LEADERSHIP IN ORGANIZATIONS:

INTRODUCTION

Dr. Faridahwati Mohd Shamsudin Othman Yeop Abdullah Graduate School of Business, College of Business Universiti Utara Malaysia

What is Leadership?
An influence relationship among leaders and followers who intend real changes and outcomes

that reflect their shared purposes

Components:
Influence Change Intention Shared purpose Followers Personal responsibility and integrity

What Leadership Involves

Influence Intention

Followers

Leader

Personal responsibility and integrity

Shared purpose

Change

New Reality for Leadership

Old Paradigm
Stability
Control Competition

New Paradigm
Change/crisis management
Empowerment Collaboration

Uniformity
Self-centered Hero

Diversity
Higher ethical purpose Humble

Leadership vs. Management

Management Direction Alignment
Planning and budgeting Keeping eye on bottom line Organizing and staffing Directing and controlling Creating boundaries Focusing on objects producing/selling goods and services Based on position power Acting as boss

Leadership
Creating vision and strategy Keeping eye on horizon Creating shared culture and values Helping others grow Reducing boundaries Focusing on people inspiring and motivating followers Based on personal power Acting as coach, facilitator, servant

Relationships

Leadership vs. Management

Management
Personal Qualities
Emotional distance Expert mind Talking Conformity Insight into organization Maintains stability; creates culture of efficiency

Leadership
Emotional connections (Heart) Open mind (Mindfulness) Listening (Communication) Nonconformity (Courage) Insight into self (Character) Creates change and a culture of integrity

Outcomes

Satisfactions of Leaders
1. A feeling of power and prestige 2. A chance to help others grow and develop 3. High income 4. Respect and status 5. Good opportunities for advancement 6. A feeling of being in on things 7. An opportunity to control money and other

resources
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Dissatisfactions of Leaders
1. 2. 3. 4. 5. 6. 7. 8. 9.

Too much uncompensated overtime Too many headaches Facing a perform-or-perish mentality Not enough authority to carry out responsibility Loneliness Too many problems involving people Too much organizational politics The pursuit of conflicting goals Being perceived as unethical, especially if you are a corporate executive
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Top Seven Reasons for Executive Derailment

1.
2. 3. 4. 5. 6. 7.

Acting with an insensitive, abrasive, intimidating, bullying style Being cold, aloof, arrogant Betraying personal trust Being overly ambitious, self-centered, thinking of next job, playing politics Having specific performance problems with the business Overmanaging, being unable to delegate or build a team Being unable to select good subordinates