Transcript PRESENTATION ON DECISION MAKING

PAKISTAN PLANNING AND MANAGEMENT
INSTITUTE
LEADERSHIP IN
PROJECT MANAGEMENT
SYED ANWAR-UL-HASAN BOKHARI
ACTING GENERAL MANAGER
CIVIL SERVICE REFORM UNIT
FEBRUARY 24, 2005
WHAT IS LEADERSHIP?
“BUSINESS LEADER IS AN INDIVIDUAL WHO CAN CREATE
AND COMMUNICATE A VISION, BRING PASSION TO THE
VISION, WHILE AT THE SAME TIME RELENTLESSLY PURSUE
THE VISION TO COMPLETENESS. GOOD LEADERS ARE OPEN.
THEY GO UP, DOWN AND AROUND THEIR ORGANIZATION
TO REACH PEOPLE. THEY'RE INFORMAL. THEY'RE STRAIGHT
WITH PEOPLE AND THEY NEVER GET BORED TELLING
THEIR STORY”.
(JACK WELCH)
"LEADERSHIP IS THE ART OF ACCOMPLISHING MORE THAN
THE SCIENCE OF MANAGEMENT SAYS IS POSSIBLE."
(COLIN POWELL)
A LEADER IS INTERPRETED AS SOMEONE WHO
SETS DIRECTION AND INFLUENCES PEOPLE TO
FOLLOW THAT DIRECTION. HE SETS DIRECTION BY
DEVELOPING A CLEAR VISION AND MISSION, AND
CONDUCTING PLANNING THAT DETERMINES THE
GOALS NEEDED TO ACHIEVE THE VISION AND
MISSION. HE MOTIVATES BY USING A VARIETY OF
METHODS, INCLUDING FACILITATION, COACHING,
MENTORING, DIRECTING, DELEGATING, ETC.
• LEADERSHIP IS A SOCIAL INFLUENCE
PROCESS IN WHICH THE LEADER SEEKS
THE
VOLUNTARY
PARTICIPATION
OF
SUBORDINATES IN AN EFFORT TO REACH
ORGANIZATION OBJECTIVES.
• TO
ENCOURAGE
VOLUNTARY
PARTICIPATION, LEADERS SUPPLEMENT
ANY AUTHORITY AND POWER THEY MAY
POSSESS
WITH
THEIR
PERSONAL
ATTRIBUTES AND SOCIAL SKILLS.
BASES OF POWER
• REWARD POWER
• COERCIVE POWER
• LEGITIMATE POWER
• REFERENT POWER
• EXPERT POWER
LEADERSHIP VERSUS MANAGEMENT
• MANAGERS PROVIDE RESOURCES…
LEADERS PROVIDE VISION AND INFLUENCE
• MANAGEMENT WORKS WITHIN THE PARADIGM.
LEADERSHIP CREATES NEW PARADIGMS.
•
MANAGEMENT WORKS WITHIN THE SYSTEM.
LEADERSHIP WORKS ON THE SYSTEM.
• MANGERS MANAGE 'THINGS' BUT
LEADERS LEAD ‘PEOPLE’
• MANAGEMENT IS PROBLEM-ORIENTED
LEADERSHIP IS OPPORTUNITY ORIENTED
• MANAGEMENT HAS NOT MEANING APART FROM ITS GOALS
LEADERSHIP IS AN EVOLUTION OF ONESELF THROUGH A
CONSTANT GROWTH AND DEVELOPMENT PROCESS
• RATIONALLY ANALYZES A SITUATION, DEVELOPING SYSTEMATIC
SELECTION OF GOALS AND PURPOSES (WHAT IS TO BE DONE)
INTUITIVE, MYSTICAL UNDERSTANDING OF WHAT NEEDS TO BE
DONE.
• PERPETUATES GROUP CONFLICTS.
WORKS TO DEVELOP HARMONIOUS INTERPERSONAL
RELATIONSHIPS.
• BECOMES ANXIOUS WHEN THERE IS RELATIVE DISORDER.
WORKS BEST WHEN THINGS ARE SOMEWHAT DISORDERLY OR
CHAOTIC.
• USES THEIR ACCUMULATION OF COLLECTIVE EXPERIENCE TO GET
WHERE THEY ARE GOING.
OFTEN JUMPS TO CONCLUSIONS, WITHOUT A LOGICAL
PROGRESSION OF THOUGHTS OR FACTS.
• INNOVATES BY 'TINKERING' WITH EXISTING PROCESSES.
INNOVATES THROUGH FLASHES OF INSIGHT OR INTUITION.
• SEES THE WORLD AS RELATIVELY IMPERSONAL AND STATIC
(BLACK AND WHITE).
SEES THE WORLD AS FULL OF COLOR, AND CONSTANTLY BLENDING
INTO NEW COLORS AND SHAPES.
• INFLUENCES PEOPLE THROUGH THE USE OF LOGIC, FACTS AND
REASON.
INFLUENCES PEOPLE THROUGH ALTERING MOODS, EVOKING
IMAGES AND EXPECTATION.
• VIEWS WORK AS AN ENABLING PROCESS, INVOLVING A
COMBINATION OF IDEAS, SKILLS, TIMING AND PEOPLE.
VIEWS WORK AS DEVELOPING FRESH APPROACHES TO OLD
PROBLEMS, OR FINDING NEW OPTIONS FOR OLD ISSUES.
• VIEWS WORK AS SOMETHING THAT MUST BE DONE OR TOLERATED.
VIEWS WORK AS SOMETHING CHALLENGING AND EXCITING.
• HAS A LOW LEVEL OF EMOTIONAL INVOLVEMENT IN THEIR WORK.
TAKES IN EMOTIONAL SIGNALS FROM OTHERS, MAKING THEM
MEAN SOMETHING IN THE RELATIONSHIP WITH AN INDIVIDUAL;
OFTEN PASSIONATE ABOUT THEIR WORK.
• FOCUSES ON HOW THINGS NEED TO BE DONE.
FOCUSES ON WHAT NEEDS TO BE DONE, LEAVING DECISIONS TO
PEOPLE INVOLVED.
• FOCUSES ATTENTION ON PROCEDURE.
FOCUSES ON THE DECISION TO BE MADE.
• ONCE BORN; THEIR LIVES HAVE BEEN MOST STRAIGHTFORWARD
AND PREDICTABLE, TAKES THINGS FOR GRANTED.
TWICE BORN; THEIR LIVES HAVE NOT ALWAYS BEEN EASY, OFTEN
MARKED BY SOME STRUGGLE TO ATTAIN A SENSE OF ORDER; DOES
NOT TAKE THINGS FOR GRANTED.
• SEES THEMSELVES AS AN INTEGRAL PART OF THEIR SOCIAL
STRUCTURE AND SOCIAL STANDARD.
• SEES THEMSELVES AS A CONSTANTLY EVOLVING HUMAN BEING,
FOCUSING MORE INWARDLY THAN OUTWARDLY.
• FEELS THREATENED BY OPEN CHALLENGES TO THEIR IDEAS, ARE
TROUBLED BY AGGRESSIVENESS.
ABLE TO TOLERATE AGGRESSIVE INTERCHANGES, ENCOURAGING
EMOTIONAL INVOLVEMENT WITH OTHERS.
CHANGING STYLES FOR THE NEW MILLENNIUM
MOVING FROM MANAGEMENT:
PUNISHMENT
DEMANDS "RESPECT"
DRILL SERGEANT
LIMITS AND DEFINES
MOVING TOWARD
LEADERSHIP:
REWARD
INVITES SPEAKING OUT
MOTIVATOR
EMPOWERS
IMPOSES DISCIPLINE
VALUES CREATIVITY
"HERE'S WHAT WE'RE GOING TO
DO!"
"HOW CAN I SERVE YOU?"
BOTTOM LINE
VISION
CONTROL
RANK
HIERARCHY
RIGID
CHANGE
CONNECTION
NETWORK
FLEXIBLE
AUTOMATIC ANNUAL RAISES
PAY FOR PERFORMANCE
PERFORMANCE REVIEW
MUTUAL CONTRACT FOR
RESULTS
MECHANISTIC
COMPARTMENTAL
HOLISTIC
SYSTEMIC
STYLES OF LEADERSHIP
• AUTHORITARIAN
• COERCIVE LEADERSHIP STYLE
• AFFILIATIVE LEADERSHIP STYLE
• DEMOCRATIC / PARTICIPATORY
• PACE SETTING LEADERSHIP STYLE
• COACHING LEADERSHIP STYLE
• LAISSEZ-FAIRE
AUTHORITARIAN STYLE
• LEADER RETAINS ALL AUTHORITY AND
RESPONSIBILITY
• LEADER ASSIGNS PEOPLE TO CLEARLY
DEFINED TASKS.
• PRIMARILY A DOWNWARD FLOW OF
COMMUNICATION
• STRESSES PROMPT, ORDERLY, AND
PREDICTABLE PERFORMANCE.
• TENDS TO STIFLE INDIVIDUAL
INITITIVE.
COERCIVE STYLE
• DEMANDS IMMEDIATE COMPLIANCE
• “DO WHAT I TELL YOU”
• DRIVE TO ACHIEVE, INITIATE, SELFCONTROL
• IN A CRISIS, TO KICK START A
TURNAROUND, OR WITH PROBLEM
EMPLOYEES
• NEGATIVE
AFFILIATIVE STYLE
• CREATES HARMONY AND BUILDS
EMOTIONAL BONDS
• “PEOPLE COME FIRST”
• EMPATHY, BUILDING RELATIONSHIPS,
COMMUNICATION
• TO HEAL RIFTS IN A TEAM OR TO
MOTIVATE PEOPLE DURING STRESSFUL
CIRCUMSTANCES
• POSITIVE
DEMOCRATIC
• LEADER DELEGATES A GREAT DEAL OF
AUTHORITY WHILE RETAINING ULTIMATE
RESPONSIBILITY.
• WORK IS DIVIDED AND ASSIGNED ON THE
BASIS OF PARTICIPATORY DECISION MAKING.
• ACTIVE TWO-WAY FLOW OF UPWARD AND
DOWNWARD COMMUNICATION.
• ENHANCES PERSONAL COMMITMENT THROUGH
PARTICIPATION.
• DEMOCRATIC PROCESS IS TIME CONSUMING.
PACE SETTING STYLE
• Sets high standard of performance
• “Do as I do, now”
• Conscientiousness, drive to achieve,
initiative
• To get quick results from a highly
motivated and competent team
• Negative
COACHING STYLE
• DEVELOPS PEOPLE FOR THE FUTURE
• “TRY THIS”
• DEVELOPING OTHERS, EMPATHY, SELFAWARENESS
• TO HELP EMPLOYEE IMPROVE
PERFORMANCE OR DEVELOP LONG-TERM
STRENGTHS
• POSITIVE
LAISSEZ FAIRE STYLE
• LEADER DENIES RESPONSIBILITY AND
ABDICATES AUTHORITY TO GROUP.
• GROUP MEMBERS ARE TOLD TO WORK THINGS
OUT THEMSELVES AND DO THE BEST THEY CAN.
• PRIMARILY HORIZONTAL COMMUNICATION
AMOUNG PEERS.
• PERMITS SELF-STARTERS TO DO THINGS AS
THEY SEE FIT WITHOUT LEADER INTERFERENCE.
• GROUP MAY DRIFT AIMLESSLY IN THE ABSENCE
OF DIRECTION FROM LEADER.
TRAIT PROFILE OF LEADERS
• MANAGEMENT ATTRACTION – A COMBINATION OF
VISION AND STRONG PERSONAL COMMITMENT ATTRACTS OTHERS AND
INSPIRES THEM TO SEEK NEW HIGHTS.
• MANAGEMENT OF MEANING – SUCCESSFUL
LEADERS POSSESS EXCEPTIONAL COMMUNICATION SKILLS THAT SERVE
TO ALIGN OTHERS WITH THEIR CAUSE.
• MANAGEMENT OF TRUST – A CLEAR AND CONSTANT
FOCUS ON A CENTRAL PURPOSE BUILDS TRUST BY LETTING OTHERS
KNOW WHERE THE LEADER STAND.
• MANAGEMENT OF SELF – SUCCESSFUL LEADERS
NURTURE THEIR STRENGTHS AND LEARN FROM THEIR
MISTAKES. GENERALLY REJECT THE IDEA OF FAILURE.
FOUR TRAITS OF SUCCESSFUL LEADERS
• INTELLIGENCE
• MATURITY AND BREADTH – EMOTIONALLY
MATURE AND HAVE A BROAD RANGE OF INTERESTS.
• INNER MOTIVATION AND
ACHIEVEMENT DRIVE.
• EMPLOYEE-CENTRED.
KEYS TO EFFECTIVE LEADERSHIP
•
APPROPRIATE TECHNICAL EXPERTISE SUPPORTED BY A
STRONG FOUNDATION OF GENERAL KNOWLEDGE.
•
•
A MASTERY OF THE LANGUAGE.
•
A WILLINGNESS TO BE FLEXIBLE WHEN DEALING WITH
INDIVIDUALS.
•
A MENTOR WHO CAN URGE, DIRECT, AND COACH IN
ADDITION TO PROVIDING NECESSARY FEEDBACK.
•
AN ABILITY TO STEP BACK FROM A DISORDERLY ARRAY OF
DETAILS AND SEE THINGS IN PERSPECTIVE.
•
A KNACK FOR BEING IN THE RIGHT PLACE AT THE RIGHT
TIME.
A DESIRE TO GET THINGS ACCOMPLISHED THROUGH
PEOPLE.
LEADERSHIP IN PROJECT MANAGEMENT
•
•
•
•
•
•
•
•
•
•
•
•
ACT PROFESSIONALLY
USE GOOD JUDGEMENT
TAKE THEIR RESPONSIBILITIES SERIOUSLY
COLLABORATE WELL WITH OTHER EMPOWERED
PEOPLE
TAKE CALCULATED RISKS
GIVE HONEST FEEDBACK
BEHAVE ETHICALLY
FOLLOW UP AND FOLLOW THROUGH
HAVE A PASSION FOR LEARNING ESPECIALLY
ABOUT THEMSELVES
SEE MISTAKES AS NATURAL PART OF LEARNING
AREN’T EASILY DISCOURAGED
ARE COMMITTED TO THE SUCCESS OF THE
PROJECT
CATEGORY OF PROJECT STAFF
• INDIVIDUALS WHO ARE ALREADY
EMPOWERED
• IDIVIDUALS WHO NEED OR WANT
HELP TO FIND THEIR POWER
• INDIVIDUALS WHO HAVE NO
INTEREST OR DESIRE WHATSOEVER
TO ACT POWERFULLY OR
RESPONSIBLY, EVEN IF THEY CAN.
LEADING PEOPLE
• MAKE HUMAN CONTACT WITH THEM
• LEAVE THEM INCHARGE OF THEMSELVES
• GUIDE RATHER COMMAND THEIR EXPLORATION
•
•
•
•
•
WITH THEIR FULL PERMISSION
BECOME A SUPPORTIVE PARTNER IN THEIR
LEARNING PROCESS
HELP THEM LEARN THINGS ABOUT THEMSELVES
THAT PERHAPS CAN BE LEARNED IN NO OTHER
WAY
FOLLOW THEIR ENERGY
ENHANCE THEIR SELF ESTEEM
ENCOURAGE THEIR CREATIVITY
ESSENCE OF LEADERSHIP
•
THE ESSENCE OF LEADING OTHER LIES IN WORKING WITH
INDIVIDUALS TO HELP THEM TAP INTO THEIR OWN POWER AND
CREATING THE CONDITIONS AND ENVIRONMENT WHERE THEY
CAN WORK MOST EFFECTIVELY.
•
IT INVOLVES THREE ABILITIES: – THE ABILITY TO ANTICIPATE THAT EACH INDIVIDUAL MAY NEED
SOMETHING DIFFERENT TO DO HIS OR HER BEST WORK.
–
THE ABILITY TO WORK WITH EACH INDIVIDUAL IN SUCH A WAY AS
TO MEET HIM WHERE HE IS, IN TERMS OF WHAT HE NEEDS TO DO HIS
OR HER BEST WORK.
– THE
ABILITY
TO
MAKE
EXPILICIT
AGREEMENT
ABOUT
WHAT
ASSISTANCE YOU WILL PROVIDE AND WHAT HE WILL DO TO GET HIS
NEEDS.
LEADERSHIP TRAITS
(KIRKPATRICK AND LOCKE 1991)
• DRIVE, ACHIEVE, ENERGY, TENACITY,
•
•
•
•
•
•
INITIATIVE.
LEADERSHIP MOTIVATION
HONESTY AND INTEGRITY
SELF-CONFIDENCE (INCLUDING EMOTIONAL STABILITY)
COGNITIVE ABILITY
KNOWLEDGE OF HE BUSINESS
CHARISMA, CREATIVITY/ORIGINALITY,
FLEXIBILITY
LEADERSHIP TRAITS
(STOGDILL 1974)
•
•
•
•
•
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•
•
ADAPTABILITY
ADJUSTMENT (NORMALITY)
AGGRESSIVENESS AND ASSERTIVENESS
DOMINANCE
EMOTIONAL BALANCE AND CONTROL
INDEPENDENCE (NON-CONFORMITY)
ORIGINALITY AND CREATIVITY
PERSONAL INTEGRITY (ETHICAL
CONDUCT)
SELF-CONFIDENCE
CONCLUSIONS ON LEADERSHIP
AND MANAGEMENT
• NO ONE BEST WAY TO LEAD AND MANAGE
• COMBINATION AND CUSTOMIZATION
PERHAPS APPROACH
FIVE BASIC APPROACHES OR STYLE
• STRATEGIC APPROACH
• HUMAN ASSEST APPROACH
• EXPERTISE APPROACH
• BOX APPROACH
• CHANGE APPROACH
FORCES TO BE EXAMINED BY THE LEADERS
• FORCES IN THE LEADER
–
–
–
–
THE LEADER’S VALUE SYSTEM
LEADERSHIP INCLINATION
TOLERANCE OF AMBIGUITY
ASSESSMENT OF OWN AND THE GROUP’S
IMPORTANCE
• FORCES OF SUBORDINATE GROUP
–
–
–
–
NEED FOR DEPENDENCY OR INDEPENDENCE
READINESS TO ASSUME RESPNSIBILITY
INTEREST IN THE PROBLEM
IDENTIFICATION WITH ORGANIZATIONAL
GOALS
– KNOWLEDGE AND EXPERIENCE
– TOLERANCE OF AMBIGUITY
– EXPECTATIONS
• FORCES IN THE SITUATION
– TYPE OF ORGANIZATION
– NATURE OF THE TASK
– PRESSURE OF TIME
– GENERAL SOCIAL, POLITICAL AND
ECONOMIC MILIEU
THANK YOU
CONTACT:
CIVIL SERVICE REFORMS UNIT
(ESTABLISHMENT DIVISION)
Block-B, II Floor, Benevolent Fund Building,
Islamabad.
Tele: 9217152
EMAIL: [email protected]
WEB: www.policy.hu/bokhari