EXECUTIVE DEVELOPMENT PROGRAMME

By : Khairol Anuar Bin Masuan

Managementall actions focused on accomplishing the tasks in an organization.

Leadership
the ability to create an environment where individuals willingly apply their unique abilities to a common mission. Leadership is about the relationship between leaders and their team.

Competence
the knowledge and skill to do the job.

Commitment
the motivation, willingness, and confidence to do the job.

Great leaders move us. They ignite our passion and inspire the best in us. Goleman, Boyatzis & McKee, 2002

Management is nothing more than motivating other people. Lee Iacocca, American Industrialist

Ice Breaker : Leadership and Management

What is management?

What is leadership?

Leadership is different from management, but not for the reason most people think leadership and management are two distinctive and complementary systems of action.

What Leaders Really Do

John Kotter, 1990

Management is about coping with complexitygood management brings a degree of order and consistency to key dimensions like the quality and profitability of products.
Leadership, by contrast, is about coping with changemajor changes are more and more necessary to service and compete effectively in this new environment. More change always demands more leadership. John Kotter, 1990 What Leaders Really Do

These two different functions coping with complexity and coping with change shape the characteristic activities of management and leadership.
Each system of action involves deciding what needs to be done, creating networks of people and relationships that can accomplish an agenda, and then trying to ensure that those people actually do their job. But each accomplishes these three tasks in different ways.

John Kotter, 1990 What Leaders Really Do

Excellent leaders have:

A vision and purpose. Clear goals. Strong commitment. Flexibility. An understanding of change. Active listening skills. Confidence to take risks.

Excellent leaders are:

Knowledgeable about the total organization. Able to learn from mistakes. Excellent communicators/listeners. Able to speak clearly and effectively. Resourceful. Realistic.

Management manages complexity by:

Leadership leads change by:

Planning and budgeting

Setting a direction Aligning people Motivating and inspiring Produces useful dramatic change

Organizing and staffing

Controlling and problem-solving Produces predictability, order and consistency

Leadership and management are two distinctive complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in an increasingly complex and volatile Business environment.

What Leaders Really Do

John Kotter, 1990

Affirmation Change agent Communication Contingent reward Culture Discipline Flexibility Focus Ideals and beliefs Input Intellectual stimulation

Monitor / evaluate Optimizer Order Outreach Relationships Resources Situational Awareness Visibility

The Directing Leader:

Sets goals. Identifies the problems. Comes up with solutions. Decides who does what work. Gives specific directions. Announces decisions. Closely supervises and evaluates employees' work.

The Coaching Leader

Sets the goals. Identifies the problems. Develops a plan to solve problems and consults with employees. Makes the final decision about procedures or solutions after hearing employees' ideas, opinions, and feelings. Explains decisions to employees and asks for their ideas. Praises employees' work efforts. Continues to direct employees' work. Evaluates employees' work.

The Supporting Leader

Involves employees in problem-solving and goalsetting. Takes the lead in defining how to do a job or solve a problem. Provides support, resources, and ideas if requested. Shares responsibility for problem-solving with employees. Listens to employees and guides them as they make decisions. Evaluates an employees work with that person.

The Delegating Leader

Identifies problems with employees. Sets goals with employees. Develops plans and makes decisions with employees. Lets employees decide who does the tasks. Accepts employees' decisions and monitors their performance. Lets employees evaluate their own work. Lets employees take responsibility and credit for their work.

Activity : Think about effective leaders that you have known.

What qualities made them effective?

Task Dimension

Behavioral Indicator
The extent to which a leader

Goal setting

Organizing
Setting Time Lines Directing Controlling

Specifies the goals people are to accomplish. Organizes the work situation for people. Sets time lines for people. Provides specific directions Specifies and requires regular reporting on progress.

Relationship Dimension

Behavioral Indicator
The extent to which a leader

Giving Support Communicating Facilitating Interactions Active Listening

Providing Feedback

Provides support and encouragement. Involves people in giveand-take discussions about work activities. Facilitates peoples interactions with others. Seeks out and listens to peoples opinions and concerns. Provides feedback on peoples accomplishments.

ATTEMPTED LEADERSHIP is any effort the administrator makes to influence superiors, associates, or subordinates SUCCESSFUL LEADERSHIP is the ability to get others to behave as the administrator intended. The job gets done and the administrators needs are satisfied, but those of the other people are ignored. EFFECTIVE LEADERSHIP is the situation where people perform in accordance with the administrators intention and find this a path to the satisfaction of their needs.

What is and Why Do We Need Effective Management?

Activity

Think about effective managers that you have known. What qualities made them effective?

Four Dimensions of Employee Engagement A key variable of highly productive workplaces is the managers ability to effectively meet a core set of employees emotional requirements. Work units that meet these conditions of engagement perform at a much higher level than units than dont. Each element impacts performance.

HOW CAN
Opportunities to learn and grow Progress in last six months Best friend Co-workers committed to quality Mission/Purpose of company My opinions count Encourages development Supervisor/Someone at work cares Recognition last seven days Do what I do best every day

WE GROW

DO I BELONG?

WHAT DO I GIVE?

Materials and equipment I know what is expected of me at work

WHAT DO I GET?

Principles of Continuous Quality Improvement and Key Leadership / Management Skills

A Closer Look

The practices below can be thought of as the basics of successful leadership and management. Rarely are such practices sufficient for leaders aiming to significantly improve student learning in their schools. But without them, not much would happen. Three sets of practices make up this basic core or successful leadership practices: 1.Setting Direction 2.Developing People 3.Redesigning the Organization

Leadership practices included in Setting Directions account for the largest proportion of a leaders impact. This set of practices is aimed at helping ones colleagues develop shared understandings about the organization. This set of practices is also aimed at the activities and goals that can undergird a sense of purpose of vision. People are motivated by goals which they find personally compelling, as well as challenging but achievable. Having such goals helps people make sense of their work and enables them to find a sense of identity for themselves within their work context.

The contribution of this set of practices to leaders / managers effects is substantial.

While they do contribute significantly to members workrelated motivations, they are not the only conditions to do so. They do not contribute to the capacities members often need in order to productively move in those directions.

Such capacities and motivations are influenced by the direct experiences of organizational members with those in leadership roles, as well as the organizational context within which people work.

Successful leaders / managers develop their organization as effective organizations that support and sustain the performance of a workers. Specific practices typically associated with this set of basics include: strengthening organization cultures modifying organizational structures / roles building collaborative processes The purpose behind the redesign of organizational cultures and structures is to facilitate the work of organizational members and that the malleability of structures should match the changing nature.

Many people understand the WHAT of leadership/management Direction (mission, vision, and goals) Planning Implementation Influence and control

but few truly understand the HOW of leadership/management Passion for our moral purpose Inspiring others Guiding motivation and commitment Attention to employment engagement

(select goals, future, performance, Task & resources to attain them)

Planning

(monitor & correction)

Controlling

(assign responsibility For task & allocate Resources)

Organizing

(influence to motivate)

Leading

Defining goals for future organizational performance And deciding on the task & resource use needed To attain them Implementation/ Control/ evaluate Set specific goals

Finalize Strategic plan

Define Org. Current situation

Formulate strategies

Dev. Tactical/ Operational Goals & plans

Set timetables/ schedules

Analyze risks & resources

VISION: general statement long-term direction to archive.

Mission: The organizations reason for existence.

Goals: What the org. want to be in the future, pertain to the org. as a whole rather than to specific department. Objective : A specific short-term target for which measurable result/ output can be obtain. Strategy: how to responding to the ever changing & dynamic environment to fulfill mission & objectives.

Is focused on the future within a context of a changing, but relatively predictable environment.
It consists 3 activities: Formulation of the future mission Developing the competitive strategy Creation of organization structure- deploy resources.

The comprehensive & Long period plan / blueprint (2-5 years) overall organization The set of decision & actions used to formulate and implement strategies that will provide competitively superior fit between the organization and its environment (Internal & external) so as to achieve organizational future goals / objectives.

Evaluate Current:
-Mission

ExternalOpportunities & Threats

New/ Strength

-Goals
-Strategies -Output/ Performence

InternalStrengths & Weaknesses

-Mission/ -Goals/ -Strategies -leadership style -restructure -HRD -Information -system & procedures -technology

Short period Plans developed at the organizations lower levels (departments, branches, unit) that specify action steps toward achieving operational (daily, weekly, monthly or yearly) goals and support strategic plans.

Strategies: The plan of action that prescribes activities and resources for dealing with the environment to attain the organizations goal. Situation Analysis: Search for characteristics SWOT from internal & external environment which directly/ indirectly may prevent/ can be exploit to achieve organization goal.

The creation of framework in which organization defines how task are divided, resources are deployed and departments are coordinated and communicated.

Created the organization structure/ chart based on the interrelated elements as bellow; Departmentalization-nature of work/ function/specialization task, geographical location, product.

Set of formal task assigned to individual / departmental / unit;

Allocate the reasonable resources to implement task; Formal reporting relationship & communication centralization / decentralization, line of authority, decision responsibility, number of hierarchical level & span of managers control/ command Formalization-written documentation use to direct/ guide & control employees.

LEADERSHIP

The ability to influence other people toward the attainment of organizational goal.

Legitimate power: formal management position & authority granted to it. Reward power: authority to bestow reward

Coercive power: authority to punish or recommend punishment

Expert power: special knowledge & skill Referent power: characteristics to respect, admiration & desire to emulate.

Leader-member relation (humanisms) highly respect, confident & trust to subordinate knowledge & skill, commitments & responsibilities. Task structure- emphasis to achieve goals, output, specifics system & procedures, commitments & how subordinate carried-out the task; Position power- shown the formal power/ authority to direct, evaluate, reward & punish.

The systematic process through which managers regulate organizational activities to make them consistent with the expectations established in plans, target, and performance standard.

Subordinate behavior and performance

Allocation, utilization, functional, maintenance & performance of funding, facilities, infrastructures, equipments & technologies. Processes & procedures Task/ units, departmental, organization performance/ output

Establish Indicators & Standards Performance & Method & Mechanisms Of measure

Data Collection (Performance)

Compare Performance Vrs standards

Corrective action

Effective Communication

Productive Relationship

Our values

Our Beliefs
(self esteem and self image)

Effective Communication

Our thoughts

Our values, beliefs, and thoughts

What we say and do

Self-fulfilling prophecy

Results

Get information Motivate Cheat Praise

Make arrangements
Give advice Sell

Greet
Abuse

Verbal : The message that we deliver

Communication

Vocal : The voice that we convey

Visual : Our body language

Studies tell 70 % of mistakes in the workplace are a direct result of poor communication..

Lack of information and knowledge

Not explaining priorities or goals properly

Not listening Not understanding fully and fail to ask questions

Mind made up, preconceived ideas

Not understanding others needs Not thinking clearly, jumping to conclusions

Bad mood
Failure to explore alternatives

Loss of business
Mistakes, inefficiencies Lowered productivity Poor coordination and cooperation Damaged personal or company image

Frustration, hostility

Dissatisfaction with others Lowered morale Loss of team spirit High employee turnover

Conflict and arguments

Drop in self esteem and confidence Loss of friendship

Everything we do is communication

The way we begin our message often determines the outcome of the communication The way message is delivered always effects the way message is received

The real communication is the message received, not the message intended

Communication is two way street we have to give as well as gather

i. ii. iii. iv. v. vi. vii.

Be visible Know everybodys name Spend time building relationships, one-on-one Ask for suggestions Acknowledge individual & group contributions Say thank you when it is deserved Share as much information as I, can both good or bad viii.Develop employee ix. Celebrate successes

By choosing the right people and getting them to believe in a shared goal, you lay the groundwork for a winning team.

People work together more effectively when they share a desire to achieve group goals

Admit what you dont know and ask the team for help Allot plenty of time in meetings for teammates to give input so that you speak less and listen more Support the teams findings and increase its influence throughout your organization

Effective time management is about increasing your productivity and getting organized so that you can achieve your goals and get more done! Time management helps you to take control by focusing on what is important rather than 'spinning your wheels' and jumping from crisis to crisis.

Use time efficiently while remaining flexible. Try to not let circumstances control how time is spent. Set attainable annual, monthly, and weekly goals. Make daily to do lists identifying high priority items. Avoid anticipatory dread. Supervisors sometimes think ahead to activities or tasks that they do not like and dwell on the negative feelings. This can blow things out of proportion. Identify routine and special items to delegate. Run organized meetings (e.g., have an agenda with staff input, keep on time, and remain on task). Group similar tasks together. Break large tasks into smaller parts. Identify and eliminate time-wasting activities.

Specific Measurable Achievable Realistic Time bounded

Goal today Goal this month Goal for this year Goal for next 5 years Goal for next 10 years Your dreams

Failing to plan is planning to fail

Urgent 1 Important 2

Not Urgent

Quadrant of Quadrant of Manage Leadership & Quality

3 4

Not Important

Quadrant of

Deception

Quadrant of Waste

Members dont feel valued Creates negative attitudes Not developing all employees Higher absenteeism Low productivity/poor quality Miscommunication

Members at all levels feel needed Promotes positive attitudes Utilize all resources Reduce complaints Members share ideas Less confusion Shared goals Fosters TEAM building

If you are willing to work harder, longer, and more intensely and beyond the call of duty, you will become an effective leader.