LEADERSHIP AND LEADERSHIP STYLES A LECTURE DELIVERED BY
ALLAH DAD KHAN AGRICULTURE VISITING PROFESSOR TO STUDENTS
OF AGRICULTURE EXTENSION
Definition of Leadership
Leadership, according to Peter DeLisle, is the ability to influence others, with or without AuthorityAll successful endeavors are the result of
human effort; thus, the ability to influence others is a derivation of
Interpersonal CommunicationsConflict ManagementProblem solving
Leadership
Leadership is the ability to develop a vision that
motivates others to move with a passion toward
a common goal
Motivating
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12 Unique Insights On Leadership, According To Bob Danzig
1. Become a “destiny architect”
2. Encourage “elasticity of thinking” -- be a “destiny pursuer” versus an “operational comfort seeker”
3. Identify, assess, and engage the very best talent
4. Become “strategic” rather than “operational”
5. Create a “climate or spirit of celebration and applause” -- spirited organizations excel
6. Be committed every day to putting the pickax to the mountain, find new ways to lift yourself and others higher
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12 Unique Insights On Leadership
7. Be the source of “possibility thinking”
8. Let your co-workers know they are “worthwhile” and full of promise
9. Find disciplined, organized ways to focus on integrity, trust, credibility, and the commitment to do the right thing
10. Know that management is about today -- and leadership is about tomorrow!
11. Know that management is about process -- leadership is about purpose
12. Recognize “success” is not about perfection, it's about “progress”
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The Leadership Challenge Focus on the individual members and the team
Provide employees and stakeholders the opportunity to develop and utilize their talents and strengths
Listen to employee’s concerns
Allocate the right resources for the right project, at the right time
Specify standards and expectations
Delegate responsibility through empowerment
Let employees and stakeholders identify their own interests and abilities
Lead by example: set the standard for excellence
What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
LEADERSHIP STYLES
1.AutocraticLeadership ( Authoritarian)Style
1. Leader makes decisions without reference to anyone else2. It is a classical approach 3. High degree of dependency on the leader4. Can create de-motivation and alienation
of staff5. May be valuable in some types of business where decisions need to be
made quickly and decisively6. Staff expected to obey orders without recieving any explanation 7. Structured set of rewards and punishment 8. Greatly criticized
Adolf Hitlor
2.Democratic( Participatory style)
1. Also known as Participatory.2. Encourage staff to be a part of the decision making.3. Staff informed about everything that affects their work. 4. May help motivation and involvement
Workers feel ownership of the firm and its ideasImproves the sharing of ideas and experienceswithin the business Can delay decision making
Barak Obama
3.Laissez-Faire or free rein style
Behaviors Where to use it Impact on others
Knows what is happening but not directly involved in it
When the team is working in multiple locations or remotely
Effective when team is skilled, experienced, and self-directed in use of time and resources
Trusts others to keep their word
When a project, under multiple leaders, must come together by a specific date
Autonomy of team members leads to high job satisfaction and increased productivity
Monitors peGives feed back regularly.rformance
To get quick results from a highly cohesive team
Leader acts as a ‘father figure’Paternalistic leader makes decision but may
consultBelieves in the need to support staff George Bush
5.Charismatic
Behaviors Influences others through power of personality Acts energetically, motivating others to move forward Inspires passion May seem to believe more in self than in the team When to Use It To spur others to action To expand an organization's position in the marketplace To raise team morale Impact on Others Can create risk that a project or group will flounder if leader leaves Leader's feeling of invincibility can ruin a team by taking on too
much risk Team success seen as directly connected to the leader's presence
6.Innovative
BehaviorsGrasps the entire situation and goes beyond the usual course of actionCan see what is not working and brings new thinking and action into playWhen to Use ItTo break open entrenched, intractable issuesTo create a work climate for others to apply innovative thinking to solve problems, develop
new products and servicesImpact on Others1. Risk taking is increased for all2. Failures don't impede progress3. Team gains job satisfaction and enjoyment4. Atmosphere of respect for others' ideas is present
Abdul Qadeer Khan
7.Command and control
BehaviorsFollows the rules and expects others to do the sameWhen to Use It1. In situations of real urgency with no time for discussion2. When safety is at stake3. In critical situations involving financial, legal, or HR issues4. In meeting inflexible deadlines5. Demands immediate compliance6. Engages in top-down interactions7. Is the sole decision makerImpact on Others8. If used too much, feels restrictive and limits others' 9. ability to develop their own leadership skills10. Others have little chance to debrief what11. was learned before next encounter with leader
A yub khan
8.Pace setter
BehaviorsSets high performance standards for self and the groupEpitomizes the behavior sought from othersWhen to Use ItWhen staff are self-motivated and highly skilled, able to embrace new
projects and move with speedWhen action is key and results are criticalImpact on OthersCannot be sustained too long, as staff may "burn out" from demanding paceResults delivered at a speed staff can't always keep up with
Nawaz Sharif
9.Servant Leadership
1. He is servant first . It begins with a heart inspired to “ serve” first not to lead.
2. Leadership decisions then becomes inevitable and inspires the servant leader to assume responsibility.
3. Hee or she is sharply different from the persn who is “ Leader first”
Gandhi
10.Situational Leadership
1. A good leader will change intuitively between styles according to the people and work they are dealing with.
2. This is often referred to as “ Situational Leadership”
Dwight Eisenhower.
11.Transformational
1.Make Change Happen in self and others incuding group and organizations.
2. Charishma a special leadership style commonly associated with transformational leadership exteremly powerful , exteremly hard to teach.
Martin Luther King Jr
12. Bureaucratic Leadership Style
An autocrat doesn’t require a bureaucracy, but the autocrat and the bureaucracy goes together like a hand and glove. One reason has be do with obedience to authority. In fact, one can make an argument that in large groups such as the multinational corporations and government agencies authority is the most common type of influence used.
Shebaz Sharif
13.The coaching style
A great coach is definitely a leader who also possess a unique gifts ability to teach and train.They groom people to improve both knowledge and skill.
Ali Khamenei
14.Emergent Leadership style
Contrary to the belief of many, groups don’t automatically accept a new “boss” as leader. Emergent leadership is what you must do when one taking over a new group.
15. Cross cultural Leadership style
Not all individuals can adapt to the leadership styles expected in a different culture whether that culture is organizational or national. In fact, there is some evidence that American and Asian Leadership Styles are very different, primarily due to cultural factors.
Abraham Lincoln
16. Leader Exchange style
Sometimes known as leader-member exchange, the style involves the exchange of favors between two individuals. An exchange can be hierarchical between the boss and subordinate or occur between two individuals of equal status. For this leadership style to work, you need to know how to develop, maintain and repair relationships.
17. Strategic Leadership
This is practiced by the military services such as the Pak Army, Pak Air Force, and many large corporations. It stresses the competitive nature of running an organization and being
able to out fox and out wit the competition.
18. Team Leadership
A few years ago, a large corporation decided that supervisors were no longer needed and those in charge were suddenly made “team leaders.” Today, companies have gotten smarter about how to exert effective team leadership, but it still takes leadership to transition a group into a team.
Barack Obama
19. Facilitative Leadership
This is a special style that anyone who runs a meeting can employ. Rather than being directive, one using the facilitative leadership style uses a number of indirect communication patterns to help the group reach consensus.
20. Visionary Leadership Style
The “vision thing” is something all great leaders have. It was seen through out history in the great ones. For example, Alexander the Great clearly had a vision of how to make an empire work.Visionary leadership has many different elements to it.
21.Transactional Leadership style
1. Commonly seen in large, bureaucratic organizations.2. “ By the book” approach the person work with in the rule.3. In opposition to transactional leadership.4. Emphasizes getting things done with in the umbrella of the
status quo.
Charles de Gaulle.
22. Primal Leadership Style
It would seem that just when you have it all sorted out, someone invents a new set of labels. Goleman’s model of leadership is a relatively recent addition to the pantheon of leadership style. In this case, it is Danel Goleman. A psychologist who can write in more scholar English, he was one of the major people who popularized Emotional Intelligence and then followed it up with a book called “Primal Leadership
23. Collaborative Leadership style
A collaborative leader tries to involve everyone in the organization in leadership. She is truly first among equals, in that she may initiate discussion, pinpoint problems or issues that need to be addressed, and keep track of the organization as a whole, rather than of one particular job. But decisions are made through a collaborative process of, a codiscussion, and some form of either majority or consensus agreement. Toward that endllaborative leader tries to foster trust and teamwork among the staff as a whole.
Rarely does one hear anybody celebrate the FDA. But lately the agency’s gatekeeper for cancer drugs is getting nearly universal praise for his effort to speed promising medications to markeRicha
rd Pazdur
24.Affiliative Leaders
The affiliative style is most effective in situations where morale is low or teambuilding is needed. This leader is easily recognized by their theme of "employee first." Employees can expect much praise from this style; unfortunately, poor performance may also go without correction
25.Authoritative Leaders
If a business seems to be drifting aimlessly, the authoritative style can be very effective in this type of situation. The authoritative leader is an expert in dealing with the problems or challenges at hand, and can clearly identify goals that will lead to success. They also allow employees to figure out the best way to achieve those goals.
26.Coercive Leadership
The coercive style should be used with caution because it's based on the concept of "command and control," which usually causes a decrease in motivation among those interacting with this type of manager. The coercive leader is most effective in situations where the company or group requires a complete turnaround. It is also effective during disasters, or dealing with underperforming employees; usually as a last resort.
Sadam Hussain
27.Political Leadership Style
Indira rPriyadashini Gandhi
28. Anti-apartheid leader
The Anti-Apartheid Movement (AAM), originally known as the Boycott Movement, was a British organization that was at the centre of the international movement opposing South Africa's system of apartheidand supporting South Africa's non-whites
29.Apartheid Leadership Style
Under apartheid, the rights, associations, and movements of the majority black inhabitants and other ethnic groups were curtailed and Afrikanerminority rule was maintained. Apartheid was developed after World War II by the Afrikaner-
dominated National Partyand Broederbond organizations.
30. The Diplomat Leader
The visionary Diplomat leader will involve themselves with ideas and imaginings often linked to higher causes and values. While they may be active in their organizations, they will shine more for their ability to inspire and to share a larger vision. They look toward what the future can bring rather than the offerings of the past and present.
Martin Luther King
32. The Explorer Leader
The agile Explorer leader is most likely to find quick solutions to any problems that arise and to take an organization in a new and exciting direction. They don't mind taking risks when they feel there's a decent chance the risks might pay off. They don't care about how others have done things in the past - only what the next big thing is. They are leaders oriented toward acting rather than planning and analyzing.
Richard Branson
31. The Sentinel Leader
The responsible Sentinel leader will take care of business as an administrator who gets all the details right and handle things in a meticulous way. They are likely to honor the past and be strict about rules and protocols. These personality types work from a sense of responsibility for taking care of the greater good. Sentinels see their leadership role as protecting and preserving society, some slice of it or an established tradition.
Pope Francis
32.Spirtual Leadership Style
Spiritual leadership involves intrinsically motivating and inspiring workers through hope/faith in a vision of service to key stakeholders and a corporate culture based on the values of altruistic love to produce a highly motivated, committed and productive workforce. The purpose of spiritual leadership is to tap into the fundamental needs of both leaders and followers for spiritual well-being
Al Ghazali
33. Revolutionary Leader ship
Mao continues that: "Our Party organizations must be extended all over the country and we must purposefully train tens of thousands of cadres and hundreds of first-rate mass leaders. They must be cadres and leaders versed in Marxism-Leninism, politically far-sighted, competent in work, full of the spirit of self-sacrifice, capable of tackling problems on their own, steadfast in the midst of difficulties and loyal and devoted in serving the nation, the class and the Party. It is on these cadres and leaders that the Party relies for its links with the membership and the masses, and it is by relying on their firm leadership of the masses that the Party can succeed in defeating the enemy.
Mao Zedong.
34.Union Leadership
35.Social Leadership
Social skills may be defined as being able to communicate and cooperate effectively within and across culturally diverse boundaries (organizational, geographical, demographic, professionally) – experimenting, innovating, connecting, sharing, learning together and sup.porting one another Social Leader - Build and forge social exchanges.
36.Religious Leadership
Religion and spirituality are two things that are probably the most difficult to define in definite terms. It would be wrong to say that spirituality and religion don’t go hand in hand because they do; the only difference is that while religion is an organized system that pays homage to a god, spirituality is something that does not always need a deity to define the parameters of the person’s spiritual conduct.
Ayatollah Khomeini
37. Sports Leader
38.Organizational Leaders
The management staff that typically provides inspiration, objectives, operational oversight, and other administrative services to a business. Effective organizational leadership can help prioritize objectives for subordinates and can provide guidance toward achieving the overall corporate vision.
39.Family leadership style
40. Quiet Leader
The quiet leader leads by example. They do not tell people what to do. They do not force people to do things that they are not willing to do. They do not give loud speeches, sweeping statements and clear cut orders. They do what needs to be done, inspiring their followers to do the same.
Abraham Lincoln
41. Personal Leadership Style
It is exercised through the influence of personality.Directions and motivations are given personally.
King Abdullah of Saudia
42.Impersonal Leadership Style
Impersonal leadership is a term used to designate leadership exercised through subordinates of the leader or by non personal medium such as written instructions , orders, policies , etc .
43. Functional Leadership Style
Functional leadership exists because an individual possesses specialized skill and renders expert advice. The group follows him as it believes that his advice will help and guide them in
difficult and complicated situation.
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