MANAGEMENT REPORT

LEADERSHIP

COURSE INSTRUCTOR: GEN NAQVI

GROUP MEMBERS:

HARIS HUSSAIN MUHAMMAD SAEED FARRUKH IQBAL MAZAHIR HUSSAIN NOOR HASSAN

(SP12-MB-0024) (SP12-MB-0132) (SP12-MB-0006) (SP12-MB-0004) (FA11-MB-0032)

COURSE: MANAGEMENT

SECTION: SPRING

Definitions of Leadership
What is leadership? A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. This definition of leadership, I think, captures the leadership essentials of inspiration and preparation. Effective leadership is based upon ideas, but won't happen unless those ideas can be communicated to others in a way that engages them. Put even more simply, the leader is the inspiration and director of the action. He is the person in the group that possesses the combination of personality and leadership skills that makes others want to follow his direction. In business, leadership is welded to performance. Those who are viewed as effective leaders are those who increase their company's bottom lines. To further confuse the definition of leadership, we tend to use the terms "leadership" and "management" interchangeably, referring to a company's management structure as its leadership, or to individuals who are actually managers as the "leaders" of various management teams. I am not saying that this is a bad thing; just pointing out that leadership involves more. To be effective, a leader certainly has to manage the resources at her disposal. But leadership also involves communicating, inspiring and supervising - just to name three more of the primary leadership skills a leader has to have to be successful. Leadership includes:

The ability to think both tactically and strategically. Another angle on this theme would be the ability to think both short term and long term, similar but not the same as tactics and strategy. The ability to translate and link disparate things into something cogent. Being pragmatic, a good listener, thoughtful and decisive. Being a good communicator, results oriented and a collaborator. The ability (and courage) to know your own strengths and weaknesses. Being a good administrator which is another way of saying executing well: Provide clear goals, roles & responsibilities, communications, time frames & milestones and contingencies

Is a leader born or made? While there are people who seem to be naturally endowed with more leadership abilities than others, I believe that people can learn to become leaders by improving particular leadership skills.

The Difference Between Boss and Leader

The boss drives group members; the leader coaches them.

2. The boss depends upon authority; the leader on good will.

3. The boss inspires fear; the leader inspires enthusiasm.

4. The boss says "I"; the leader says "we."

5. The boss assigns the task, the leader sets the pace.

6. The boss says, "Get there on time"; the leader gets there ahead of time.

7. The boss fixes the blame for the breakdown; the leader fixes the breakdown.

8. The boss knows how it is done; the leader shows how.

9. The boss makes work drudgery; the leader makes it a game.

10. The boss says, "Go"; the leader says, "Let's go."

TYPES OF LEADERS:

1. 2. 3. 4. 5. 6.

POLITICAL LEADERS UNION LEADERS SOCIAL LEADERS RELIGIOUS LEADER ORGANIZATIONAL LEADER SPORTS LEADER

POLITICAL LEADERS:

A political leader is someone who is involved in influencing public policy and decision making. This includes people who hold decision-making positions in government, and people who seek those positions, whether by means of election, revolution, appointment, or other means. Politics is not limited to governance through public office. Political offices may also be held in corporations, and other entities that are governed by self-defined political processes.
UNION LEADERS:

A union leader is an organization of workers that have banded together to achieve common goals such as better working conditions. The trade union, through its leadership, bargains with the employer on behalf of union members and negotiates labor contracts with employers. The most common, but by no means only, purpose of these organizations is "maintaining or improving the conditions of their employment This may include the negotiation of wages, work rules, complaint procedures, rules governing hiring, firing and promotion of workers, benefits, workplace safety and policies. The agreements negotiated by the union leaders are binding on the rank and file members and the employer and in some cases on other non-member workers.
SOCIAL LEADERSHIP:

In contrast to task leadership, people with social leadership skills are good at getting members of the team excited about their task, increasing energy, inspiring team spirit, and reducing conflict. Often being a democratic type of leadership, social leaders often produce high performing teams and may be popular with their subordinates.

Offer innovative and bold solutions to pressing social and environmental issues. . Can generate and evidence positive social impact. . Know how to engage people to join a cause and do more. . Show courage and pro-active behavior, to generate genuinely innovative ideas and actions to solve social problems.

RELIGIOUS LEADER:

Religious leaders offer religious and moral guidance, help and support to the followers of their religion. As a leader for your faith, you would be known by an appropriate title such as priest, minister, imam or rabbi. Your duties would vary according to your faith, but would typically include * Encouraging commitment to the faith * praying and studying your religion * explaining the meaning of your faiths teachings * Leading regular religious services or ceremonies * conducting special services/ceremonies for religious festivals, holy days and events such as births, marriages and deaths * educating people who are converting to your faith * supporting people at difficult times in their lives * representing your faith within the community * being a role model for your followers * meeting representatives of other faiths and communities

SPORTS LEADERS:

A fundamental part of working in a sport leadership role in this context is the supervision and leadership of groups In order to create a safe and secure environment. This unit requires a deeper understanding of sports leadership, the skills and techniques needed, their structure, and how participants can develop their interests in these activities. It also requires learners to understand the hazards associated with the activities and how to manage these hazards so as to minimize

risk. The key focus of the unit delivery should be on introducing, practicing and reviewing the skills essential in effective sports leadership. It is recommended that this unit be delivered alongside nationally recognized leadership units where possible, for example the Community Sports Leadership Award (CSLA).

ORGANIZATIONAL LEADER:

The activity of leading a group of people or an organization, or the ability to do this. In its essence, leadership in an organizational role involves (1) Establishing a clear vision, (2) Sharing that vision with others so that they will follow willingly, (3) Providing the information, knowledge, and methods to realize that vision, and (4) Coordinating and balancing the conflicting interests of all members or stakeholders. A leader comes to the forefront in case of crisis, and is able to think and act in creative ways in difficult situations. Unlike management, leadership flows from the core of a personality and cannot be taught, although it may be learned and may be enhanced through coaching or mentoring.

1. 2. 3. 4.

Planning Organizing Leading Controlling

Principles of Leadership
1. Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.

2. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.

3. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.

4. Make sound and timely decisions - Use good problem solving, decision making, and planning tools.

5. Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see Mahatma Gandhi

6. Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers.

7. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.

8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities.

9. Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.

10. Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs.

11. Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

Four Factors of Leadership

Leader
You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.

Followers
Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes.

Communication
You lead through two-way communication. Much of it is nonverbal. For instance, when you set the example, that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees.

Situation
All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior,

but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership. Various forces will affect these four factors. Examples of forces are your relationship with your seniors, the skill of your followers, the informal leaders within your organization, and how your organization is organized.

Key Elements to Leadership

1- Trust
As a Group Leader, you've got to establish confidence. Every member of your team must trust you. It is your responsibility to build that confidence towards you and towards every members of your team.

2- Coherence
You've got to walk your talk. What you say is what you do. Coherence between your teaching and your own actions will have a significant effect on your team : it will have a direct influence upon the trust of your team members towards you. The less your team trust you, the less your message will be heard.

3- Competence
No leader can survive incompetence. Knowing how to resource yourself and knowing how to surround yourself are 2 qualities that every leaders possess. What the leader don't know, he learns it or he makes someone who knows about it to execute the task.

4- Collaboration
The more successful people there will be in your team, the more success YOU will have but... BE CAREFUL.... As your member gets bigger and bigger, make sure they treat their downline with respect. Never let your people by themselves. Always bring them to their best. Be sure you make that statement duplicatable otherwise your down line will stop growing at some point making you lose maybe thousands of dollars. Make sure the heavy-hitters of your team know about this.

5- Competition
Drive your team towards excellence. Be sure your team understand the different levels in your company. Diamond level, group leader level, director level, presidential level.... whatever your company name it. You've got to drive the member of your team towards their next level. Let your team know the success of everyone. As soon as someone reach his own next level. Announce it to your team. This will favor the development of your group.

6- Contribution
This is the guard angel of the team spirit. If all the members of your team contribute to bring the best out of them self you will lead a group that has very good potential to hit hard....as a team. Every member must contribute in some ways. If they don't work their business, they will not make money and you won't make money. Help them build their business.

Functions of Leadership
Leadership functions of a manager are related with his managerial functions. The leaser as a manger has to set the group goal, motivate and inspire subordinates, make plans, and supervise performance. Over and above these managerial functions he has to perform some other functions as a Leader. They are: 1. To act as a representative of the work-group: Leader is the link between the top management and the work group. He has to communicate the problems and difficulties of the work group to the management and the expectation of the management to the work group. He act as a link between the top management and the work group. 2. To develop team spirit: One of the core function of the Leader manager is that to create a team spirit in between the members of the group. They should act as a team rather than performing as individuals. It is his responsibility to create a pleasant atmosphere keeping in view the subordinates needs, potential abilities and competence. 3. To act as a counselor of the people at work: When the subordinates face problems at work, which may be technical or emotional, the leader has to guide and advise the subordinate concerned. There may be situation which are out of control, in that situation, leader must stand

behind the subordinate to encourage and support and find a solution for the problem. 4. Proper use of Power: Leader must be careful while exercising his power or authority in relation to his subordinates. According to the situation he may exercise different types of powers like reward power, corrective power, coercive power, expert power, formal or informal power etc., for the positive response from his subordinate. Make sure that while using the power the response from his subordinate should not yield a negative response to the group work. Leader must analyze the situation before exercising his power. 5. Time Management: Leader must ensure the timely completion of the work while ensuring the quality and efficiency of the work. At different stages, the work should be complete according to the plan. The timely completion of the individual tasks will ensure the completion of the group work. Leader should monitor and ensure the individual task at different stages is accomplished as per the plan. 6. Secure effectiveness of group-effort: To get the maximum contribution towards the achievement of objectives the leader must delegate authority, ensure the availability of the adequate resources, and provide for a reward system to improve the efficiency of capable workmen, invite participation of employees in decision making and communicate necessary information to the employees.

Maslow's Theory of Motivation - Hierarchy of Needs

In 1943, Dr. Abraham Maslow 's article "A Theory of Human Motivation" appeared in Psychological Review, which were further expanded upon in his book: Toward a Psychology of Being In this article, Abraham H. Maslow attempted to formulate a needs-based framework of human motivation and based upon his clinical experiences with people, rather than as did the prior psychology theories of his day from authors such as Freud and B.F. Skinner, which were largely theoretical or based upon animal behavior. From this theory of motivation, modern leaders and executive managers find means of motivation for the purposes of employee and workforce management. Abraham Maslow's book Motivation and Personality (1954), formally introduced the Hierarchy of Needs. The basis of Maslow's motivation theory is that human beings are motivated by unsatisfied needs, and that certain lower factors need to be satisfied before higher needs can be satisfied. According to Maslow, there are general types of needs (physiological, survival, safety, love, and esteem) that must be satisfied before a person can act unselfishly. He called these needs "deficiency needs." As long as we are motivated to satisfy these cravings, we are moving towards growth, toward self-actualization. Satisfying needs is healthy, while preventing gratification makes us sick or act evilly.As a result, for adequate workplace motivation, it is important that leadership understands the needs active for individual employee motivation. In this manner, Maslow's model indicates that fundamental,

lower-order needs like safety and physiological requirements have to be satisfied in order to pursue higher-level motivators along the lines of self-fulfillment. As depicted in the following hierarchical diagram, sometimes called 'Maslow's Needs Pyramid' or 'Maslow's Needs Triangle', after a need is satisfied, it stops acting as a motivator and the next need one rank higher starts to motivate as it attain psychological precedence.

Self-Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

Self-Actualization
Self-actualization is the summit of Maslow's motivation theory. It is about the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow. Self-actualized people tend to have motivators such as:

Truth Justice Wisdom Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are energized moments of profound happiness and harmony. According to Maslow, only a small percentage of the population reaches the level of self-actualization.

Esteem Needs
After a person feels that they "belong", the urge to attain a degree of importance emerges. Esteem needs can be categorized as external motivators and internal motivators. Internally motivating esteem needs are those such as self-esteem, accomplishment, and self respect. External esteem needs are those such as reputation and recognition. Some examples of esteem needs are:

Recognition (external motivator) Attention (external motivator) Social Status (external motivator) Accomplishment (internal motivator) Self-respect (internal motivator)

Maslow later improved his model to add a layer in between self-actualization and esteem needs: the need for aesthetics and knowledge.

Social Needs
Once a person has met the lower level physiological and safety needs, higher level motivators awaken. The first level of higher level needs is social needs. Social needs are those related to interaction with others and may include:

Friendship Belonging to a group Giving and receiving love

Safety Needs
Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by:

Living in a safe area Medical insurance

Job security Financial reserves

According to the Maslow hierarchy, if a person feels threatened, needs further up the pyramid will not receive attention until that need has been resolved.

Physiological Needs
Physiological needs are those required to sustain life, such as:

Air Water Food Sleep

According to this theory, if these fundamental needs are not satisfied, then one will surely be motivated to satisfy them. Higher needs such as social needs and esteem are not recognized until one satisfies the needs basic to existence.

Applying Maslow's Needs Hierarchy - Business Management Implications

If Maslow's theory is true, there are some very important leadership implications to enhance workplace motivation, and you don't need masters in applied psychology, for it to be evident. There are employee motivation opportunities by motivating each employee through their style of management, compensation plans, role definition, and company activities.

Physiological Motivation: Provide ample breaks for lunch and recuperation and pay salaries that allow workers to buy life's essentials. Safety Needs: Provide a working environment which is safe, relative job security, and freedom from threats. Social Needs: Generate a feeling of acceptance, belonging, and community by reinforcing team dynamics. Esteem Motivators: Recognize achievements, assign important projects, and provide status to make employees feel valued and appreciated. Self-Actualization: Offer challenging and meaningful work assignments which enable innovation, creativity, and progress according to long-term goals.

Remember, everyone is not motivated by same needs. At various points in their lives and careers, various employees will be motivated by completely different needs. It is imperative that you recognize each employee's needs currently being pursued. In order to motivate their employees, leadership must be understand the current level of needs at which the employee finds themselves, and leverage needs for workplace motivation.

Maslow's Theory - Limitations and Criticism

Though Maslow's hierarchy makes sense intuitively, little evidence supports its strict hierarchy. Actually, recent research challenges the order that the needs are imposed by Maslow's pyramid. As an example, in some cultures, social needs are placed more fundamentally than any others. Further, Maslow's hierarchy fails to explain the "starving artist" scenario, in which the aesthetic neglects their physical needs to pursuit of aesthetic or spiritual goals. Additionally, little evidence suggests that people satisfy exclusively one motivating need at a time, other than situations where needs conflict. While scientific support fails to reinforce Maslow's hierarchy, his theory is very popular, being the introductory motivation theory for many students and managers, worldwide. To handle a number of the issues of present in the Needs Hierarchy, Clayton Alderfer devised the ERG theory, a consistent needs-based model that aligns more accurately with scientific research.

Functions of Leadership
Leadership functions of a manager are related with his managerial functions. The leaser as a manger has to set the group goal, motivate and inspire subordinates, make plans, and supervise performance. Over and above these managerial functions he has to perform some other functions as a Leader. They are: 1. To act as a representative of the work-group: Leader is the link between the top management and the work group. He has to communicate the problems and difficulties of the work group to the management and the expectation of the management to the work group. He act as a link between the top management and the work group. 2. To develop team spirit: One of the core function of the Leader manager is that to create a team spirit in between the members of the group. They should act as a team rather than performing as individuals. It is his responsibility to create a pleasant atmosphere keeping in view the subordinates needs, potential abilities and competence. 3. To act as a counselor of the people at work: When the subordinates face problems at work, which may be technical or emotional, the leader has to guide and advise the subordinate concerned. There may be situation which is out of control, in that situation, leader must stand behind the subordinate to encourage and support and find a solution for the problem. 4. Proper use of Power: Leader must be careful while exercising his power or authority in

relation to his subordinates. According to the situation he may exercise different types of powers like reward power, corrective power, coercive power, expert power, formal or informal power etc., for the positive response from his subordinate. Make sure that while using the power the response from his subordinate should not yield a negative response to the group work. Leader must analyze the situation before exercising his power. 5. Time Management: Leader must ensure the timely completion of the work while ensuring the quality and efficiency of the work. At different stages, the work should be complete according to the plan. The timely completion of the individual tasks will ensure the completion of the group work. Leader should monitor and ensure the individual task at different stages is accomplished as per the plan. 6. Secure effectiveness of group-effort: To get the maximum contribution towards the achievement of objectives the leader must delegate authority, ensure the availability of the adequate resources, and provide for a reward system to improve the efficiency of capable workmen, invite participation of employees in decision making and communicate necessary information to the employees.

Ways to Improve Your Leadership Skills

Whether you consciously aware of it or not, on some level you are continually leading yourself and others. As a result, it would only make sense that you strive to improve your leadership skills and get the most out of life for everyone in your sphere. If you desire to lead a passion-filled life wherein you are a positive influence to everyone, you will enjoy incorporating the following practices to assist you in consistently living your life as a conscious and strong LEADER. 1. Have a clear vision of yourself, others, and the world. Who are you? What do you stand for? What is your life purpose? How do you want to influence others? How do you want to contribute to yourself, your family, friends, colleagues, and the world? Answer these questions to formulate a concrete vision of yourself and your world. Then, start living your life as the leader who makes your vision a reality! 2. Know and utilize your strengths and gifts. You have unique gifts that you were born with and personal strengths youve developed over your lifetime. Realizing and utilizing these gifts and strengths will assist you in being a formidable leader.

3. Live in accordance with your morals and values. Making choices and taking actions out of accordance with your morals and values leaves you with a nagging Bad feeling. This feeling seeping in from your subconscious mind hinders your success in your career and your relationships. On the other hand, making choices and taking actions aligned with your morals and values helps you succeed almost effortlessly. People sense integrity and will naturally respect your opinion and leadership. 4. Lead others with inclusiveness and compassion. The greatest leaders are those who include everyone in their sphere of influence by recognizing each persons greatest value. To be one of these leaders, look beyond the obvious and see others with insight and compassion. Many of history's greatest leaders have admitted that they rose to the top because another leader recognized and harnessed their potential. 5. Set definitive goals and follow concrete action plans. You have to know where your destination is before you can map out a plan to get there. To improve your leadership skills, first set specific life goals with appropriate timelines. Design your goals by moving backwards from the end of your life to the present week. Then, formulate action plans you can commit to that will get you to where you want to be. 6. Maintain a positive attitude. No one respects a grumpy or negative person. With a positive attitude you are looking at the bright side of life. People are naturally attracted to you when you have a positive attitude. By being positive, you will lead a happier life, as well as be surrounded by other positive people. You will also magically attract exciting offers and possibilities. 7. Improve communication skills. Having great leadership skills includes your being able to clearly and specifically communicate your vision, goals, skills, intentions, and expectations to others. This also includes your ability to listen to what other people are consciously or unconsciously communicating. To become a great communicator, continually strive to improve your verbal, nonverbal, and listening skills. 8. Motivate others to greatness. A leader is as powerful as his team. As a leader, you will want to surround yourself with a powerful team by assisting others in recognizing and utilizing their strengths, gifts, and potential. Motivating others to their own greatness will improve the group energy, increase the vitality of your projects, and move you forward toward achieving your goals and vision.

9. Be willing to admit and learn from failures and weaknesses. Face it No one is perfect, and everyone has made a mistake or two in their lives! The most successful leaders know that the key to success is not in avoiding falling or failing, but to learn from their mistakes. As a strong leader, you will also be able to communicate your weaknesses to your team, so that you and your team can appoint someone who excels at that particular task or activity. 10. Continue to educate and improve yourself. Great leaders continue to improve themselves in every possible way. The person who thinks he is an expert, has a lot more to learn. Never stop learning. Be receptive to everyones perceptions and information from around the world and beyond. Grow.grow.grow.learn.learn.learn...

CONCLUSION:

Do not follow where the path may lead. Go instead where there is no path and leave a trail (RALPH WALDO EMERSON)