAGERS WHO ARE NOT LEADERS MANAGERS WHO ARE NOT LEADERS MANAGERS WHO ARE ALOS LEADERS

Presented by: Jehanwash kareem Noman Saleem MANAGERS VERSUS LEADERS MANAGEMENT IS ABOUT COPING WITH COMPLEXITY. GOOD MANAGEMENT BRINGS ABOUT ORDER AND CONSISTENCY BY DRAWING UP FORMAL PLANS, DESIGINING RIGID ORGANIZATION STRUCTURES, AND MONITORING RESULTS AGAINST THE PLANS. LEADERSHIP, IN CONTRAST IS ABOUT COPING WITH THE CHANGE. LEADERS ESTABLISH DIRECTION BY DEVELOPING A VISION OF THE FUTURE; THEN THEY ALIGN PEOPLE BY COMMUNICATING THIS VISION AND INSPIRING THEM TO OVERCOME HURDLES JOHN KOTTER OF HARWARD BUSINESS SCHOOL

Presented by: Jehanwash kareem Noman Saleem MANAGERS VERSUS LEADERS MANAGERS USE THE AUTHORITY INHERENT IN THEIR DESIGNATED FORMAL RANK TO OBTAIN COMPLIANCE FROM ORGANIZATION MEMBERS. MANAGEMENT CONSISTS OF IMPLEMENTING THE VISION AND STRATEGY PROVIDED BY LEADERS, COORDINATING AND STAFFING THE ORGANIZATION, AND HANDLING DAY TO DAY PROBLEMS ROBERT HOOSE OF THE WHARTON SCHOOL

Presented by: Jehanwash kareem Noman Saleem DIFFERENCES BETWEEN LEADERS AND MANAGERS LEADER MANAGER AN ORIGINAL DEVELOPS FOCUS ON PEOPLE INSPIRES TRUST ORIGINATES CHANLLENGES THE STATUS QUO DOES THE RIGHT THING INNOVATES LONG RANGE PERSPECTIVE ASKS WHAT AND WHY EYE ON THE HORIZON A COPY MAINTAINS FOCUS ON SYSTEM RELIES ON CONTROL IMITATES ACCEPTS THE STATUS QUO DOES THINGS RIGHT ADMINISTER SHORT RANGE VIEW ASKS HOW AND WHEN EYE ON THE BOTTOM LINE CLASSIC GOOD SOLDIEROWN PERSON

Presented by: Jehanwash kareem Noman Saleem EDWIN GHISELLI’S PERSONAL TRAITS VERY IMPORTANT DECISIVENESS INTELLECTUAL CAPACITY JOB ACHIEVEMENT ORIENTATION SELF-ACTUALIZATION FEELINGS SELF-CONFIDENCE MANAGEMENT ABILITY ----TEAM BUILDER MODERATELY IMPORTANT AFFINITY FOR WORKING CLASS DRIVE AND INITIATIVE NEED FOR A LOT OF MONEY NEED FOR JOB SECURITY PERSONAL MATURITY ALMOST NO IMPORTANCE MASCULINITY VERSUS FEMININITY RALPH STOGDILL’S TRAIT FACTORS 1.INTELLIGENCE AND SCHOLARSHIP 2.PHYSICAL TRAITS 3.PERSONALITY 4.SOCIAL STATUS AND EXPERIENCE 5.TASK OREINTATION

Presented by: Jehanwash kareem Noman Saleem CRITICISM OF TRAIT APPROACH PEOPLE WHO FAIL AS LEADERS AND PEOPLE WHO NEVER ACHIEVE POSITIONS OF LEADERSHIP OFTEN POSSESS SOME OF THE SAME TRAITS AS SUCCESSFUL LEADERS. BOTH PHYSICAL ATTRIBUTES(HEIGHT, WEIGHT, APPEARANCE ETC) AND PSYCHOLOGICAL ATTRIBUTES (PERSERVERANCE, INTELLIGENCE, INITIATIVE ETC) HAVE BEEN CONSIDERED “TRAITS” THE TRAITS POSSESSED BY SUCCESSFUL LEADERS ARE INVARIABLY VALUE-JUDGED AS POSITIVE. THERE IS LITTLE CONSENSUS ON WHAT WORDS MEAN THAT ARE USED TO LABEL TRAITS. IT IS OFTEN DIFFICULT TO MEASURE TRAITS. EVEN IF A TRAIT CAN BE CLEARLY DEFINED AND ACCURATELY MEASURED (TILL ORDER), IT IS MUST ACHIEVE ON A GIVEN TRAIT TO MAKE IT EFFECTIVE.

Presented by: Jehanwash kareem Noman Saleem LOWA UNIVERSITY LEADERSHIP STUDIES ( RONALD LIPPIT, RALPH K WHITE & LEWIN) PARTICIPATIVEFREE REINAUTOCRATIC EMPLOYEES LEADER EMPLOYEES LEADER EMPLOYEES WHOLE GROUP EMPHASIS EMPLOYEESLEADER

Presented by: Jehanwash kareem Noman Saleem MUCZYK AND REIMAN LEADERSHIP STYLES PERMISSIVE AUTOCRAT DIRECTIVE DEMOCRAT PERMISSIVE AUTOCRAT DIRECTIVE AUTOCRAT ‣ MAKES DECISIONS UNILATERILLY; ‣ ALLOWS SUBORDINATES CONSIDERABLE LATITUDE IN CARRYING OUT ASSIGNED TASKS ‣ MAKES DECISIONS PARTICIPATIVELY; ‣ CLOSELY SUPERVISES ACTIVITIES OF SUBORDINATES ‣ MAKES DECISIONS PARTICIPATIVELY; ‣ ALLOWS SUBORDINATES CONSIDERABLE LATITUDE IN CARRYING OUT ASSIGNED TASKS ‣ MAKES DECISIONS UNILATERILLY; ‣ CLOSELY SUPERVISES ACTIVITIES OF SUBORDINATES DESCRIPTIONLEADERSHIP STYLE

Presented by: Jehanwash kareem Noman Saleem “MY EFFECTIVE BOSSES SEEMED TO CARE ABOUT ME AS PERSON. THEY WERE FRIENDLY, LISTENED TO ME WHEN I HAD PROBLEMS OR QUESTIONS, AND SEEMED TO HELP ME TOWARD MY PERSONAL GOALS. MY INEFFECTIVE BOSSES DID’T DO THIS” “MY EFFECTIVE BOSSES HELPED ME TO GET THE JOB DONE. THEY GIVE ME ADVICE, ANSWERED MY QUESTIONS, AND LET ME KNOW EXACTLY WHAT WAS EXPECTED OF ME. MY INEFFECTIVE BOSSES DIDN’T DO THIS”

Presented by: Jehanwash kareem Noman Saleem OHIO STATE STUDIES HIGH STRUCTURE LOW CONSIDERATION PRIMARY EMPHASIS IS PLACED ON STRUCTURING EMPLOYEE TASKS WHILE THE LEADER DEMONSTRATE LITTLE FOR EMPLOYEE NEEDS & WANTS HIGH STRUCTURE HIGH CONSIDERATION THE LEADER PROVIDES A LOT OF GUIDANCE ABOUT HOW TAKS CAN BE COMPLETED WHILE BEING HIGHLY CONSIDERATE OF EMPLOYEE NEEDS & WANTS LOW STRUCTURE LOW CONSIDERATION THE LEADER FAILS TO PROVIDE NECESSARY STRUCTURE AND DEMONSTRATES LITTLE CONSIDERATION FOR EMPLOYEE NEEDS AND WANTS LOW STRUCTURE HIGH CONSIDERATION LESS EMPHASIS IS PLACED ON STRUCTURING EMPLOYEE TASK WHILE THE LEADER CONCENTRATE ON SATISFYING EMPLOYEE NEEDS AND WANTS CONSIDERATION INITIATING STRUCTURE LOW HIGH LOWHIGH

Presented by: Jehanwash kareem Noman Saleem BLAKE & MOUTON’S LEADERSHIP GRID EFFICIENCY IN OPERATIONS RESULTS FROM ARRANGING CONDITIONS OF WORK IN SUCH A WAY THAT HUMAN ELEMENTS INTERFERE TO A MINIMUM DEGREE EXERTION OF MINIMUM EFFORT TO GET REQIRED WORK DONE IS APPROPRIATE TO SUSTAIN ORGANIZATION MEMBERSHIIP ADEQUATE ORGANIZATION PERFORMANCE IS POSSIBLE THROUGH BALANCING THE NECESSITY OF GET OUT WORK WITH MAINTAINING MORALE OF PEOPLE AT A SATISFACTORY LEVEL THOUGHTFUL ATTENTION TO NEEDS OF PEOPLE FOR SATISFYING RELATIONSHIPS LEADS TO A COMFORTABLE FRIENDLY ORGANIZATION ATMOSPHERE & WORK TEMPO. WORK ACCOMPLISHMENT IS FROM COMMITTED PEOPLE; INTERDEPENDENCE THROUGH A COMMON STAKE IN ORGANIZATION PURPOSE LEADS TO RELATIONSHIP OF TRUST AND RESPECT (5,5) MIDDLE OF THE ROAD (1,1) IMPOVERISHED (9,9) TEAM (9,1) AUTHORITY COMPLIANCE (1,9) COUNTRY CLUB CONCERN FOR PEOPL CONCERN FOR PRODUCTION

Presented by: Jehanwash kareem Noman Saleem BLAKE AND MOUTON 5 LEADERSHIP STYLES STYLE OF LEADER GRID POSITION CHARACTERISTICSEFFECTIVENESS PEOPLE-ORIENTED STYLE 1,9 LOWEST CONCERN FOR PRODUCTION AND HIGHEST FOR PEOPLE COUTNRY-CLUB TYPE PRODUCTION- ORIENTED STYLE 9,1 HIGHEST CONCERN FOR PRODUCTION AND LOWEST FOR PEOPLE AUTOCRAT TYPE MAINTAIN PRESENT BALANCE STYLE 5,5 COMFORTABLE CONCERN FOR BOTH PEOPLE AND PRODUCTION MIDDLE OF ROAD TYPE PEAK OF LEADERSHIP STYLE 9,9 HIGHEST CONCERN FOR BOTH PRODUCTION AND PEOPLE TEAM TYPE WORST LEADERSHIP STYLE 1,1 LITTLE CONCERN FOR EITHER PEOPLE OR PRODUCTION IMPOVERISHED TYPE

Presented by: Jehanwash kareem Noman Saleem THE TANNENBAUM AND SCHMIDT CONTINUM OF LEADERSHIP BEHAVIOR MANAGER PRESENTS PROBLEM, GETS SUGGES_ TIONS MAKES DECISION MANAGER PRESENTS IDEAS AND INVITES QUERRIES MANAGER PERMITS SUBORDI- NATES TO FUNCTION WITHIN DEFINED LIMITS MANAGER DEFINES LIMITS; ASKS GROUP TO MAKE DECISION MANAGER SELLS DECISION MANAGER MAKES DECISION AND ANNOUNCES IT MANAGER PRESENTS TENTATIVE DECISION SUBJECT TO CHANGE BOSS CENTERED LEADERSHIP SUBORDINATE CENTERED LEADERSHIP RANGE OF BEHAVIOR

Presented by: Jehanwash kareem Noman Saleem LEADERSHIP STYLES DRAWN FROM THE CLASSIC STUDIES AND THEORIES OF LEADERSHIP DEMOCRATIC EMPLOYEE-CENTERED GENERAL CONSIDERATION HUMAN RELATIONS SUPPORTIVE PARTICIPATIVE THEORY Y AUTOCRATIC PRODUCTION CENTERED CLOSE INITIATING STRUCTURE TASK DIRECTED DIRECTIVE THEORY X EMPLOYEE CENTEREDBOSS CENTERED