PowerPoint Presentation

Respected seniors and colleagues,AOA2- It is my honor to represent VFA shop in 1ST quarter of QC circle of the year 2014. Quality Circles have emerged in todays world as a mechanism to develop and utilize the tremendous potential of employees for improvement in product quality and productivity. It is the tradition of our company to organize such events in which we can share our achievements and ideas with other departments.1

Manager as a Leader

Team MembersIftikhar Ali DastiAbdul Rasool Dayo

3-which comprises of :Mr. Zeeshan DawarMr. Laiq AhmedMr. M. Shahzad Raza& Myself (Ahmour Ali)

3

Todays generally mangers are often seen as administrators, Not leaders.

What is ManagementHaving responsibility for people & other resources with the goal of getting work done efficiently as possible.

GOAL OF MANAGER: Execute the directions promoted by the LEADER.

What is LeadershipThe ability to influence a group toward the achievement of goals and inspires through motivation and direction. Leaders have Vision & directionAre capable of aligning employees towards a common purpose.

Leadership and Management

Manager VS Leader Managing is about efficiencyLeading is about effectiveness.

Both a manager & a leader may know the business well. But the leader must know it better and in a different way.

A good manager does things right.A leader does the right things.

FACTSManagers do not differ from leaders based on their personalities or styles.

Leaders are not just more energetic, charming or larger than life managers.

Any manager can lead by promoting new directions.

Manager can be inspiring as leaders.

Leader And Manager RolesLeaderCopes with ChangeCreates What Works BetterLooks to FutureInspires People to Do MoreCreates Goals & Objectives for Multiple YearsFocuses on EffectivenessManagerCopes with ComplexityEnsures Things WorkWorries About TodayA days work for a days payPlans to Implement Years ObjectivesFocuses on Efficiency

ManagersManager have a position of authority assigned in them by the company.Subordinates work for them and largely do as they are told.Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot.

Functions ElementsPlanningSeeking all available informationDefining group task, purpose or goal/ Making a workable plan/ DocumentationInitiatingBriefing group on the aims and the planExplaining why aim or plan is necessaryAllocating tasks to group members, setting group standardsControllingMaintaining group standardsMaintaining disciplineEnsuring all actions are taken towards objectives

Key Functions of a Manager as a Leader

Key Functions of a Manager as a Leader

Functions ElementsSupportingEncouraging individuals, Creating team spiritExpressing acceptance of persons and their contributionCreating a teamInformingGiving new information to the group, keeping them in the pictureReceiving information from groupReconciling disagreements or getting others to exploreEvaluatingChecking feasibility of an ideaEvaluating group performanceHelping the group to evaluate its own performance against standards

Leadership StylesAutocratic (Authoritarian) BureaucraticDemocraticCoerciveTransactionalTransformationalLaissez-Faire

14As the study of Leadership has gone through various paradigm shifts from a historical viewpoint, the study and perspectives of Leadership styles have evolved as well. The first historical style that is often referenced is Charismatic. This was most likely used because of a lack of true understanding of leadership styles. Since then, leadership has evolved to describe many, many types.

These are the seven most referenced leadership styles. The first six listed are active type styles while the seventh (Laissez-Faire) is more of an inactive type. It is also important to consider when and how the styles were studies to understand how they evolved and based on what beliefs and assumptions.

The study of leadership is almost as old as mankind, but only in the past couple of centuries has the study of leadership styles, traits, and behaviors really been studies, documented, and theorized. In 1939, Kurt Lewin, a renowned social scientist identified three different styles of leadership, including Authoritarian, Democratic and Laissez-Faire. His results indicated that the democratic style is superior to the other two styles. (click mouse for the three styles to be highlighted.)Daniel Goleman is also notorious for his article, Leadership that Gets Results, where he targets six leadership styles, including Authoritative, Democratic, and Coercive. (click mouse)Probably most recently, there has been a significant emphasis placed on examining the differences between Transactional and Transformational Leadership ideas. (click mouse)

What is interesting and important to know about leadership is that paradigms continue to shift. As society changes, leadership changes, so naturally the study and theories about leadership change as well. Fifty years from now, it is likely that new leadership styles will have evolved, or society might possible return to adopting old ideas and leadership styles. Go to any bookstore and you will find numerous attempts of scholars and writers trying to capture the essence and answers to the intriguing field that has yet to be and probably never will be nailed-down.

The following slides will attempt to capture the ideas of each of these seven recognizable leadership styles.

Autocratic (Authoritarian) Manager retains power (classical approach)

Manager is decision-making authority

Manager does not consult employees for input

Subordinates expected to obey orders without explanations

Motivation provided through structured rewards and punishments

15Autocratic Leadership is often considered the classical approach, but this leadership style has been greatly criticized during the past 30 years. Often referred to as the Authoritative Style, or Directive Style, it relies heavily on old ideas and beliefs. Put simply, the style communications.the leaders is the boss.

Often, people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abuse of power. Those ideas are not the authoritative style, but the structure and limited follower participation leaves one not to be surprised by those accusations. The main ideas that circulate around Autocratic Leadership are:It uses the classical approach where the manager retains as much power and decision-making authority as possible.The manager does not consult employees, nor are they allowed to give any input. There is a one-way flow of communication.Subordinates are generally expected to obey orders without any explanations. The motivational environment is produced by creating a structured set of rewards and punishments.

Notice that the description of Autocratic Leaders use the term, managers. Autocratic Leadership fits nicely in to the ideas of management where it is expected that subordinate obedience results from orders and expectations set by the leader. On the flip-side, the term subordinate is usedshowing that the relationship between leaders and followers is strictly business.

Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. Certainly Gen X employees have proven to be highly resistant to this management style.

These studies say that autocratic leaders: --Rely on threats and punishment to influence employees --Do not trust employees --Do not allow for employee input

Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use.

BureaucraticManager manages by the book

Everything must be done according to procedure or policy

If it isnt covered by the book, the manager refers to the next level above him or her

Police officer more than leader

16You want your organization to keep their nose out of trouble?....find a Bureaucratic Leader!

Bureaucratic leadership is where the manager manages by the book. Everything must fall according to procedure or policy. I it is not covered by the book, the manager refers to the next level above him or her.

When considering leadership traits, Integrity is often listed as one of the most valuable traits a leader could possess. Bureaucratic leaders demonstrate the meaning of integrity beautifully. When do we need leaders with an abundance of integrity and when do we want Bureaucratic Leaders?....

DemocraticOften referred to as participative style

Keeps employees informed

Shares decision making and problem solving responsibilities

Coach who has the final say, but

Gathers information from staff members before making decisions

17Like the other styles, the democratic style is not always appropriate, but it has many valuable benefits.

It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems.

Because a democratic leader welcomes team input and facilitates group discussion, it is often referred to as a participative leadership styleDemocratic leaders are constantly keeping employees informed about matters that affect them. They are consistently sharing plans with the group and offering multiple options for group consideration.Even though the Democratic leader still makes the final decision, they use a coaching style to encourage followers to take part in influencing and guiding decision making process. Generally before making a final decision, the leader will consult followers and gather information from them.

There are so many great qualities about the democratic leadership stylethat the list goes on

Democratic ContinuedHelp employees evaluate their own performance

Allows employees to establish goals

Encourages employees to grow on the job and be promoted

Recognizes and encourages achievement

Can produce high quality and high quantity work for long periods of time

18One of the interesting ideas about Democratic Leadership is the use of a coach style of leadership. Not only is the leader concerned about being effective and efficient, but they are also concerned about the development of their followers through the tasks.Democratic leaders commonly works with followers to help them set goals, not only for their organization, but personal achievement goals as well. Democratic leaders encourage growth in employees/followers by encouraging them to work freely with each other and leave division of tasks to the groupallowing more sharing and collaboration among followers or group members.In order to continuously encourage growth, democratic leaders make it a point to praise and offer constructive criticism. In addition, they will join in group activities without over-participating.

Lets begin thinking about when we might value a democratic leadership style.

CoercivePower from a persons authority to punish

Most obvious types of power a leader has.

Good leaders use coercive power only as a last resort: In todays sophisticated and complex workplace, excessive use of coercive power unleashes unpredictable and destabilizing forces which can ultimately undermine the leader using it.

19The coercive leadership style, focuses on the use, and possibly abuse of power. While coercive power can produce results in the short term, it relies on intimidation to do so and will backfire badly if used as the sole base for exerting influence.

At first glance, most people incorrectly assume that a leader can only be effective if he or she has access to the formal levers of power: Legitimate Power, which comes from the position a person holds; Reward Power, which comes from his or her ability to give rewards; Information Power, which comes from exclusive access to information; and Coercive Power.The best leaders rely on more subtle forms of power:Expert Power: Where followers do what theyre asked because they respect the leaders knowledge and expertise and, because of such, trust him or her to give the best guidance; and Referent Power: Where followers admire and seek to emulate the leader, and want to receive his or her approval.

Good leaders use coercive power only as a last resort because coercion reduces employees satisfaction with their jobs, leading to lack of commitment and general employee withdrawal.

Think about how you feel when you get coerced into doing something. How would you like to be led that way?...

TransactionalMotivate followers by appealing to their own self-interest

Motivate by the exchange process. EX: business owners exchange status and wages for the work effort of the employee.

Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.

Encourage leader to adapt their style and behavior to meet expectations of followers

20Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior. 1. Contingent Reward To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.2. Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards.3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards.4. Laissez-Faire Leadership The leader is indifferent and has a hands-off approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, if the only tool in your workbox is a hammeryou will perceive every problem as a nail. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the bottom line and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the workers need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment permeated by position, power, perks and politics. The most effective and beneficial leadership behavior to achieve long-term success and improved performance is transformational leadership.

TransformationalCharismatic and visionary

Inspire followers to transcend their self-interest for the organization

Appeal to followers' ideals and values

Inspire followers to think about problems in new or different ways

Common strategies used to influence followers include vision and framingResearch indicates that transformational leadership is more strongly correlated with lower turnover rates, higher productivity, and higher employee satisfaction.

21Transformational leadership is about hearts and minds, about empowering people not controlling them.

4 theories of Transformational Leadership included:Management by Command Unsophisticated management in which subordinates are told what to do and have little say in what and when.

Management by Objectives Process management in which subordinates are given goals and decide how to achieve them.

Management by Communication Sophisticated organizations in which skilled subordinates deduce their own goals by learning about the needs of the organization.

4. Management by Vision In which management is about inspiring people to achieve what only they know they can achieve by concentrating on what is possible.

Transformational leaders are more visionary and inspirational in approach. They tend to communicate a clear and acceptable vision and goals, with which employees can identify and tend to engender intense emotion in their followers. Rather than exchanging rewards for performance, transformational leaders attempt to build ownership on the part of group members, by involving the group in the decision process. When transformational leaders are successful, they are able to move followers from external to internal control.

Transformational cont.Instils feelings of confidence, admiration and commitment Stimulates followers intellectually, arousing them to develop new ways to think about problems. Uses contingent rewards to positively reinforce desirable performancesFlexible and innovative.

22While it is important to have leaders with the appropriate orientation defining tasks and managing interrelationships, it is even more important to have leaders who can bring organizations into futures they have not yet imagined. Transformational leadership is the essence of creating and sustaining competitive advantage.

Laissez-FaireAlso known as the hands-off styleLittle or no directionGives followers as much freedom as possibleAll authority or power is given to the followersFollowers must determine goals, make decisions, and resolve problems on their own.

23A successful laissez-faire leader is often popular, even charismatic, and inspires people rather than directs them. They believe people know what to do and will do it without too much direction.

The laissez-faire leadership style is also know as the hands-off style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. The authority of power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.

Overview of TheoriesGreat Man TheoryTrait TheoryBehavioral TheoriesManagerial GridContingency Theory:Fiedlers Least Preferred Co-worker (LPC) TheoryCognitive Resource TheorySituational Theory:Hersey & Balanchards Situational TheoryPath Goal Theory

Great Man TheoryLeaders are born, not made.This approach emphasized that a person is born with or without the necessary traits of leaderships.Early explanations of leadership studied the traits of great leaders.Great man theories (Gandhi, Lincoln, Napoleon, M. Ali Jinnah)Brief that people were born with these traits and only the great people possessed them

Great Man TheoryGreat Man approach actually emphasis charismatic leadership, Charisma being the word for gift.No matter what group such a natural leader finds himself in, he will always be recognized for what he is.According to the great man theory of leadership, leadership calls for certain qualities like commanding personality, charm, courage, intelligence, persuasiveness & aggressiveness.

Trait TheoryWhat characteristics or traits make a person a leader?Great Man Theory: Individuals are born either with or without the necessary traits for leadership.Trait theories of leadership sought personality, social, physical or intellectual traits that differentiate leaders from non leaders.Trait view has little analytical or predictive valueTechnical, conceptual and human skills (Katz 1974)

Trait TheoriesTrait Theories of leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.

Trait TheoryThe trait theory is based on the great man theory, but it more systematic in its analysis of leaders. Like the great man theory, this theory assumes that the leaders personal traits are he key to leadership success.

Traits of LeadersIntelligencePhysical FeaturesInner MotivationMaturityVision & ForesightAcceptance of ResponsibilityOpen-Minded and adaptabilitySelf-confidenceHuman Relations AttitudeFairness and Objectivity

Trait Theories

Behavioural Theory In contrast with trait theory, behavioural theory attempts to describe leadership in terms of what leaders do, while trait theory seeks to explain leadership on the basis of what leaders are. Leadership according to this approach is the result of effective role behaviour. Leadership is shown by a persons acts more than by his traits. This is an appropriate new research strategy adopted by Michigan Researchers in the sense that the emphasis on the traits is replaced by the emphasis on leader behaviour (which could be measured).

Behavioral ApproachLeadership is composed of two general kinds of behaviours:

Task behaviours: facilitate goal accomplishment by helping group members to achieve their objectives

Relationship behaviours: help subordinates feel comfortable with themselves, each other & the situation

Managerial Grid Major management styles and concerns:Impoverished: low production, low peopleSweatshop: high production, low peopleCountry Club: high people, low productionStatus Quo: medium production, medium peopleFully Functioning: high production, high people

Contingency Theories& Situational Theories of Leadership Contigency TheoriesFiedler ModelCognitive Resource TheoryHersey & Blencherds Situational TheoryLeader-member Exchange TheoryPath Goal TheoryLeader Participation Model

Contingency TheoriesWhile trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the exists.

Contingency Theory deals with this additional aspect of leadership effectiveness studies

Fiedler ModelThe theory that effective groups depend upon a proper match between a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.There are basically three steps in the modelIdentifying Leadership StyleDefining the SituationMatching leaders and situations

Cognitive Resource TheoryA theory of leadership that states that stress unfavorably effects the situation, and intelligence, and experience can lessen the influence of stress on the leader.

Identifying Leadership StyleFiedler believes a key factor in leadership success is the individuals basic leadership style So he created the Least Prefer Co-worker (LPC) Questionnaire

LPC:- An instrument that tells to measure whether a person is task or relationship orientedIf the low LPC score then the person is task orientedIf the high LPC score then the person is relationship oriented.

Hersey & Blanchards Situational Leadership (SLT)A model that focuses on follower readinessFollowers can accept or reject the leaderEffectiveness depends on the followers response to the leaders actionsReadiness is the extent to which people have the ability & willingness to accomplish a specific taskA paternal model:As the child matures, the adult releases more and more control over the situationAs the workers become more ready, the leader becomes mote laissez-faire

Cont.Hersey and Blencherd identify four specific leader behaviorsThe most effective behavior depends on the followers ability and motivationIf followers are unable and unwilling to do a task, the leader needs to give specific and clear directions.If followers are unable and willing, the leader need to display a high task orientation.Of the followers are able and unwilling, the leader needs to use a supportive and participative style.If followers are both able and willing, the leader doesnt need to do much.

S3S1S4S2Low Supportive and Low DirectiveBehaviorHigh Directive and Low SupportiveBehaviorHigh Directive and High SupportiveBehaviorHigh Supportive and Low DirectiveBehavior

(B) DEVELOPMENT LEVEL OF FOLLOWER(S)DEVELOPEDDEVELOPINGHIGHLOWMODERATED4D1D2D3(A) THE FOUR LEADERSHIP STYLESDIRECTIVE BEHAVIOR(High)(High)(Low)SUPPORTIVE BEHAVIOR

S3S1S4S2Low Supportive and Low DirectiveBehaviorHigh Directive and Low SupportiveBehaviorHigh Directive and High SupportiveBehaviorHigh Supportive and Low DirectiveBehavior

(B) DEVELOPMENT LEVEL OF FOLLOWER(S)DEVELOPEDDEVELOPINGHIGHLOWMODERATED4D1D2D3(A) THE FOUR LEADERSHIP STYLES(High)(High)(Low)SUPPORTIVE BEHAVIOR

DIRECTIVE BEHAVIORD4High Competence High CommitmentExperienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader.D3High Competence Variable CommitmentExperienced & capable, but may lack the confidence to go it alone, or the motivation to do it well/ quickly.D2Some Competence Low CommitmentMay have some relevant skills, but wont be able to do the job without help. The task or the situation may be new to them.D1Low Competence Low CommitmentGenerally lacking the specific skills required for the job in hand, & lacks any confidence &/ or motivation to tackle it.

2007 Prentice Hall Inc. All rights reserved.Path-Goal Theory

Premise Leader must help followers attaining goals and reduce roadblocks to success Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies)

44

Characteristics of Successful Manager as a LeaderListening ( and questioning) skillsDealing with conflictDealing with difficult with peopleAppreciating of other peopleForming effective teamsEstablishing trust through consistencySensitivity to other culturesCommunicating positive & negative feedbacksCapacity to handle criticism

Put Your People FirstPut your people first. The bottom line about being a good manager is this:If your employees dont perform well, you dont perform well.Every good manger must learn how to train, support and motivate his or her employees.If you dont take the time to support your staff & ensure their needs are being met, all of your work will be useless.

Be a Credible ManagerEffective managers establish a system of values.You have to make yourself accountable to people in authority.Effective managers understand that no good ever comes out of authority without accountability.

You are an includerBeing a manager you need to involve your team members in what ever you do. You dont exclude others because they lack certain attributes. To become an effective manager learn to tap & develop people.

Keep your employees within the loop. Inform them of all decisions that will affect & be affected by their work. Dont treat them as a mindless machines that are used only to get the job done.

Dont show discriminationBeing a good manager you should never discriminate among your team members.

Treat your people equally.

Be calm & dignifiedDont be rude with othersYou can be firm but not harsh

Dont use hurting words in your statement

Be a mentorNot everyone can learn his/her job from the first day. Train your team members wherever they are facing problem.

Rather than shouting on others who are not as good as you on that job try to make them learn. Your team members will pay high regards to you.

Top Things to make a good managerAcknowledge your staff:

When a member of staff does a job well, make sure you notice it, and acknowledge her or him for it. Dont let the opportunity to praise a piece of good work go by.

Never, ever, humiliate anyone in publicIf you are annoyed with someone on your team, or they have done something wrong, make sure you keep your cool, especially in public. If you humiliate someone, he or she will hold a grudge against you, and their work will suffer too.

Criticize in a constructive mannerIf you feel that an employee has the potential to do much batter at his/her job, take them aside and tell them how you feel. Sometimes, the belief that a superior has in you pushes you to achieve more.

Avoid last minute tasksNo one likes to start a task at the end of the day, especially when you have other plans for the evening. Do not throw work at your employees just as they are about to call it a day.

PhilosophyAll leaders are not effective in all situations If the leadership style is a good match for the situation, then the leader will be effective If the leadership style does not match the situation, then the leader will probably fail

ConclusionMy conclusion on this topic is managers & leaders both have their necessity and importance.

To survive in the twenty first century, we are going to need a new generation of leaders as a managers

Most uprising organizations have both managerial & leadership personnel which help them to accomplish the given task beautifully and efficiently.

Leader and ManagerBoth Elements are Required for Success!