Leadership Lecture 7 PDF

Leadership Lecture 7 Prepared by: Dr.Safi Abualazm  Chapter Outlines - Developing managerial leadership skills: 1- The effects of administrative leadership diseases. 2- Driving diseases. 3- causes responsible for diseases of administrative leadership 4- ways to confront the diseases of adm...

Leadership Lecture 7 Prepared by: Dr.Safi Abualazm  Chapter Outlines - Developing managerial leadership skills: 1- The effects of administrative leadership diseases. 2- Driving diseases. 3- causes responsible for diseases of administrative leadership 4- ways to confront the diseases of administrative leadership. 5- Leadership development methods. 6- The methodology of preparing and manufacturing the administrative leader. The diseases of administrative leadership The business world is plagued by a leadership disease. What is this disease? Most leadership definitions point to a focus on influence exerted over human behavior by someone identified as being in the role of a leader. The implication is that there is more The business world is plagued by a leadership disease. What is this disease? Leadership diseases, characterized by detrimental behaviors or attitudes exhibited by leaders, can have far-reaching consequences. These diseases can erode trust, undermine morale, and hinder an organization’s ability to achieve its goals. The effects of leadership diseases ripple through an organization, impacting not only subordinates but also the overall organizational culture and, in some cases, the broader community. 1 Effects on Subordinates. Reduced job satisfaction Decreased morale and motivation Poor productivity Conflicts between work groups Stunted professional development Lack of creative ideas and the emergence of informal centers of influence Example: A manager who consistently criticizes employees without offering constructive feedback can lead to a decrease in morale and a loss of motivation among the team.  2 Effects on the Organization: Decreased productivity: Toxic leadership can lead to a decline in productivity as employees become disengaged and distracted by the negative work environment. Damaged reputation: Negative publicity surrounding a leader’s behavior can damage an organization’s reputation and make it difficult to attract and retain top talent. Increased costs: High turnover, litigation, and decreased productivity can all contribute to increased costs for an organization. Weakened culture: Toxic leadership can erode an organization’s culture, making it difficult to foster a positive and collaborative work environment. Failure to achieve expected goals Confusion of administrative policies and the emergence of many negative consequences of the decisions taken 3 Effects on Society as a Whole: Economic impact: Organizations with toxic leadership may experience financial difficulties, which can have a negative impact on the local economy. Decrease in national product Low standard of living, which has negative effects on economic and social life. In extreme cases, toxic leadership can contribute to social unrest and instability. Reduced trust in institutions: Negative leadership behaviors can erode trust in institutions and undermine the social fabric..  Example: A corrupt government official engaging in embezzlement can undermine citizens' trust in government and lead to widespread cynicism.  Causes responsible for diseases of administrative leadership Some of these diseases are characterized by cultural specificity, meaning that there may be no equivalent in another culture, which suggests the importance of avoiding transferring ready-made solutions, even if they have proven successful in other cultures, but rather the elements of the situation in which they arise must be analyzed and ways to address them must be extracted in light of that analysis -Disease categories are related to the behavioral areas and main activities of the administrative leader. -For example, there is a category of diseases related to the decision-making process, which in turn is one of the central behavioral dimensions of the administrative leader, and another to the communication process, which is considered one of the pivotal tasks and main areas of his activities. Thus, these diseases are organized into eight categories: Leadership diseases Thus, these diseases are organized into eight categories: 1- Diseases related to managing the technical aspects of work. -2- Diseases related to the decision-making process. -3- Diseases related to managing human relations. 4- Diseases related to relationships with current and former presidents. -5- Diseases related to time management. -6- Diseases related to the application of laws and regulations and the transfer of expertise. -7- Diseases related to the communication process. -8- Corruption and moral deviation. Within each of the previous categories, there is a group of sub-diseases as follows: 1- Diseases related to the management of the technical aspects of work. A - Inability to solve technical problems. B - Failure to predict problems in the field of work. C - Failure to develop new cadres. D- Not welcoming original ideas E-Non-delegation of authority.  -2-Diseases related to the decision-making process. -Indecisiveness: Delayed decision-making-Loss of momentum-Missed opportunities-Uncertainty and confusion -Impulsive-Hasty: Rushing can lead to errors and oversights.-Poor decision-making- Increased risk- Reduced trust-Negative consequences -Inability to make decisions during crises -Seeking to make the guaranteed decision, not the best one -Not being accustomed to facing crises -Poor training on how to act during crises Confronting the Diseases of Administrative Leadership (A) Confronting Administrative Leadership Diseases and Overcoming the Reasons That Reduce the Effectiveness of Leaders Strategies for Developing Leadership Skills Should Be Designed to Take Into Account These Leadership Diseases on the One Hand, and Try to Eliminate Them on the Other Hand; Therefore, This Strategy Must Take Into Account the Following Conditions: Confronting the Diseases of Administrative Leadership (B) A-The Strategy's Objectives Must Be Consistent with the Social and Cultural System of the Organization's Internal and External Environment, as Any Conflict Will Prevent the Success of This Strategy. B- The contents of training programs must be stemming from the heritage elements and the prevailing environment surrounding the trainees, as well as their personal experiences and the experiences of previous leaders or current in the same fields, Confronting the Diseases of Administrative Leadership (C) C- The elements of the strategy must be formulated according to the concept of the circle, meaning that the most difficult goals are in the center and the simplest goals are in the periphery, because the difficult goals will face strong resistance to achieve them, while the simple ones will face slight resistance. Confronting the Diseases of Administrative Leadership (C) This strategy must also have the following essential elements: -1- Skills and abilities that need to be developed. These skills are: Training in the decision-making process. Developing time management skills, developing communication skills. Developing negotiating ability, whether with individuals, organizations or groups. Addressing Specific Leadership Diseases - Micromanagement: Delegate tasks, trust subordinates, and provide guidance rather than control. - Arrogance: Cultivate humility, listen to others, and be open to new ideas. - Indecisiveness: Set deadlines, make timely decisions, and learn from mistakes. - Fear of Failure: Embrace challenges, view failures as learning opportunities, and encourage risk-taking. By addressing these leade Leadership development methods (A): A. Job rotation: This method aims to move trainees from one department to another with the aim of increasing their experience in dealing with all departments in the organization. B. Training through the alternative preparation method: According to this method, the trainee works directly with his direct manager or with the person who will replace him, and then becomes responsible for training this individual by providing him with the opportunity to learn to perform the duties of the job to ensure that there is another person who performs the duties of the job in the event of the manager's retirement, promotion, transfer or dismissal. Leadership development methods (B): C- Case Study Method D- Administrative Competition E-Conferences and Seminars F-University Study Programs G-Role Playing H-Behavior Modeling and Providing Social Reinforcement The Methodology of Preparing and Manufacturing the Administrative Leader Preparing and manufacturing an effective administrative leader is a complex process that involves a combination of formal education, practical experience, and ongoing development. While there's no one-size-fits-all approach, here's a general methodology that can be adapted to various contexts: The Methodology of Preparing the Administrative Leader 1- Formal Education and Training Academic Programs: Undergraduate and postgraduate degrees in business administration, public administration, or related fields provide a strong foundation in management, leadership, and organizational behavior. Specialized Courses: Specialized courses in areas like strategic planning, financial management, human resources, and project management can enhance specific skill sets. Professional Certifications: Certifications like PMP, CPA, or CFA can validate expertise and open up career opportunities.  2. Practical Experience and Mentorship Internships and Apprenticeships: Hands-on experience in administrative roles can provide invaluable insights into real-world challenges. Mentorship Programs: Mentorship from experienced leaders can offer guidance, support, and career advice. Job Rotations: Exposure to different roles and departments can broaden perspectives and develop versatility.  3. Leadership Development Programs Executive Education: Programs designed to develop leadership skills, such as decision-making, problem- solving, and strategic thinking. Coaching and Mentoring: One-on-one coaching and mentoring can help identify strengths, weaknesses, and areas for improvement. Team-Building Exercises: Activities that foster teamwork, communication, and collaboration. 4. Continuous Learning and Development Lifelong Learning: Staying updated with industry trends and best practices through conferences, workshops, and online courses. Self-Reflection: Regularly assessing one's strengths, weaknesses, and areas for growth. Seeking Feedback: Actively seeking feedback from colleagues, subordinates, and supervisors. 5. Key Competencies and Qualities Technical Skills: Proficiency in relevant software, data analysis, and financial management. Interpersonal Skills: Effective communication, empathy, and relationship-building abilities. Strategic Thinking: The ability to think critically, analyze complex problems, and develop innovative solutions. Emotional Intelligence: Self-awareness, self-regulation, empathy, and social skills. Ethical Leadership: Upholding high ethical standards and leading by example. Adaptability and Resilience: The ability to adapt to change and overcome challenges.