LEADERSHIP AND
MANAGEMENT
BY SYED ALI ABBAS
LEADERSHIP
“THE ONLY DEFINITION OF A LEADER IS SOMEONE WHO HAS FOLLOWERS.” – PETER
DRUCKER
“LEADERSHIP IS INFLUENCE – NOTHING MORE, NOTHING LESS.” – JOHN C. MAXWELL
“LEADERSHIP IS THE ART OF GETTING SOMEONE ELSE TO DO SOMETHING YOU WANT
DONE BECAUSE HE WANTS TO DO IT.” — DWIGHT D. EISENHOWER
• TRANSFORMATIONAL: Increases the awareness of followers for desired outcomes and
the process to reach them. Motivates followers to look beyond their interests by keeping the interest
of the team, organization, and society on priority.
• TRANSACTIONAL: leadership involves motivating and directing followers primarily through
appealing to their own self-interest. The power of transactional leaders comes from their formal authority and
responsibility in the organization. The main goal of the follower is to obey the instructions of the leader.
SITUATIONAL:Situational' (or 'Contingency') leadership models are based on the idea that
the leader's actions should vary according to the circumstances he or she is facing - in other words
leadership methods change according to the 'situation' in which the leader is leading
MANAGEMENT
Management is the act of getting people together to accomplish desired goals and
objectives using available resources efficiently and effectively.
Management is a process of planning, decision making, organizing, leading, motivation
and controlling the human resources, financial, physical, and information resources of an
organization to reach its goals efficiently and effectively.
• The Tannenbaum and Schmidt continuum demonstrates the relationship between the
level of freedom that a manager chooses to give a team, and the level of authority used
by the manager. ... This model explains the choices facing leaders when it comes to
decision-making.
THEORY X AND Y
• Theory X managers tend to take a pessimistic view of their people, and assume that they are
naturally unmotivated and dislike work. As a result, they think that team members need to be
prompted, rewarded or punished constantly to make sure that they complete their tasks.
• Theory Y managers have an optimistic, positive opinion of their people, and they use a
decentralized, participative management style. This encourages a more collaborative , trust-
based relationship between managers and their team members.
• Leadership is about MOTIVATING PEOPLE to comprehend and believe in the
vision you set for the company and to work with you on achieving your goals.
While management is more about ADMINISTERING THE WORK and ensuring
the day-to-day activities are getting done as they should.
MOTIVATIONAL THEORIES
• Maslow's Hierarchy of Needs is a
motivational theory in psychology,
represented by a five-tier model of human
needs, often depicted as hierarchical levels
within a pyramid. ... The needs are:
physiological, safety, love and belonging,
esteem, and self-actualization.
2 FACTOR THEORY
• The factors leading to satisfaction and dissatisfaction are not different from each other. It
has been contended that achievement, recognition, and responsibility are important for
both satisfaction and dissatisfaction, while such dimensions as security, salary, and
working conditions are less important;
• The two-factor theory is an over-simplification of the true relationship between motivation
and dissatisfaction. Several studies showed that one factor can cause job satisfaction for
one person and job dissatisfaction for another.
• Herzberg’s inference regarding differences between satisfiers and motivators cannot be
completely accepted. People generally attribute the causes of satisfaction to their
achievements. But more likely they attribute their dissatisfaction to obstacles presented
by the company’s policies or superiors than to their deficiencies.
PERFORMANCE MANAGEMENT
• Performance management starts with having a clear definition of winning. When an
organization lacks a clear destination, it usually has many ill-defined ones. Employees feel
unmotivated and uncommitted, and time, talent and resources get wasted on products and
projects that go nowhere.
• Having a clear definition of winning provides focus and clarity at the individual, team and
organizational level. It gets everyone aligned and moving in the same direction while
motivating and inspiring people to perform at their best. When employees know where they’re
going and what they need to do to get there, it becomes much easier to reach their
destination.
• A good performance management approach involves five key steps:
• Establish goals. Define winning. Then link what needs to get done at every level to your
strategic planning framework. Clarify outputs (not tasks) and timeframes for teams and
roles.
• Develop a plan. Discuss short- and long-term development needs. Figure out how and
when development will occur and prioritize development according to business needs.
Create a plan to achieve the learning and growth that’s required and desired.
• Take action. Become great at providing feedback! Provide ongoing and frequent direction
and support to your employees while they apply their energy and focus toward
accomplishing goals.
• Assess performance. Evaluate progress and provide ongoing feedback to the employee on
a formal and informal basis.
• Provide rewards. Create organizational programs or individual rewards that acknowledge
and recognize employees for good performance. On the flip side, acknowledge poor
performance with consequences or disciplinary action.
