A presentation on the leadership with the habits of highly affected peoples

2. LEADERSHIP

3. GROUP MEMBERS
Muddassar Latif Awan
Muhammad Bilal
Awais Mehmood
MC-6

4. LEADERSHIP
A process of social influence in which a person can
enlist the aid and support of others in the
accomplishment of a common task"

5. For example, some understand a Leader simply
as somebody whom people follow, or as
somebody who guides or directs others
LEADERSHIP

6. LEADERSHIP
while others define leadership as
"organizing a group of people to achieve a
common goal"

7. LEADERSHIP
DEFINITION IN BOOKS

8. BOOK LEADERSHIP BY JAMES M BURNS
James describes a leader as one who instills
purposes, Not one who controls by brute force.
A leader strengthen and inspire the follower to
accomplish shared goal.
A leader
• Shape
• Promote
• Protect
• Exemplify
The organizational values
Ultimately Burns says:
“Leaders and followers raise one an other to higher
levels of motivation and morality”

9. Leadership
By DAIMLER CHRYSLER’S ceo Bob-Eaton
Some one who can take a group of people
to a place they don’t think they can go.
“Leadership is we, not me ; mission not my show ; vision not
division; and community ,not domicile”

10. VISIONARY LEADERSHIP
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
An organization senior leader should
Set direction
Customer focus
High expectations
Balanced direction, values and expectation for all
stakeholders
A Leader ensures creation of
Strategies
Systems
Methods for achieving excellence
Stimulating innovation
Building knowledge and capabilities

11. VISIONARY LEADERSHIP
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
 A senior leader should be inspiring and motivated
Senior leader should serve as a role models through
their ethical behavior and their Personal involvement in
 Planning
 Communication
 Coaching
 Development of future leader
 Review of org. performance
 Employee recognition

12. CHARACTERISTICS OF QUALITY LEADERS

13. CHARACTERISTICS OF QUALITY LEADERS
There are 12 behaviors of characteristics that successful quality
leaders demonstrate:
1. Attention to customer needs
2. Empowerment rather then control subordinates
3. Emphasize improvement
4. Emphasize prevention
5. Encourage collaboration rather then competitions
6. Train and Coach rather then direct

14. CHARACTERISTICS OF QUALITY LEADERS
7. Learn from problems
8. Continually improve communication
9. Commitment to Quality
10. Choose supplier on the basis of
quality
11. Support quality efforts
12. Encourage and support team efforts

15. CONCEPTS OF LEADERSHIP

16. CONCEPTS OF LEADERSHIP
In order to become a successful, leadership requires
understanding of human nature , basic needs, wants and abilities
of people.
To be effective, a leader understand that
 Peoples need security and independence at same time
 Peoples are sensitive to external rewards and punishments yet
are also strongly self-motivated
 Peoples like to hear a kind word of praise, Catch people doing
something right, so you can pat them on the back
 Peoples can process only a few facts at a time; thus, a leader
needs to keep things simple
 Peoples trust their gut reaction more than a statistical data
 Peoples distrust a leader’s rhetoric if the words are inconsistent
with the leader’s action

18. ETHICS
Ethics is a body of principles or standards of human
conduct that govern the behavior of individuals and
organization.

19. ETHICS
Ethics can mean something different to different
people , especially given an organization’s
international workforce and the varying cultural
norms. Because individuals have different
concepts of what is right, the organization will need
to develop the standards or code of ethics for the
organization.

20. ROOT CAUSES OF UNETHICAL BEHAVIOR
Much of the unethical behavior
in organization occurs when :
 Organization favor personal
interest over Customer well-beings
Organization reward behavior violating ethical
standards increasing sales through false advertisement

21. Organization encourage
separate standards versus
honesty
ROOT CAUSES OF UNETHICAL BEHAVIOR
Individuals are willing to abuse
their position and power such as
excessive compensation ,unfair
sharing

22. ROOT CAUSES OF UNETHICAL BEHAVIOR
Managerial values exist that
undermine integrity, pressure on
employee to cover mistake and
get the job done
Organization over emphasizes
short-term result at expense of
themselves and others

23. ROOT CAUSES OF UNETHICAL BEHAVIOR
Organization believe their knowledge is infallible and
miscalculated the true risks
Unethical behavior is specially prevalent if employee morale is
low. Poor working conditions, Employee downsizing, denied
promotions, unacknowledged good work.

25. Principles of Personal Visio

26. While the word proactivity is now
fairly common in management
literature, it is a word you won't
find in most dictionaries.
The first and most basic habit of a
highly effective Peoples/Persons in
any environment, the habit of
Proactivity.

27. Look at the word Responsibility
“Response-Ability"
The ability to choose your response.
Highly proactive people recognize
that Responsibility.
• Circumstances,
They Do Not Blame
• Conditions,
• or Conditioning for their Behavior

28. Freedom
to
Choose
Stimulus Response
Independent
Will
ConscienceImagination
Self-
Awareness

29. Circle of Concern
Circle of Influence

30. Circle of Concern
Circle of Influence

31. Principles of Personal Leadership

32. To Begin with the End in Mind means to
start with a clear understanding of your
destination. It means to know where
you're going so that you better
understand where you are now and so
that the steps you take are always in the
right direction.
Document your own vision in life

33. Principles of Personal Management

34. Some tasks that appear not to be urgent,
are in fact very important.
Habit 1 says that you are the
programmer. Habit 2 says to write
the program. Habit 3 says to run the
program.
Delegation is an important part of time
management.

35. • Identify your important roles
• Identify each role you will play in your
weekly plan
• Identify items on your weekly plan that do
not support your personal mission statement
• Delegate or delete such items
• How are your daily activities serving your
long term personal mission

36. Principles of Interpersonal Leadership

37. Win-win sees life as a cooperative, not a
competitive arena.
With a win-win solution, all parties
feel good about the decision and feel
committed to the action plan.
Win-win is a belief in the Third
Alternative. It's not your way or my way;
it's a better way, a higher way.

38. Six Paradigms of Human Interaction
• Win
• Win/lose
• Lose/Win
• Lose/Lose
• Win/Win
• Win/Win or No Deal

39. Principles of Mutual Understanding

40. Principles of Creative Cooperation

41. • Find ways of working in teams.
• Apply effective problem solving.
• Apply collaborative decision making.
What is synergy?
Simply defined, it means that the
whole is greater than the sum of its
parts.

42. Principles of Balanced Self-renewal

43. Finally, the seventh habit is one of
Renewal and Continual Improvement,
that is, of Building one's personal
capability.

44. Exercise, nutrition,
stress
management
Value clarification,
commitment,
meditation, study,
perspective
Reading,
visualizing,
planning, writing,
autonomy
Service, empathy,
synergy, intrinsic
security, be a
good friend
Physical
Social
Spiritual
Mental

45. • YOUR QUESTIONs

46. muddassarlatifawan@gmail.com
mbmughal@gmail.com