ledership & its dimentions difference b/w leader and manager leader and culture commitmeants of leadership leadership styles OCB and determinants EQ,IQ self effficacy, sources..

2. PRESENTED BY:
UMAR KHALID
Leadership and
Professional Development

3. LEADERSHIP:
A processes to:
• Influence.
• Understand.
• Having collective efforts.
• Accomplishing shared mission.
• Mutual envisioning capabilities.

4. DIMENSIONS OF LEADERSHIP:
Leadership style:
• Clarified and give direction.
• Change per context and situation.
• Having bounded, limited and directive.
• Leadership style that are already
crafted as per situations.
Leadership role:
• The leader create the working
environment of the organization.
• This leadership challenges the problem
and face toward the appropriate
solution.
• Having no boundary and make decision
according to the workforce.
• Leader originate the solution directly.

5. THE LEADER AND THE MANAGER:
Leader:
• Who influences his subordinates to
achieve a specified goal.
• Sets Direction.
• Uses conflict as an asset.
• For effectiveness.
Manager:
• Who manages the organization and is
responsible for planning, direction,
coordination and control.
• Plans details.
• Avoid conflict.
• For efficiency.

6. PRACTICES OF LEADERSHIP:
• Leadership and culture:
Culture:
Represent:
• Belief.
• Norms.
• Collective program of an individual mind.
The different cultures of:
• Organizational.
• Environmental.
• Global.

7. DIMENSIONS OF CULTURE:
• Collectivism vs. Individualism.
• Power Distance.
• Uncertainty Avoidance.
• Muscularity vs. Feminist.
• Long Term vs. Short Term orientation.
• Indulgence vs. Restraint.

8. ORGANIZATIONAL CITIZENSHIP BEHAVIOR:
• The behavior that are being develop by leader to create the organizational culture
that are applicable for both, organization and the employs working in the
organization for the betterment of performance.
• Two determinants of OCB:
In role (order receiver, -ve impact)
Extra role(order giver, extra worker, +ve impact)

9. DETERMINANTS OF OCB:
• Altruism (helpful at workplace, helping behavior).
• Courtesy (polite, humble at the work place).
• Civic Virtue (policies & procedure, rules & regulation).
• Conscientiousness (disciplines obedient & ethical at the workplace).
• Sport manship ( no give up, extra role behavior)

10. NEGATIVE SIDE OF OCB:
• Impression management:
Employee make impression useful for the working environment but
rarely able to provide the responsibility of execution.
• Compulsory citizenship Behavior:
When employee is being pressurized to give voluntary behavior but
actually doesn't , that destroy the main theme of OCB.

11. INTELLIGENCE QUOTIENT LEADER:
Intelligence quotient leader mainly focus on:
• Inner potential of the employees at the right time and place.
• To create the balance between felling's & logic's.
• Educating the mind without educating the heart is not the education at all
(Aristotle)

12. EMOTIONAL INTELLIGENCE LEADER:
• To perceived, recognize and regulate emotion at the right situational demand.
• The features elaborate the individual(leader) should have as:
 Self Awareness (emotional capabilities, self confidence, proper awareness per
situation.
 Self management (locus of control & adoptability as per circumstance to manage
emotions).
 Social awareness(having appropriate skills, influencing other as the change catalyst
per social aspect).
 Relationship Management(to create team, appropriate participative relationship to face
all challenges).

13. COMMITMENTS OF LEADERSHIP
• Self efficacy: (leader want to originate these to employs).
• Self beliefs
• Capabilities
• Influence over the events & outcome.
Self efficacy beliefs determine how we:
• Feel
• Think
• Motivate our self
• Behavior

14. EFFICACY PROCESSES FOR APPROPRIATE BEHAVIOR:
• Motivational processes:
• Causal attribution (cause and effect, +ve cause, +ve behave).
• Expectancy outcome: (work for the hope of reward and success).
• Goal setting: (task oriented, challenging goal).
• Cognitive processes:
• Conscious and unconsciousness mind.
• Help in decision making (+ve , -ve).
• Affective Processes:
• Adjust and correlate with in the society.
• Good skills with situation.
• Better correlate will result better personality.

15. SOURCES OF SELF EFFICACY:
• Mastery Performance: (doing certain practices to attain appropriate result,
again and again like presentation).
• Vicarious experience: (the experiences gain from practice, what we learn +ve/-
ve (if +ve confidence buildup)).
• Verbal persuasion: (provide appreciation from surrounding, +ve feedback
encouragement).
• Psychological/Sociological state: (mind set develop from the given
feedback).
• Emotional state: (efficacy lead toward the attainment of emotional state,self
efficacy resultant to better behavior/performance.

16. DIMENSIONS OF SELF EFFICACY:
• Magnitude: difficult task, more efficacy.
• Generality: develop circumstances relevant to specific situation treatment.
• Strength: based on personal mastery expectations/ experiences.
Consequences of low self efficacy:
• Self doubt.
• Self pity.
• Self defeating.
• Self helpless attitude.

17. ADVANTAGE OF HIGH SELF EFFICACY:
• Anxiety Re-consideration: Stress & pressure move toward the high motivated
self efficacy.
• Addiction control: Locus of control, strengthen control mechanism.
• Pain tolerance: Humble and polite, ignore negative happening.
• Illness/immune system/medical rehabilitation: Having a proper sense of
rehabilitation leads towards strong strength to face difficult challenges.

18. PROMOTING SELF EFFICACY:
Self efficacy can be promoted through:
• Successful Accomplishment.
• Vicarious experience.
• Verbal Persuasion.
• Supportive environment.
• Positive feedback.
• Transformational leadership.
If you belief you can achieve.

19. LEADERSHIP COMMITMENTS:
1. Search challenging opportunities and solve, improve them.
2. Take risk and learn mistakes for next.
3. Encourage employs for envision(future).
4. Provide common vision to achieve better goal & performance.
5. Cooperating goal and build trust.
6. Strengthen, empowerment, handover the task by offering visible support.
7. Encourage & appreciate employees for their working experience.

20. LEADERSHIP STYLE:
• Democrative: Opinion taking from employees to make appropriate decision.
• Bureaucratic: Only leader make decision.
• Autocratic: Encourage employs to make their own decision
• Lassies Faire: No direction provided, freely option toward the desire goal.
• Transformational: Mutual trust, shared vision and goal leader work ownself.
• Transactional: Based on activity/task.

21. SUITATIONAL LEADERSHIP THEORY:
Model focus on follower readiness:
• Follower can accept or reject the leader.
• Effectiveness based on follower response.
• Readiness ‘ability’ & ‘willingness’.

22. HOUSE PATH GOAL THEORY:
Leader provide followers:
• Information.
• Support.
• Resource.
• Directions.
Four types of leadership include:
• Directive.
• Supportive.
• Participative.
• Achievement.

23. LEADER MEMBER EXCHANGE THEORY:
In-group:
• Member similar to leader.
• Inner circle of communication.
• More time and attention from leader.
• Greater responsibility and reward.
Out-group:
• Managed rules and policies.
• Less attention
• Fewer exchange of communication.
• More likely to reality against
organization.

24. CHARISMATIC LEADERSHIP:
How do charismatic leadership influence follower:
• Articulate vision.
• Create vision statement.
• Crating new values.
• Demonstrate vision.