LEADERSHIP
Date: 16th September, 2020
Instructor Profile
▪ Qazi Abdul Moqueet
▪ MS (Engineering Management) from CASE Islamabad
▪ BS Electrical (Telecom) from COMSATS Islamabad
▪ Previously worked at Islamic University Islamabad
▪ Currently working at CUST Islamabad
▪ Moqueet2003@gmail.com
Snapshots of the Course
▪ Course Structure:
▪ Interactive class sessions
▪ Case studies
▪ Video aid may be used
▪ Regular assignments and quizzes
▪ Final Project
▪ Mid term and Final exams
Course Learning Outcomes
▪ CLO:1. Comprehend different leadership theories, models and their relevance to different
contemporary and historical scenarios; Illustrate the leadership issues that arise in various
environments (Level: C2)
▪ CLO:2. Explain the lessons learned from various leadership studies of personalities (Level: C3)
▪ CLO:3. Discuss leadership roles in teams, as well as individually, in order to achieve a common
objective. Participate in various learning activities, individually or in a group (Level: A2)
▪ CLO:4. Practice reading habits in a variety of domains to enhance understanding of historical and
contemporary leadership. Present a plan to develop various leadership skills and qualities in
particular scenarios (Level: A3)
Program Learning Outcomes
CLOs
CLO:1 CLO:2 CLO:3 CLO:4
PLOs
PLO:1
(Engineering Knowledge)
PLO:2
(Problem Analysis)
PLO:3
(Design and Development of Solutions)
PLO:4
(Investigation)
PLO:5
(Modern Tool Usage)
PLO:6
(The Engineer and Society)
PLO:7
(Environment and Sustainability)
PLO:8
(Ethics)
PLO:9 ✔
(Individual and Team Work)
PLO:10
(Communication)
PLO:11
(Project Management)
PLO:12 ✔
(Life Long Learning) ✔ ✔
Brief Contents
▪ Introduction Leadership and Managerial Work
▪ Leadership Behaviors
▪ Contingency Theories of Effective Leadership
▪ Power, Influence, Relations and Attributions
▪ Charismatic, Transformational and Ethical Leadership
▪ Teams, Decision Groups and Strategic Leadership
▪ Developing Leadership Skills
▪ Leadership Approaches
Snapshots of the Course
▪ Grade Distribution (Subject to Change):
S.No. Grading % of Total Marks
i. Assignments 10
ii. Quizzes 10
iii. Viva Voce 10
iv. Project 10
v Mid-term Exam 20
vi. Final Exam 40
Total 100
Snapshots of the Course
▪ Text and Reference Books:
▪ Gary Yukl, Leadership in Organizations, 8th Edition
▪ Etsko Schuitema, Leadership – Care & Growth Model
▪ Warren Bennis, Burt Nanus, Leaders: Strategies for Taking
Charge
▪ Yusuf Bin Uthman Al-Huzaim, the Principles of Leadership
▪ Stephen Covey, Principle Centered Leadership
▪ James Kouzes, Barry Posner, the Leadership Challenge
Mode of Communication
▪ Class Representative
▪ Email
Leadership and its nature
Date: 16th September, 2020
DEFINITION
▪ Leadership is “the process of influencing the activities of an organized group toward goal
achievement” (Rauch & Behling, 1984, p. 46)
▪ “Leadership is the process of making sense of what people are doing together so that people
will understand and be committed” (Drath & Palus, 1994, p. 4).
▪ Leadership is “the ability of an individual to influence, motivate, and enable others to
contribute toward the effectiveness and success of the organization . . .” (House et al., 1999,
p. 184).
A WORKING DEFINITION
▪ Leadership is the process of influencing others to understand and agree about what needs
to be done and how to do it, and the process of facilitating individual and collective
efforts to accomplish shared objectives.
LEADERSHIP VS MANAGEMENT
Leaders and managers are completely different and mutually exclusive
◼ Managers are concerned with doing things right (efficiency)
◼ Leaders and concerned with doing the right things (effectiveness)
LEADERSHIP EXPLAINED
◼ Type of Influence Process
◼ Purpose of Influence Attempts
◼ Influence Based on Reason or Emotions
Direct and Indirect Leadership
▪ Most theories about effective leadership focus on behaviors used to directly influence
immediate subordinates, but a leader can also influence other people inside the organization,
including peers, bosses, and people at lower levels who do not report to the leader.
▪ Some theorists make a distinction between direct and indirect forms of leadership to help
explain how a leader can influence people when there is no direct interaction with them
Obvious Query
▪ What is the indicator of effectiveness of a leader
▪ Immediate and Delayed Outcomes
Major Perspectives in Leadership Theory
▪ One of the more useful ways to classify leadership theory and research is according to the
type of variable that is emphasized the most. Three types of variables that are relevant for
understanding leadership effectiveness include
▪ Characteristics of leaders
▪ Characteristics of followers
▪ Characteristics of the situation
Characteristics of the Leader
◼ Traits (motives, personality, values)
◼ Confidence and optimism
◼ Skills and expertise
◼ Behavior
◼ Integrity and ethics
◼ Influence tactics
Characteristics of the Follower
◼ Traits (needs, values, self concepts)
◼ Confidence and optimism
◼ Skills and expertise
◼ Trust in the leader
◼ Task commitment and effort
◼ Satisfaction with job and leader
Characteristics of the Situation
◼ Type of organizational unit
◼ Size of unit
◼ Position power and authority of leader
◼ Task structure and complexity
◼ Task interdependence
◼ Environmental uncertainty
◼ External dependencies
DIFFERENT APPROACHES FOR LEARNING
LEADERSHIP
▪ The trait approach
▪ The behavior approach
▪ The power-influence approach
▪ The situational approach
▪ The integrative approach.
TRAIT APPROACH
▪ Underlying this approach was the assumption that some people are natural leaders,
endowed with certain traits not possessed by other people. Early leadership theories
attributed managerial success to extraordinary abilities such as tireless energy, penetrating
intuition, uncanny foresight, and irresistible persuasive powers
BEHAVIOR APPROACH
▪ The behavior approach began in the early 1950s after many researchers became discouraged
with the trait approach and began to pay closer attention to what managers actually do on
the job. One line of research examines how managers spend their time and the typical
pattern of activities, responsibilities, and functions for managerial jobs.
POWER-INFLUENCE APPROACH
▪ Power-influence research examines influence processes between leaders and other people.
▪ This research seeks to explain leadership effectiveness in terms of the amount and type of
power possessed by a leader and how power is exercised. Power is viewed as important not
only for influencing subordinates, but also for influencing peers, superiors, and people
outside the organization, such as clients and suppliers.
SITUATIONAL APPROACH
▪ The situational approach emphasizes the importance of contextual factors that influence
leadership processes. Major situational variables include the characteristics of followers, the
nature of the work performed by the leader’s unit, the type of organization, and the nature
of the external environment.
INTEGRATIVE APPROACH
▪ An integrative approach involves more than one type of leadership variable. In recent years,
it has become more common for researchers to include two or more types of leadership
variables in the same study, but it is still rare to find a theory that includes all of them (i.e.,
traits, behavior, influence processes, situational variables, and outcomes).
