Leadership
Lecture 2
(Chapter 2 Part- 1)
What is leadership?
• Leadership is defined as individuals who are the leaders in an organization, regarded collectively.
It is the activity of leading a group of people or an organization or the ability to do this.
• In his book Leadership, James MacGregor Burns describes a leader as one who instills purposes,
not one who controls by brute force.
• A leader strengthens and inspires the followers to accomplish shared goals.
• Leaders shape the organization’s values, promote the organization’s values, protect the
organization’s values and exemplify the organization’s values.
• Ultimately, Burns says, “Leaders and followers raise one another to higher levels of motivation
and morality . . . leadership becomes moral in that it raises the level of human conduct and
ethical aspiration of both the leader and the led, and thus has a transforming effect on both.”
• Similarly, Daimler Chrysler’s CEO Bob Eaton defines a leader as “ . . . someone 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.”
Characteristics of Quality Leaders
1. Priority attention to external and internal customers needs
2. Empower, rather than control, subordinates.
3. Emphasize improvement rather than maintenance.
4. Emphasize prevention.
5. Encourage collaboration rather than competition.
6. Train and coach, rather than direct and supervise.
7. Learn from problems. When a problem exists.
8. Continually try to improve communications.
9. Continually demonstrate their commitment to quality.
10. Selection of suppliers on the basis of quality.
11. Establish organizational systems for quality effort.
12. Encourage and recognize team effort.
7 Habits of Highly Effective People
Habit 1: Be Pro-Active : Principle of Personal Choice
• The term "proactive" as coined by Victor Frankl, its up to you that you are in state of
proactive or reactive in terms of responding.
• Sometimes it considered as blaming other people and circumstances for obstacles or
problems.
• Being proactive means taking responsibility for every aspect of your life.
• Between stimulus and response, we have the power of free will to choose our response.
Habit 2: Begin with the end in mind: Principle of Personal Vision
• This is about setting long-term goals based on "true north" principles
that will guide your daily life. It is defined by a Personal Mission
Statement .
• It would help to Document your own vision in life, its difficult to
implement but essential.
Habit 3: Put first things first
• A framework for prioritizing work that is aimed at short-term goals
• Some tasks that appear not to be urgent, are in fact very important.
• Delegation is an important part of time management.
• Successful delegation focuses on results and benchmarks that are agreed upon in
advance, rather than prescribed as detailed work plans.
The Time Management Matrix
• Urgent means it requires immediate attention, and
important has to do with results that contribute to your
mission, goals, and values.
• Effective, proactive people spend most of their time in
Quadrant II, thereby reducing the time spent in
Quadrant I. Four activities are necessary to be effective.
• First, write down your key roles for the week (such as
research man- ager, United Way chairperson, and
parent).
• Second, list your objectives for each role using many
Quadrant II activities. These objectives should be tied
to your personal goals or philosophy developed in Habit
2.
• Third, schedule time to complete the objectives.
• Fourth, adapt the weekly schedule to your daily
activities.
Habit 4: Think Win-Win
• Win-Win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions.
• Both sides come out ahead; in fact, the end result is usually a better way. If Win-Win is not possible, then
the alternative is no deal. It takes great courage as well as consideration to create mutual benefits,
especially if the other party is thinking Win-Lose.
It is based on full of emotions are:
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Habit 5: Seek first to understand, then to be understood (Public
Victories)
• This habit is the most important principle of interpersonal relations.
• Effective listening is not simply echoing what the other person has
said through the lens of one's own experience.
• It is putting oneself in the perspective of the other person, listening
empathically for both feeling and meaning.
Habit 6: Synergy
• Find ways of working in teams.
• Apply effective problem solving.
• Apply collaborative decision making.
• Value differences.
• Build on divergent strengths.
• Leverage creative collaboration.
• Embrace and leverage innovation.
Habit 7: Sharpen the saw
• Finally, the seventh habit is one of renewal and continual
improvement, that is, of building one's personal capability.
• To be effective, one must find the proper balance between actually
doing and improving one's capability to do that which you value.
Ethics
• It is defined as code of conduct of human behavior of individuals &
organizations.
• It is the principles, values and beliefs that define what is right and
wrong behavior.
• It is the process of influencing others to achieve goals.
• Thus, we can define ethical leadership as the process of influencing
people through principles, values and beliefs that embrace what we
have defined as right behavior.
Root cause of unethical behavior
• There are numerous factors involved in identification of un-ethical behavior in
different aspects.
• Organizations are not considering point of view of stakeholders such as customers,
employees etc.
• Organizational rewards violate ethical standard for advertising.
• Organization sets multiple standard for employees for working
• at home or at work place.
• Managerial values of an organization hurts personal integrity.
• There is not much check & balance between position and powers of an employee.
• Organization’s investment on short term development programs rather than long
term and lack of knowledge of employee affecting business as well.
Deming Philosophy
• Next Lecture
References
• Total Quality Management - Dale H. Besterfield et al. ,Pearson
education LPE
• Certified Manager of Quality / Organizational Excellence – Russell T.
Westcott, ASQ (USA)
• [Link], (2012). Smart Investors:
BARRIERS TO TOTAL QUALITY MANAGEMENT IMPLEMENTATION