LEADERSHIP AND

COUNSELING

Wan Baharudin bin Wan Mhmood

Programme For Leadership Excellence
Institut Tadbiran Awam Negara (INTAN)
Presentation Agenda
Introduction
Definitions of Leadership
Definitions of Effective Leadership
Leadership Theories
Differences Between A Leader and A Manager
Styles of Leadership
Qualities of Effective Leaders
Conclusion
 Introduction
Vision and Mission Strategies for Action

Drivers Enablers Output

Service delivery system
Leadership
Organizational
Organizational
Capacity
People
People
Capacity
• Vision Satisfaction
Satisfaction
• Shared
Aspiration System
System Value
Customer
Customer Creation
• Values Resources
Resources and
and Satisfaction
Satisfaction
• Guiding Processes
Processes
Principle
Impact
Impact on
on
Human
Human Society
Society
Capital
Capital
Quality output
Environmental Analysis
(Tan Sri Ismail Adam, Director General of Public Service, Malaysia)
Definitions of Leadership
“Leadership is influence – nothing more, nothing less”
John C. Maxwell

“Leadership can be defined as the will to control events, the

understanding to chart a course, and the power to get a job done,
cooperatively using the skills and abilities of other people”
Donald G. Krause

“The process (act) of influencing the activities of an organised

group in its efforts toward goal setting and goal achievement”
Stogdill
Common Elements in the Definition
of Leadership

According to Philips Sadler (2002), as an element of social

interaction, leadership is a complex activity involving:

1. A process of influence
2. Actors who are both leaders and followers
3. A range of possible outcome – the achievement of goals, but
also the commitment of individuals to such goals, the
enhancement of group cohesion and the reinforcement of
change of organisational behaviour
Definition of Effective Leaders

Effective leaders ………...

……… someone who knows how to inspire and relate to

subordinates; able to convince subordinates that the
organisational vision is not only important but attainable; able to
challenge them with goals, projects, tasks and responsibility that
allow them to feel a sense of personal success, achievement,
and accomplishment; rewards subordinates who perform well
with recognition, money and promotions
Locke (1999)
Definition of Effective Leaders
An effective Islamic leaders ………...
……. has positive personality traits and the traits are God-fearing,
high morality, compassion for the people, patience, humble, fair,
just, diligent, courageous, pious, honest, positive outlook,
considerate and noble.
Effective leadership is associated with good character
Al-Ghazali refers to good character as the person’s good inward
form, that is, in his soul, which has four faculties; knowledge,
anger, desire and justice. In a man of good character, all these
faculties remain sound, moderate and mutually harmonious
Muhammad Abdul Quasem (1975)
The Ethics of Al-Ghazali: A Composite Ethics in Islam
Leadership Theory

Great Man Theories

Trait Theories

Behaviourist Theories

Situational or Contingency
Theories

Leaders and Followers
Are Leaders Born or Made?

Leadership can be learned. We all have potential, just as we have

some ability to sing and run. Some people maybe better than
others, but each of us has a starting point to build on with training
and practice

On my own path towards becoming Prime Minister, I have learned

many things along the way. One thing that I have learned over
the years is that leaders are not necessarily born, but are made.
Y.A.B. Dato’ Seri Abdullah Haji Ahmad Badawi
Prime Minister of Malaysia
Great Man Theories

Based on the belief that

leaders are exceptional
people, born with innate
qualities, destined to lead.
Trait Approach to Leadership

It was believe that through this

approach critical leadership
traits could be isolated and that
people with such traits could
then be recruited, selected,
and installed into leadership
positions.
Leadership Traits and Skills
Traits Skills

Adaptable to situation
Intelligent

Alert to social
Conceptually skilled
environment
Creative

Assertive
Diplomatic and tactful

Cooperative
Knowledgeable about

Dependable group task

Dominant (desire to
Organised
influence others)
Persuasive

Energetic
Socially skilled

Self confidence

Stogdill 1974
Behaviorist Theories
Blake and Mouton’s Managerial Grid
9
1,9 9,9
8 Country-Club Team
Management Management
Focuses on task 7

Concern for People

(production) and 6
employee (people) 5,5
5
orientation of Middle of the Road
4
mangers, as well “Politician Style”

as combinations of 3

concerns between 2 1,1 9,1

the two extremes Impoverished Task
1
Management Management

1 2 3 4 5 6 7 8 9

Concern of Production
The Contingency or Situational School

Fiedler’s Contingency Model

Fiedler’s contingency theory postulates that
there is no single best way for managers to
lead. Situations will create different style
requirements for a manager.

Fielder looked at three situations

Leader member relations

Task Structure

Position Power
The Contingency or Situational School

The Hersey-Blanchard Model of Leadership

This model posits that the developmental levels of a
leader’s subordinates play the greatest role in
determining which leadership styles (leader
behaviors) are most appropriate

Hersey Blanchard looked at three situations

Task Behavior

Relationship Behavior

Maturity

Four types of leadership style

Directing

Coaching

Supporting

Delegating
Transactional and Transformational Leadership

James MacGregor Burns writing in his book

“leadership” was the first to put forward the
concept of transforming leadership

To Burns transforming leadership “is a

relationship of mutual simulation and
elevation that converts followers into leaders
and may convert leaders into moral agents”
Leaders and Followers

TRANSACTIONAL/TRANSFORMATIONAL

Burns (1978) distinguishes between transactional

leaders who exchange money, jobs and security for
compliance, and transformational leaders who
motivate others to strive for higher order goals rather
than merely short term-interest.
Leaders and Followers
Transactional

Builds on man’s need to get a
job done and make a living

Is preoccupied with power
and position, politics and
perks

Is short-term and hard data
oriented

Focuses on tactical issues

Follows and fulfils role
expectations by striving to
work effectively within current
systems
Transformational

Builds on a man’s need for
meaning

Is preoccupied with purposes
and values, morals and ethics

Is oriented toward long-term
goals without compromising
human values and principles

Focuses more on missions
and strategies

Designs and redesigns jobs
to make them meaningful and
challenging
Differences Between A Leader and
A Manager – (Susan Dunn)
Manager Leader
A manager administers A leader innovates

A manager is a copy A leader is an original

A manager maintains A leader develops

A manager focuses on A leader focuses on

systems and structure people
A manager relies on A leader inspires trust.
control
Differences Between A Leader and
A Manager
Manager
A manager has a short-range
view.
A manager asks how and
when.
A manager has his eye on the
bottom line.
A manager imitates. A
manager accepts the status
quo.
A manager is the classic good
soldier. A manager does
things right.
Leader
A leader has a long-range
perspective
A leader asks what and why.
A leader has his eye on the
horizon.
A leader originates. A leader
challenges the status quo.
A leader is his or her own
person. A leader does the right
things.
Leadership Style

Leadership style is the manner and

approach of providing direction,
implementing plans and motivating
people
Styles of Leadership

Authoritative Leadership Servant Leadership

Democratic Leadership Visionary Leadership

Principle-Centered Leadership Leading Quietly

Result-Oriented Leadership Wartime Leadership

Situational Leadership Executive Leadership

Altruistic Leadership
Leadership Style
Delegative
Autocratic Democratic
(free reign/
(Authoritarian) (Participative)
Laissez-faire)

Leader
Leader Leader

Employees Employees
Employees

Leader Whole Group Employees

EMPHASIS
Authoritarian (autocratic)

This type is used when the leader tells his/her

employees what he/she wants done and how he/she
wants it done, without getting the advice of his/her
people.

• Rely on threats and punishment to influence employee?

• Do not trust employee?
• Do not allow employee input?
Autocratic Style ………. continued
Effective when ….
• Employee do not respond to any other leadership style
• Work needs to be coordinated with other department
• The area was poorly managed

Should not be used when ……

• Employees become tense, fearful or resentful
• Employees expect to have their opinions heard
• There is low employee morale, high turnover and absenteeism
Participative (democratic)

This type of style involves the leader including one or

more employees in on the decision making process
(determining what to do and how to do it). However, the
leader maintains the final decision making authority.
Typically democratic leader:
• Develops plans to help employee evaluate their own
performance
• Allow employees to establish goals
• Encourage employees to grow on the job and be promoted
• Recognizes and encourages achievement
Democratic Style ………. continued
Effective when ….
• The leader wants to keep employees informed about matters
that effect them
• The leader want employees to share in decision-making and
problem-solving duties
• You want to encourage team building and participation

Should not be used when ……

• There is not enough time to get everyone’s input
• It’s easier and more cost-effective for the manager to make
the decision
• The business can’t afford mistake
Delegative (free reign/laissez-faire)

In this style, the leader allows the employees to

make the decision. However, the leader is still
responsible for the decisions that are made.
This is used to analyzed the situation and
determine what needs to be done and how to
do it.
Delegative Style …………. continued
Effective when ….
• Employees are highly skilled, experienced and educated
• Employees have pride in their work and the drive to do it
successfully on their own
• Employees are trustworthy

Should not be used when ……

• It makes employees feel insecure at the unavailability of a
manager
• The manager cannot provide regular feedback to let employees
know how well they are doing
• Mangers are unable to thank employees of their good work
Varying Leadership Style

While the proper leadership style depends on the

situation, there are other factors that influence which
style to use

• The manager’s personal background. What personality,

knowledge, values, ethics does the manager have.
• The employees being supervised. Employees are
individuals with different personalities and backgrounds.
• The company. The traditions, values, philosophy and
concerns of the company will influence how the manager
acts.
QUALITIES OF
EFFECTIVE
LEADERS
Qualities of Effective Leaders

Have a clear vision

Having a long term view of
your business and future
oriented plans will enable
clear, focused and rapid
decision making
Qualities of Effective Leaders

Be clear about your

values

• Will give you the

confidence to stand up for
what you believe
• Strong and determined
Qualities of Effective Leaders

Knowledgeable

Must be well versed with the

organisational knowledge
Qualities of Effective Leaders

Be an inspiration
• Use your vision to inspire
others
• Show what your
subordinate can achieve
Qualities of Effective Leaders

Act as you wish

others to behave

Great leaders set the

example, take the action and
show people how things
should be done
Qualities of Effective Leaders

Be courageous

Leaders take risks. The

quickest way to succeed is
through failing
Qualities of Effective Leaders

Show integrity

Set the high standards

for yourself and never
deviate from them
Qualities of Effective Leaders

Take responsibility

Accept total personal

responsibility for your every
thought, action and result.
Never complain
Qualities of Effective Leaders

Plan and organise

• Maximise your output

from a limited
resources
• Prioritise and organise
Qualities of Effective Leaders

Delegate and coach

(empowerment)

• Give others responsibility

• Guide, teach, encourage,
motivate, etc
Qualities of Effective Leaders

Create a spirit of
collaboration and
community

• Show appreciation for a

job well done
• Show people you care
Qualities of Effective Leaders

Continuously improve

Look for opportunities to

continuously improve your
organisation
Qualities of Effective Leaders

Cognitive Expert
Skills Skills
Ability to think clearly
and analyse problems Effective Master competencies,
technical knowledge
Leadership

Action
Skills
Ability to get things
done e.g. delegate,
motivate, communicate
Relationship
Skills
Exemplary leadership behaviour
and social skills, building trust and
effective working relationships
Conclusion
Caliph Ali stated that a good leader must use his head (wisdom)
heart (feelings and emotions), hands (strength and power) and
tongue (good communication) to help others because the
Almighty Allah holds himself responsible to help those who
sincerely try their best to help Him. A person can only reach the
stage of piety or total God-fearing with full wisdom of knowledge
and practising them with deep sincerity under the guidance of
Allah and the traditions of the Prophet
The Letter by Amir Al-Mu’mineen Ali Ibn Abu Talib
The Fourth Caliph, to Malek al-Ashtar,The Governor of Egypt
 THANK YOU
AND ALL THE BEST
Wan Baharudin bin Wan Mhmood
Programme For Leadership Excellence
National Institute of Public Administration (INTAN)
wanbaha@intanbk.intan.my