Leadership Action Guide

Team Members:
Adel Ismail Zaki
Ahmed Mohamed Fawzy
Ahmed Negm
Heba Abdallah
Mai El-Etriby



Contemporary Management
Group 45D

What is Leadership?
Leadership is all about courage to dream big.

Leadership is a process by which a person influences others to accomplish a mission, task, or objective and
directs the organization in a way that makes it more cohesive and coherent

Leadership makes people want to achieve high goals and objectives in an organization.

Leadership is lifting a persons performance to a higher standard, the building of a personality beyond his
normal limitations

Leadership is the process of influencing the behavior of others towards the accomplishment of goals in a
given situation.

Leadership is the process by which a person motivates and guides the group towards a visualized goal

Types of Leadership

Leader by the position achieved (Obama)
Leader by charismatic personality (Rahul Gandhi)
Leader by moral example (Abdul Kalam)
Leader by power held (Sonia Gandhi)
Intellectual leader ( Dhirubhai Ambani)
Leader because of ability to accomplish things(Ratan Tata)

Leadership Styles
Leadership styles are the pattern of behaviour that a leader adopts in influencing the behaviour of his
subordinates.
Autocratic Leadership
Democratic Leadership
Free Rein Leadership

Causes for Leadership Failures

Inability to organize details
Unwillingness to provide support
Fear of competition from followers
Lack of imagination
Selfishness
Disloyalty
Emphasis of the authority a good leader must lead the team by encouraging


What are the differences Between Manager and Leader?

Leaders do the right things. They have followers. Their main focus is to lead people with passion.
They direct people in to new roads.
Managers do things right. They have subordinates. Their main focus is to manage work. They direct
people in to existing roads.

Leader Manager
Focus on People Focus on things
Do the right things Do things right
Inspire Plan
Influence Organize
Motivate Direct
Build Control
Shape entities Follows the rules

Display Your Leadership by

Learning from your mistakes
Doing your homework and being prepared
Treating everyone with respect and courtesy
Sharing the credit, taking the blame
Staying focused on a clear vision and setting energizing goals
Surrounding yourself with capable people
Staying optimistic, even in challenging circumstances
Involving and including others
Thinking systematically
Seeking ways to improve things, do things better, easier, faster or more economically
Clarifying goals
Helping people to reach their potential

Leadership Imperatives

Coach and Develop for Results
Drive Performance
Inspire Loyalty and Trust
Manage Work
Partner Within and Across Teams
Influence Through Personal Power
Select Talent




Imperative (1) - Coach and develop for results
Most people do not get excited about development unless they understand its importance to their own
career goals. When you tie peoples individual development to organizational objectives, it creates a
win-win situation. Coaching others hinges on trust and requires the ability to give and receive
feedback that highlights strengths, potential, expertise, and experiences. Create a strong coaching
approach and youll help people become their best.

One of the best ways to plan for development is to base action steps on how people really develop, it
could be described in the Development FIRST as:
Focus on priorities: Identify critical issues and goals.
Implement something every day: Stretch your comfort zone.
Reflect on what happens: Extract maximum learning from your experiences.
Seek feedback and support: Learn from other peoples ideas and perspectives.
Transfer learning to next steps: Adapt and plan for continued learning

Coaching plans:
Research shows that development planning is more successful when the persons manager or
coach is involved.
A coaching plan provides a vehicle for organizing what you need to do to help your people.
The coaching and development processes work together. Just as your employees need to
know when and how they can rely on you for guidance, you need to understand the specifics
of their development plans.
A dialogue enables the two of you to finalize your learning and coaching plans.
Consider the following suggestions for creating a coaching plan:
Once a persons learning objective has been determined, decide how you need to be involved in the
developmental process.
You might be involved in the following ways:
Identify role models or be a role model.
Observe the person.
Debrief about the persons activities and learnings.
Link the person with someone else in the organization for assistance.
Approve attendance at a development program.
Provide feedback.
Arrange for an assignment.
Provide ideas for options.
Investigate what learning style works best for the person. Does he or she learn best by seeing
something done, by doing, or by listening or reading ?
Determine your strategies for working one-on-one with the person, orchestrating resources
and learning opportunities, and enhancing self-reliance.
Suggest reading, training programs, and online resources to supplement the persons
development. Also think of ways you can help him or her apply learning to the job.
Find ways to help the person overcome typical obstacles he or she is likely to encounter
during the development process.

Coach and develop for results Definition: Coaching is the process of equipping people with the tools,
knowledge, and opportunities they need to develop themselves and become more effective
(Peterson & Hicks, Personnel Decisions, Inc., 1996)

An illustrative actions of Coach and develop for results:
Delegate responsibility
Clarify expectations and give staff autonomy in important areas of their work.
Encourage others to set challenging goals.
Hold others accountable for achieving results related to their area of responsibility.
Genuinely value all staff members input and expertise.
Show appreciation and reward achievement and effort.
Involve others when making decisions that affect them.
Imperative (2) - Drive performance
Drive Performance Definition: Leaders are responsible for getting results personally and from their
work groups. Setting performance expectations and holding people accountable are critical for getting
results.

An illustrative actions of Drive performance:

Delegate the appropriate responsibility, accountability and decision- making authority.
Make sure that roles, responsibilities and reporting lines are clear to each staff member.
Accurately judge the amount of time and resources needed to accomplish a task and matches task
to skills.
Monitor progress against milestones and deadlines.
Regularly discusses performance and provide feedback and coaching to staff.
Encourage risk-taking and support staff when they make mistakes.
Actively supports the development and career aspirations of staff.
Appraise performance fairly




Imperative (3) - Inspire Loyalty and Trust
Trust as the Foundation of Leadership
Definition and Difference between loyalty and trust
o Loyalty means faithfulness to someone or some group.
o Trust is defined as "assured reliance on the character, ability, strength, or truth of someone or
something."

In todays intensively competitive world, loyalty and trust are very precious assets. If you can manage to
build both, you will have wealth that no one can steal from you! The ability to inspire loyalty and trust will
not only help make your team more efficient but will also make you a formidable competitor.
Loyalty and trust are not built in a day. Patience and persistence are the most important building blocks.

The value of building team trust, commitment, and loyalty can't be overestimated. Reduced turnover costs
are one benefit, but the ongoing benefit of retaining reliable, experienced employees on your team is invaluable.

Which comes first: loyalty or trust?
We have to gain the employee truest , trust first before they be able to show any loyalty, after all, if someone
can't trust a person, how can you show them the respect of loyalty?

Three Types of Trust:
The most fragile relationships are contained in Deterrence-Based Trust. An example is the relationship
between a new manager and an employee. The bond that creates this trust lies in the authority held by the
boss and the punishment he or she can impose.

Most organizational relationships are rooted in knowledge-based trust.

The highest level of trust, Identification-based trust, is based on an emotional connection between the
parties. Trust exists because the parties understand each others intentions, wants, and desires. So one
party can act as an agent for the other and substitute for that person in interpersonal transactions.
Controls are minimal at this level.
In the current workplace, most large corporations have broken the bonds of identification-based trust
that may have existed with long-term employees. It is likely to have been replaced by knowledge-
based trust.
Illustrative actions of Inspire Loyalty and Trust
Tell the truth
Communicate roles and responsibilities
Create a workplace culture that values real people relationships
Be fair and open
Lead as you Preach
Know your job
Make your team members feel important
Keep your word

Notes on the Illustrative actions of Inspire Loyalty and Trust
Tell the truth. Not everyone is a star. Pick out those with leadership or other valued talent potential and
nurture them. This will come back to the business as these individuals, in turn, nurture other workers.

Communicate roles and responsibilities. Provide a path to success not only for those with leadership
promise but for all employees. Sometimes this will mean difficult changes, but remember the most
important skill of a leader: never surprise an employee with bad news. Have a development plan for all,
and a get-well plan for those whose performance lags. Make sure everyone knows the plan.

Create a workplace culture that values real people relationships. For many employees, workgroup
relationships and relationships between managers and workers drive engagement and loyalty more
effectively than foosball machines, logo T-shirts, and Thirsty Thursday gatherings.

Be fair and open. This does not mean treat everyone equally it means have transparent processes for
managing and leading. Employees are more likely to respond positively to change when the process used
to manage change is fair.

Lead as you Preach: Respect, it is said, is not demanded but commanded. In order to inspire loyalty,
you must first gain the respect of your team members. Therefore, it is extremely important that you lead
them by example. So, if you want them to report to work on time, make sure you are there first. If you
want your team members to talk and resolve internal conflicts, make sure you are never heard screaming
at someone whether in person or on the phone.

Know your job : You know your job and believe in yourself, but are your team members equally
convinced of your capabilities? There may be some people in your team who have a gender prejudice
(especially if you work in a male dominated profession), while others may be simply distrustful, more so
if you have been newly appointed to the position. So, make sure you use opportunities to show your
capabilities. This doesnt mean that you have to boast or talk incessantly about your achievements.
Instead, in order to gain their loyalty and trust, step in whenever there is a crisis, dont act as if certain
jobs are beneath you and give new members the benefit of your experience, by guiding them when they
feel stuck.

Make your team members feel important: You know you are the more powerful person in the
relationship. However, in order to inspire loyalty among your team members, it is important to make
them feel like they hold some importance in the relationship as well. So, make sure you give them credit
when its due, encourage them to share their ideas and try not to shoot down the ones you dont like
rudely. Give them opportunities to grow and take a genuine interest in their careers.

Keep your word: No matter what your position is, you wont be able to get people to trust you, if you
have a habit of lying or backtracking. So, make promises carefully and more importantly honor them.
What Influences Trust?
Various influences have been identified (Competence, benevolence, reliability , honesty, etc
Influences are generally consistent with the kinds of things leaders should do.
But the links between specific leadership behaviors and trust has remained largely unexamined
Often asserted, rarely tested
Conceptualization is often vague and symbolic , or very broad
Goal is to clarify the potentially important insights for both literatures
Present newly developed leadership approach
Make the leadership - to- trust links explicit and specific
Present preliminary results of an early test
Discuss some implications

Imperative (4) - Manage Work:
By now, most leaders understand the differences between leading and managing. Most also know that a good
manager isnt necessarily a good leader, and vice versa. (And if they dont know this, the people who report
to them do.) Leaders who effectively manage work, both their own and their groups, can keep people
focused on priorities and give them a chance to grow and develop.

How leaders need to manage work has changed. The sources and flow of information have changed
dramatically. And more leaders are managing people who have more expertise than they do in key areas.
These factors challenge the best managers of work.

A fact of working life today: Theres more than enough work to go around. How leaders manage the
workflow has an impact not only on how the work gets done, but also on how strongly engaged people are.
When people feel challenged by tasks and assignments, and when they see a chance to apply or grow their
capabilities, they are more likely to give extra effort and have a higher level of commitment. Effective
delegation is a powerful way for leaders to develop and maintain a high-performing work group.

Managing work involves a good bit of management, but it also requires elements of leadership.

Some of these elements are:

1. Dont avoid risks:
Sometimes a good leader makes a decision or initiates an action with a great anxious about the failure
risk. Of course leaders should keep a close eye on things and is ready to make adjustments quickly. But
they should have confidence in both their ability and the abilities of othersand the others arent
afraid to learn from mistakes.

2. Decide:
Because of the tremendous amount of information that leaders have to deal with, they rarely have exactly
the right information they need to make no-brainer decisions.
More often, effective leaders make decisions quickly, with less than full information, so decision has to
be done without ignoring that there is a risk.

3. Stretch delegation:
Leaders can use delegation to do more than just get work done. Delegation is a tool to stretch the
knowledge, skills, and abilities of people. Effective leaders match tasks and assignments with both the
strengths and the development objectives of their team. This serves to build the capabilities of the work
group and fosters a higher level of employee satisfaction.

4. Dont dump:
The perception of dumping is usually the result of a leader making poor delegation decisions. Dont
confuse assigning work with delegation. Effective delegation requires clear links to personal and
organizational objectives, clear task assignment, and effective follow-up.


Many leaders confuse managing work with managing tasks, such as assigning to-dos, budgeting, scheduling,
etc. Certainly, these are important in todays overloaded work environment; however, effective leaders
recognize the opportunity to manage work in a way that not only gets all of it done, but also engages and
challenges people and increases the capabilities of the work group. This, in turn, gives leaders more time to
lead their teams to higher performance, which is why MANAGE Work is a leadership imperative.
Excellence in work management requires an environment in which individuals and leaders routinely
demonstrate behaviors such as the following:
Recognize that work management is a multi-organizational process
Own the preparation, execution, and results of work activities
Provide assistance and mutual support to process stakeholders
Establish high standards and expectations that are enforced by peers
Conduct routine self-assessments
Incorporate lessons learned into the process
Understand the aggregate effect of ongoing work
Demonstrate pride in the work management process
Work Management Definition: A deliberate process in which a scope of work is identified, selected,
planned, scheduled, executed, closed and critiqued. Scope of work includes maintenance, D&D,
production, waste management, projects, and R&D activities. The Work Management process requires
the full support of the entire organization (e.g., Operations, Engineering, ESH&Q, Planning &
Scheduling, Maintenance, etc.).
The Work Team encourages comments and discussion on the above definition, as it is fundamental to the
further development of our understanding of the subject.

Illustrative actions of work Management:
Set clear assignment of works with periodically evaluation and feedback
Encourage the communication within the team
Authority Delegation
Encouraging subordinate to take decision according to their responsibility
Conduct routine self-assessments

Imperative (5) - Partner Within and Across Teams:
Partner Within and Across Teams Definition: Whether it's a formal team or an informal group that
needs close teamwork, in order to be effective, creating and maintaining a high-performing team and
cross-boundary partnerships is a key leadership role.

Illustrative actions for Partner Within and Across Teams:
Provide honest business communication
o Share good and bad results.
o Tell the truth always; no sugar coating, no politics, no spin doctoring.

Believe in them their motives, knowledge and skills
o Get to know each team members capabilities, interests and skills.
o Understand the process capability of your full team and build on it.
o Share information with team members that will allow them to understand their tasks and how
they fit into the bigger picture.
o Have faith in team members to set appropriate objectives.
o Delegate decision-making authority: We want it; we need it; we wont abuse it.
o Negotiate realistic expectations, then have faith in team members ability to deliver what we
are being paid to do.

Demonstrate open, honest communication at all times
o Your word is your bond!
o Share information that is important to others no hidden agenda.
o Explain reasons behind statements, requests and decisions.
o Recognize fruitful friction as a key to critical thinking, and respect another teammates right
to disagree.
o Criticize constructively by sticking to the issue and not getting personal.
o Demonstrate that you are listening with understanding even if you disagree by
periodically clarifying and confirming what others are saying.
Make realistic commitments and keep them
o If you say it, do it!
o Do not overcommit. Know your process capability so you can make realistic commitments
to one another.
o Admit you dont know something versus giving a wrong answer or making a false promise.
o If you find, because of changing circumstances, you cant keep your commitment,
renegotiate it.

Work together
o Be responsive to one anothers needs by offering, and accepting, assistance.
o Welcome the messenger who brings bad news at the earliest possible opportunity because
this maximizes ones ability to deal with it.
o Form natural and informal sub-teams to move the ball forward and accomplish tasks that
are critical but languishing.
o Bring potential solutions to the table along with the problem.

Imperative (6) - Influence Through Personal Power
Influence through Personal Power Definition: Leaders need to get things done without using position
power, either because it's inappropriate or they're leading people who are peers or who are not direct
reports.

Illustrative actions for Influence through power:
Use it to offer guidance and support to your team and to motivate them
Use it to gain respect for your position, skills and knowledge from your peers, those above you in the
organization, from your team, from customers, suppliers and other that you interact with
Develop expertise, both knowledge and skills, that are required for your position and future positions.
Keep yourself informed of new developments in your area
Maintain your credibility by participating in discussions that you are well informed on. Beware of
trying to give the impression that you are an expert in all areas. You are not. Use the appropriate
expertise from your team and other departments or functions
Be open to discuss concerns that your team or others may have. By listening to their concerns you
can use your expertise to allay them. Thus creating credibility and respect. This is a very important
skill in leading change and managing resistance
Acknowledge the expertise that is in your team. You do not need to have more expertise than them in
every area
Imperative (7) - Select Talent
Select Talent management is the science of using strategic human resource planning to improve business
value and to make it possible for companies and organizations to reach the goals. Everything done to
recruit, retain, develop, reward and make people perform forms a part of talent management as well
as strategic workforce planning.

Talent management implies that companies are strategic and deliberate in how they source, attract,
select, train, develop, retain, promote, and move employees through the organization.

Illustrative actions for select talent management :
Know the behaviors you are looking for.
Target your ideal candidate.
Pre-screen the applicant flow.
Rank your applicants.
Interview and evaluate your candidates.
Match the top candidates to the top of positions.
Check for red flags.
Make the job offer.
Integrate new hires
Assess your recruitment process.

Notes on the illustrative actions for select talent management

Know the behaviors you are looking for To make informed hiring decisions, compare the behaviors of
your top performers in a role to the personality behaviors of your candidates. This comparison will help
determine whether or not the candidates are a good potential fit for the role, and your organization.

Target your ideal candidate: Writing a job advertisement that will attract the right talent takes
marketing skills and writing expertise.

Pre-screen the applicant flow: Pre-screening hundreds of resumes and then conducting initial phone
interviews to further screen out unqualified applicants can be an ineffective use of costly HR staff
resources. Outsourcing this time-consuming function enables to focus on core business activities.

Rank your applicants: Developing evaluation criteria to rank job applicants is an important step in
appraising potential top talent, and the right person for the job.

Interview and evaluate your candidates: Behavioral description interviewing (BDI) is a key process in
helping to differentiate top performers from average candidates. It is a reliable and valid candidate
selection technique. Research has shown that behavioral probing during an interview dramatically
increases the predictive value of any candidates future success in a position.

Match the top candidates to the top of positions: Matching your top candidates to your top performer
benchmark should not be a manual, subjective evaluation. Remove the risk from the evaluation process.

Check for red flags: Properly executed, reference and background checks can help protect you from
problem employees, turnover statistics and negligent hiring.

Make the job offer: From attracting, pre-qualifying, assessing, interviewing to making the final offer,
hiring top performers can be an enormous drain on your time. Outsourcing some parts or all of the hiring
processes is a positive, strategic decision that unburdens HR staff members and reduces overall hiring
costs.

Integrate new hires: Improving an employees ability to become productive faster has financial rewards
for your companys bottom-line. Effective onboarding and orientation can change turnover statistics into
high retention rates.

Assess your recruitment process: Assessing your recruitment process means looking at all aspects of
your hiring, retention processes, people issues, and overall HR performance. Knowing what is efficient
and effective, and understanding what processes are disconnected from business needs, is a key driver for
HRs reputation.