PRESENTED BY: IR. KASIM BIN AHMAD

Leadership

CHEMICAL ENGINEERING UiTM – 19 Mac 2014

Part A1.0 Foundations of Engineering Leadership

– Definition of leadership– Characteristics of great engineering leaders– Overview of leadership theory: Concepts of

situational leadership and strategicleadership;

– Leadership vs. management: Vision andmission statements, delivering on the visionthrough effective oral and writtencommunication and presentation skills.

At the end of the topic, students should be able to...

1. Understand the definition of leadership

2. Able to identify how to develop theeffectiveness of a good leadership

Lead-er-ship..noun

• the action of leading a group of people or anorganization

• an act — a decision to take a stand, or step, inorder to encourage, inspire or motivate others tomove with you.

• A good leadership is the ability toinspire motivation in others to move toward adesirable vision.

• While management is focused on tasks,leadership is focused on the person

DEFINITION

Distinguishing Leadership from Management

Leadership Management

Influence relationship Authority relationship

Leaders and follower Managers and subordinates

Intent real changes Produce and sell goods and/or services

Intent changes reflect mutual purposes

Goods/services result from coordinated activities

Source: Leading organization: Perspective for a new era – Gill Robinson Hickman

Leadership is the ability to take anaverage team of individuals andtransform them into superstars. Thebest leader is the one who inspireshis workers to achieve greatnesseach and every day

….. Jonas Falk, a chef and the CEO of OrganicLife, a start up that provides nutritious schoollunches

DIFFERENCE BETWEEN

BOSS LEADERDrives employees Coaches themDepends on authority On goodwillInspires fear Generates enthusiasmSays, “ I ” Says, “ We ”Places blame for the breakdown

Fixes the breakdown

Knows how it is done Shows how it is doneUses people Develops peopleTake credit Gives creditCommands AsksSays, “ Go ” Says, “ Let’s go ”

LEADER VS MANAGER

Berikut ini beberapa pendapat yang dikemukakan olehpara ahli mengenai definisi kepemimpinan:

1. George R. Terry (yang dikutip dari Sutarto, 1998: 17)

Kepemimpinan adalah hubungan yang ada dalam diriseseorang atau pemimpin, mempengaruhi orang lain untuk bekerja secara sedar dalam hubungan tugas untukmencapai tujuan yang diinginkan.

2. Ordway Tead (1929)

Kepemimpinan sebagai perpaduan perangai yang memungkinkan seseorang mampu mendorong pihak lain menyelesaikan tugasnya.

3. Rauch & Behling (1984)

Kepemimpinan adalah proses mempengaruhi aktifitas-aktifitas sebuah kelompok yang diorganisasi ke arah pencapaiantujuan.

3. James M. Black (1961)Kepemimpinan adalah kemampuan yang sanggup meyakinkanorang lain supaya bekerjasama dibawah pimpinannya sebagaisuatu tim untuk mencapai tujuan tertentu.

4. G.L.Feman & E.K.aylor (1950)Kepemimpinan adalah kemampuan untuk menciptakankegiatan kelompok mencapai tujuan organisasi dengan efektifmaksimum dan kerjasama dari tiap-tiap individu.

5. G. U. Cleeton dan C.W Mason (1934)Kepemimpinan menunjukan kemampuan mempengaruhiorang-orang dan mencapai hasil melalui himbauan emosionaldan ini lebih baik dibandingkan dengan penggunaankekuasaan.

6. W.G. Bennis “Leadership Theory and Administration Behavior”Kepemimpinan sebagai proses dengan mana pemimpinmendorong, mempengaruhi bawahan untuk berprilaku sepertiyang dikehendaki.

Character is key to great leadership• Used his power with words to weaken his opponents

- Lincoln.

• Empathy and a willingness to suffer for followers'ideals seem to mark out great leaders - MahatmaGandhi and Martin Luther King.

• Former South African president and anti-apartheidcampaigner Nelson Mandela languished for 27 yearsin jail, sacrificing his health and family life for acause he cared passionately about.

• Mandela himself said: "It is better to lead frombehind and to put others in front, especially whenyou celebrate victory when nice things occur," hesaid.

"You take the front line when there is danger. Then peoplewill appreciate your leadership.“

• A few of Mandela's strengths - encouraging racial harmony, forgiveness without forgetting, power-sharing and a strong focus on the future.

• Attributes of great leaders are ambition, patience,humility, humour, vision, compliance, tolerance,courage, accountability and gratitude – Author KevinDaum

• They boldly drive forward, clearing a path for thosewho follow.

"Great leaders never take anything too seriously,especially themselves, knowing full well thatpeople need a congenial environment tosucceed.

"All of the great leaders have had onecharacteristic in common: it was the willingnessto confront unequivocally the major anxiety oftheir people in their time. This, and not muchelse, is the essence of leadership."

Walk the talk

As a leader, integrity means practicing what you preach. Leaders who talk good game but do not lead by example will not be respected.

Anytime there is a gap between what a leader says andwhat the leader does, the credibility of that individual willsuffer, and sometimes the cost will be too much for theleader (and the organization) to bear. How do you walkthe talk? Consider these three ideas:

• Practice empathy and selflessness: Understand thehardships and sacrifices of those under you…and beprepared to share these hardships yourself.

• Curiosity* is a key leadership ingredient: The bestleaders arouse curiosity. They are interesting and areable you inspire others to act. Boring people stiflecuriosity and drive away potential followers.

• Use influence, not authority: people will always bemore inclined to follow a leader whose mantra is “do asI do” rather “do as I say.” Influence accomplishes asmuch as – if not more than authority…and it leaves asa better residue

* A strong desire to know or learn something:

“You can issue all the memos and give all themotivational speeches you want, but if the rest ofthe people in your organization don’t see youputting forth your best effort every single day,they won't either.”

MENJADI PEMIMPIN DI TEMPAT KERJAPANDUAN & ASAS

1. MILIKI VISI YANG BERPANDANGAN JAUHMerangkumi visi bagi diri sendiri, pasukan dan organisasi. Pakejkan dankongsi bersama visi dengan anggota kerja.

2. SANGGUP AMBIL RISIKOBerani ambil risiko untuk mencuba idea – idea baru yang berpotensi.Sahut cabaran bermakna bersedia mengambil risiko. Mereka yang gaggalmenyahut cabaran biasanya tidak melakukan perubahan dan tidakdipandang orang.

3. BERIKAN DORONGAN KEPADA ORANG YANG LAIN KREATIF DANBERINOVATIFBersedia dan relakan diri menerima idea – idea baru.

4. JANGAN TAKUT MEMBUAT KESILAPANBelajar dari kesilapan dan elakkan daripada mengulangi kesilapan yangsama.

5. LIBATKAN SEMUA ORANG

6. JADILAH SEORANG YANG FLEKSIBEL DAN ADAPTIF

7. LEBIH BAIK JIKA ANDA SERBA BOLEH

8. BERILAH LATIHAN DAN PENINGKATAN DIRI

9. GALAKKAN KERJA BERPASUKAN

10. BERIKAN GANJARAN KEPADA MEREKA YANG MELAKUKANNYA DENGAN BAIK

•Ada banyak jenis gambaran termasuk pujian, sanjungan, bonus, kenaikanpangkat, anugerah dan banyak lagi.

A good leader is able to make decision to hire, place andpromote talented individual with the following qualities:

• Intelligent and judgment• Capability to anticipate• Loyalty• Integrity• A high energy drive• A balanced ego• Drive to get thing doneHere are three techniques you can use to pick up the right people:

• Hire talent and values, not just resumes: Resume s, by definition,describe past performance. They don’t begin to indicate how someonewill fare in your organization

• Seek value alignment: Don’t hire or promote anyone who does not sharethe same values that drive your organization. Even a talentedindividual will find it hard to contribute to your mission if their values arenot in synch with your own.

• Hire people who compensate for your own weakness: Don’t let your egoget in the way. Hire people you consider good enough to succeed you,should the situation warrant it. Strong leaders are not afraid to surroundthemselves with people better than themselves.

1. Integrity: Always do the right thing regardless of sentiment andnever compromise your core values. If you cannot build trust andengender confidence with your stakeholders you cannot succeed.No amount of talent can overcome illegal, immoral or otherwiseill-advised actions. A leader void of integrity will not survive overthe long-haul.

2. Excellent Decision Making Skills: As a leader you will live or die bythe quality of the decisions you make. When you’re the leadergood decisioning is expected, poor decisioning won’t be tolerated,and great decisioning will set you apart from the masses.

3. Ability to Focus: If you cannot focus, you cannot perform at thelevel necessary to remain in leadership for very long. The ability todo nothing more than understand and lock-onto priorities willplace you in the top 10% of all leaders.

CHARACTERISTICS OF GREAT ENGINEERING LEADERS

4.Leveraging Experience: Inexperience, a lack ofmaturity, needing to be the centre of attention, notrecognizing limitations, a lack of judgment, an inferiorknowledge base, or any number of other commonmistakes made by rookie leaders can cause yourhouse of cards to fall. If you don’t have theexperience personally, hire it, contract it, but by allmeans acquire it. Great leaders surround themselveswith tier-one talent and the best advisers money canbuy. They don’t make uniformed or ill-adviseddecisions in a vacuum.

5.Command Presence: Great leaders possess astrong presence and bearing. They are unflappableindividuals that never let you see them sweat (unlessof course it serves a purpose). Everything from howthey carry themselves to how they speak and dress,messages that they are in charge.

6. Embracing Change: Great leaders have a strong bias to action.They don’t rest upon past accomplishments, and are alwaysseeking to improve through change and innovation. In today’sfast paced and competitive environment those leaders whodon’t openly embrace change will often be shown thedoor prior to the expiration of their initial employmentcontract.

7. Brand Champions: Great leaders understand branding at everylevel. They seek to build not only a dominant corporate brand,but also a strong personal brand. leaders that are not wellbranded on a personal basis, or who let their corporate brandfall into decline will not survive.

8. Boundless Energy: Great leaders have a boundless amount ofenergy. They are positive in their outlook and their attitude iscontagious. A low energy leader is not motivating, convincing,or credible.

9. Subject Matter Expertise: Great leaders have a deepunderstanding of their subject matter, and a strong orientationtoward achievement. Great leaders possess what often appearsto be a sixth sense or an almost instinctive feel for whatthe needs to occur leverage their knowledge into a competitiveadvantage.

10.People Acumen: Great leaders have a nose for talent…Theyunderstand how to recruit, develop and deploy talent focusing onapplying the best talent to the best opportunities. They also knowwhen it’s time to make changes and cut losses as needed.

11. Organizational Acumen: Great leaders know how to engendertrust, when and how to share information, and are expertlisteners. They develop strong and positive team/organizationalcultures driven to performance by aligned motivations. They canquickly diagnose whether the team/organization is performingat full potential, delivering on commitments, and whetherthe team is changing and growing versus just operating.

12.Curiosity: Great leaders possess a powerful motivation toincrease their knowledge base and to convert their learning intoactionable initiatives. They question, challenge, confront and arenever accepting of the status quo.

13.Intellectual Capacity: Great leaders are also great thinkers…bothat the strategic and tactical levels. They are quick on their feetand know how to get to the root of an issue faster than anyoneelse. I’ve never met a great leader who wasn’t extremelydiscerning.

14.Big Thinkers: Regardless of the physical or geographicalboundaries of their current role, great leaders think big andadd a zero. Limited thinking results in limited results. Whetherglobal thinking is applied to capital formation, supply-chainissues, business development, strategic partnering, distributionor any number of other areas, those leaders who don’t graspthe importance of thinking globally will not endure. Greatleaders are externally oriented, hungry for knowledge of theworld, and adept at connecting developments and spottingpatterns.

15.Never Quit: Great leaders refuse to lose…They have aninsatiable appetite for accomplishment and results. While theymay reengineer or change direction, they will never lose sightof the end game.

What is the definition of "situational leadership"?

A theory of leadership that proposes that leaderschange their leadership styles based on who they areleading.

Those who serve in leadership positions develop anindividual philosophy on how to lead theirorganization. Personal approaches to leadership areconstantly challenged by unforeseen situations andissues that arise each business day. Situationalleadership is the change in approach that a managermust take in response to the day-to-day challenges ofbusiness.

Strategic leadership provides the vision and directionfor the growth and success of an organization. Tosuccessfully deal with change, all executives need theskills and tools for both strategy formulation andimplementation. Managing change and ambiguityrequires strategic leaders who not only provide a senseof direction, but who can also build ownership andalignment within their workgroups to implementchange.

How to Compare Organizational (Situational)Leadership to Strategic Leadership

• Identify the characteristics of each function• Select the relevant tools and techniques

necessary to perform your job and achieve your goals

• Organizational leadership focuses on setting up businesses or large groups to run effectively

• Strategic leadership tasks involve problem solving, establishing strategies and communicating your vision to subordinates

Misi bermaksud tugas khusus ygdipertanggungjawabkan kpd atau yg akandilakukan oleh seseorang atau sesuatu kumpulan,seperti Misi organisasi saya ialah mengadakankemudahan pengangkutan udara danperhubungan yg paling akrab dgn keperluannegara.Visi bermaksud tanggapan dan pandangan yg jauhdan mendalam, terutamanya yg berkaitan dgnperkembangan masa depan dsb, atau disebut jugasebagai wawasan, contohnya Pemimpin yangmempunyai keperibadian yg utuh serta visi dalamkepimpinan.

DefinitionVISION: Clear, comprehensive ‘photograph’ of an organization at

some point in the future. It provides direction because it describes what the organization need to be like, to be successful within the future. (Organization wants to become)

MISSION: A mission is statement of purpose. The purpose is a clear and succinct statement of the reason the organization or project exists. It brings clarity of the purpose to members of the organization, and broad direction as to what members of the organization should be aiming for. It includes:• The purpose• The core function (s)• The main methods used to reach those purposes• The general thrust of future operations• The major direction of change

Goals: Expected or desired outcome of a planningprocess. Goals are usually broad, generalexpressions of the guiding principles andaspirations of a community

Objectives: Precise targets that are necessary toachieve goals. Objectives are detailedstatements of quantitatively orqualitatively measurable results theplan hopes to accomplish

Value: Traits or qualities that are consideredworthwhile; they represent anindividual’s highest priorities and deeplyheld driving forces.

Value statements: Grounded in values anddefine how people want tobehave with each other inthe organization. Describeactions that are the livingenactment of thefundamental values heldby most individuals withinthe organization

Goal-Setting

Goals are desired result, purpose, or objective that one strives to attain

Goals are:• Specific• Measurable• Attainable• Relevant/Realistic• Time-Oriented• Tangible

Types of Goals

Short-term:A goal that can be achieved in arelative short period of timeE.g.: To complete the course

Long-termA goal that takes a long period of time to achieveE.g.: Great success in career

Goal setting and analysis• Identify the goal – List all your dreams• Prepare a goal statement – Read one hour per

day• Check your goals harms the interest of

anybody• Goal is personal, positive, practical, flexible,

time bound and measurable• Identify anybody has already achieved

success• Focus on your most successful moments in life• Identify the internal and external obstacles in

achieving each goal

• Focus on your most successful moments in life

• Identify the qualities and behavior required to reach each goal

• Identify the resources, people, materials and institutions help you in achieving goal

• Prepare a step plan to reach goal• Start implementing the plan of action• Review the progress• Analyse the reasons• Start behaving and acting as if you have

already achieved your goals

Steps to achieving your goals

• Your self in OK state• Really tapping into what really you want• Goal does not depend anyone to achieve it• Stand in accomplishment - step into time• If anything would make this more make it

now• Think the significant people in your life• Realization of this goal – to a higher goal• Imagine yourself having achieved the goal• Imagine what you want it to be• Willing to commit & to do.

Motto“Endeavour, Religious, Dignified”

VisionTo establish UiTM as a premier university of outstanding scholarship and academic excellence capable of providing leadership to Bumiputeras’s dynamic involvement in all professional fields of world-class standards in order to

produce globally competitive graduates of sound ethical standing.

MissionTo enhance the knowledge and expertise of Bumiputerasin all fields of study through professional programmes, research work and community service based on moral

values and professional ethics.

Philosophy

Every individual has the ability to attain excellence through the transfer of knowledge and assimilation of moral values so as to

become professional graduates capable of developing knowledge, self, society and nation.

Objectives• To provide maximum opportunities for bumiputeras to pursue

professionally-recognised programmes of study in science,technology, industry, business, arts and humanities.

• To provide quality and innovative programmes of study relevant tocurrent market needs and customer demands, and in line withpolicies of national development.

• To establish a human resource development programme as a tool forthe assimilation of a value system within the university community.

• To ensure that UiTM graduates are adequately prepared to join thelocal as well as the global workforce.

• To establish UiTM as a centre of excellence that is accountable forthe effective and efficient management of its human resources,finances and assets in order to achieve its educational objectives,while playing its role as a catalyst in community development.

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MENJADI SALAH SATU BLOK UTAMA YANG SERING DILAWATI BAGI TOPIK PERNIAGAAN INTERNET

MISI• Menulis artikel yang berkualiti secara konsisten• Mengutamakan artikel yang berkaitan keusahawan

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syariah• Menyebarkan ilmu perniagaan dan pemasaran

internet yang betul

SIRIM BerhadVISION

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MISSIONAs a Leader in Quality and Technology Development, we:

• Efficiently deliver customized technology and qualitysolutions to industry and government, and supportinclusive growth through innovation

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• Facilitate trade, and enhance health, safety, environmentand customer confidence through quality, standards andconformity assessment

PERODUACorporate Mission

To be a world class automobile company renowned for excellent quality and reliability through:

• Professionalism in all our operations• Efficiency in utilising technologies and available resources• Resilience in meeting our challenges• Optimising benefits to customers and stakeholders• Dedication towards social responsibility to community, the

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VISI SMK (P) BUKIT KUDA KLANG

SEKOLAH UNGGUL PENJANA GENERASI TERBILANG

MISIMEMBANGUNKAN POTENSI

INDIVIDU MELALUI PENDIDIKAN BERKUALITI.

SUMMARYVISION Dream or a

picture to beachievedultimately.

Created by consensus. Forms mentalimage of future to which people canalign. Describes something possible,not necessarily predictable. Providesdirection and focus. Pulls people, whohold it, towards it.

MISSION Statement ofbusiness.

States the business reason for theorganization's existence. Does notstate an outcome. Contains no timelimit or measurement. Provides basisfor decisions on resource allocationand appropriate objectives. Definescurrent and future business in terms ofproduct, score, customer, reason, andmarket price.

GOALS Results to beachieved.

Describes ideal states to be achievedat some unidentified future time.Defined consistent with and relateddirectly to vision and mission. Guideeveryday decisions and actions. Do notnecessarily deal with measurableresults.

OBJECTIVES

How - Actionsand Results - toplan to achievethe desiredresults.

Focuses on critical organization issuesand milestones. Describe activities tobe accomplished to achieve goals.Identify dates when specific results areto be accomplished. Measurable interms of whether or not they areachieved. They may be changed whennecessary for progress towards goals.

Effectively in developing the vision, mission, goalsand objectives depends to the interdependence ofthe seven variables:

• Structure: The organizational map/chart (Line of authority and responsibility)

• Strategy: The plan leading to the allocation of resources (Project selection)

• Staff: The people employed (Teamwork, empowerment, participation)

• Style: The management style of the organization (management commitment)

• Systems: Procedures, guidelines and control mechanisms (management of activities)

• Shared Values: The goals shared by all employees (Everyone involved)

• Skills: The strengths and capabilities of all employees (knowledge, tools, techniques available)

The structure and strategy have been classified ashardware variables and the remaining five (Staff,Style, Systems, Shared values, and Skills) have beenclassified as software variables.

Source: The McKinsey Model (7ss Model)

kasim@sirim.myTel: 03-5544 6541HP: 012-3858 707