PROJECT REPORT

Submitted By:

Ghulam Dastagir 0021

M.Zeeshan 0052

Tariq Aziz 0055

Abrar Nasir 0069

M.Munzir Khan 0070

Subject:

LEADERSHIP AND PROFESSIONAL DEVELOPMENT

Class:

BBA-3B

Date:

04-02-2019

Submitted To:

Prof. Saira Ijaz

Table of contents

1. Acknowledgement………………………………………………………………. 03
2. Leader Profile…………………………………...………………………………. 04
3. CHAPTER: 01 LEADERSHIPSTYLE……… ………………………………. 06
4. Questions we asked from Leadership Styles:…..…………………………….…. 10
5. CHAPTER:02 LEADERSHIP AND TEAM MANAGEMENT………………..11
6. Questions we asked from Team Management………………………….……..… 15
7. CHAPTER:03 POWER AND INFLUENCE TACTICS……………………….. 17
8. Questions we asked from Power and Influence Tactics:………………………… 21
9. CHAPTER:04 LEADING THROUGH CHANGE…………………………….…23
10. Questions we asked from Leading through Change:……………………………...25
LEADERSHIP AND PROFESSIONAL DEVELOPMENT PROJECT REPORT

Acknowledgement:

We would like to express my special thanks of gratitude to my teacher Prof Saira Ijaz as well as
our principal Prof Jahanzeb Yousuf who gave me the golden opportunity to do this wonderful
project on the topic Leadership and Professional Development, which also helped me in doing a
lot of Research and i came to know about so many new things I am really thankful to them.
Secondly i would also like to thank my parents and friends who helped me a lot in finalizing this
project within the limited time frame.

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LEADERSHIP AND PROFESSIONAL DEVELOPMENT PROJECT REPORT

LEADER PROFILE:

Muhammad Abdullah
Manager Compensation & Benefits

Date of Joining - February 11, 1984

Education - On Joining - Graduation
- During Service - MBA

Experience - Before joining Rafhan Maize - 4 Years

At Rafhan Maize - 34 Years

Plant Placement- Rakh Canal Plant

Responsibilities
 Payroll -Managers, Professionals & Associates
Managers – MA, Tax-IFB
Professionals & Associates – MA, Training-MMA, O/T & N/E-SK & MMA, Tax - HB

 Insurance – Group Life and Healthcare

Insurance Co-JI
GL-Renewal Oct 01 – M, P, A, Contract – MA/SK, Staff/Workers-JIT
HC-Renewal Jun 01 – Covered M, P, – Group-A & B
Group-A, Rs.700,000/- - Group-B, Rs.200,000/- Supervision – MA & SK
 Retirement Funds, P.F., Gratuity, Pension – Trustee
PF & Gratuity – Final Settlement, Investment
Pension – Monthly Payment, Acknowledgement
 Company Compliance Committee – Member
IFB,MYA,MA – Implementation of Business Ethics Policies, check reported violation
 Company’s HR Policies – New and Update
Align local policies with Ingredion Policies
Implement Audit Findings
 Participate in Mercer’s Annual Compensation Survey
Participate in pre-survey meeting, provide data, data validation, results, post-survey meeting,
Mercer’s submission of salary bands to Ingredion, Ingredion’s communication to subsidiaries
 Mobile Companies
Jazz, Package Pro300, Discount (20%), Budget for Mobile Sets
 Courier Companies

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LEADERSHIP AND PROFESSIONAL DEVELOPMENT PROJECT REPORT

TCS, Leopards, M&P(new entry)

Miscellaneous –
 Fuel Cards – Through Total Parco
 Achieve Recognition – Quarterly payments to Globoforce
Objectives for next 05 months (August to December)
 Mid-Year Review of Goals in WD – Self & Team
 Group Life Insurance Policy – Renewal – October 01, 2018
36 Basic Salaries or Rs.500,000/- whichever is higher, Accidental-Double
 Merit Process – Starts October, 2018
 Company Compliance Committee – Assignments
 HR Policies – New & Update of existing policies
Presently working on Audit Finding – 10 New and 13 Existing polices

Team members reporting –

 Mr. Mahmood Ahmad, Senior Officer (Recruitment & Compensation)
 Ms. Shahnaz Kousar, HR Officer (Compensation & HRIS)

Administrative Reporting –
 Mr. Irfan Aziz, Manager Training
 Hafiz Bilal Ijaz, HR Officer
 Ms. Shaheen Sharif, Executive Assistant

Leave plan if any in next 05 months

8th and 9th November, 2018

Key Challenges (Support)

Implementation of Successor’s Development Plan
(Support required from Irfan Aziz)

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LEADERSHIP AND PROFESSIONAL DEVELOPMENT PROJECT REPORT

CHAPTER: 01 LEADERSHIP STYLE

LEADERSHIP STYLE:
Leadership style is the manner and approach of providing direction, implementing plans, and
motivating people. As seen by the employees, it includes the total pattern of explicit and implicit
actions performed by their leader.

The first major study of leadership styles was performed in 1939 by Kurt Lewin who led a group
of researchers to identify different styles of leadership. This early study has remained quite
influential as it established the three major leadership styles:

Three major styles of Leadership:

1. Authoritarian or autocratic style: - the leader tells his or her employees what to do
and how to do it, without getting their advice.

2. Participative or democratic style: - the leader includes one or more employees in the
decision-making process, but the leader normally maintains the final decision-making
authority.

3. Delegative or laissez-fair (free-rein) - the leader allows the employees to

make the decisions, however, the leader is still responsible for the decisions
that are made.

Although good leaders use all three styles, with one of them normally dominant,
bad leaders tend to stick with one style, normally autocratic.

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LEADERSHIP AND PROFESSIONAL DEVELOPMENT PROJECT REPORT

Figure: Three styles of leadership

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Continuum of Leader Behavior:

In 1958, Tannenbaum and Schmidt (1973) expanded on Lewin, Lippit, and White's three
leadership styles by extending them to seven styles and placing them on a continuum as shown in
diagram below:

Notice that as you go from left to right, it moves from manager-oriented decision making to team
or subordinate oriented decision making, thus the team’s freedom increases while the manager’s
authority decreases. Depending upon the present level of your team's experience and skills, you
select a starting point and as the team grows and develops, you move from on to the next one:

1. Manager makes decision and announces it – The team has no role in the decision-making
role. Coercion may or may not be used or implied.

2. Manager “Sells” decision – Rather than just tell, the manager needs to sell the decision, as
there is a possibility of some resistance from team members.

3. Manager presents ideas and invites questions – This allows the team to get a fuller
explanation so they can gain a better understanding of what the manager is trying to
accomplish.

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4. Manager presents a tentative decision that is subject to change – This action invites the
team to have some influence regarding the decision; thus, it can be changed based on the
team's input.

5. Manager presents the problem, gets suggestions, and then makes the decision – Up to this
point the manager has always presented the decision, although the last style allows it to
change based upon the team's input. Now the team is free to come up with options,
however, the manager still has the final say on those options.

6. Manager defines limits, and requests the team to make a decision – The manager delegates
the decision making to the team; but instills specific limits on the team's solution.

7. Manager allows team to function within limits – Now the team does the decision making,
however, the manager's superior may have placed certain limits on the options they can
make. If the manager sits in on the decision making, he or she attempts to do so with no
more authority than the other members do.

Basically, the first two styles or behaviors are similar to the authoritarian style, the next three are
similar to the participative style, while the last two are similar to the delegative style. This approach
gives the leader more options that can be refined to specific situations or environments.

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Questions we asked from Leadership Styles:

1. What are the forces that influence the leader the styles to be used?

Forces that influence the style to be used include:

1. Amount of time available

2. How well your employees are trained and how well you know the task.
3. Internal conflicts
4. Stress levels.
5. Type of task such as structured, unstructured, complicated, or simple.

2. What leadership style do you use?

Being a leader, I use the Democratic Leadership Style.

3. What motivates you to be a leader?

I am motivated by

1. Team’s growth

2. Achievement of their professional and personal goals.

4. What is a leader’s best asset?

Their ability to

1. Motivate followers

2. Inspire a team of professionals who can work together to achieve the goals of the
organization.

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LEADERSHIP AND PROFESSIONAL DEVELOPMENT PROJECT REPORT

CHAPTER:02 LEADERSHIP AND TEAM MANAGEMENT

Team Management:

Team management is the ability of an individual or an organization to administer and coordinate

a group of individuals to perform a task. Team management involves teamwork, communication,
objective setting and performance appraisals. Moreover, team management is the capability to
identify problems and resolve conflicts within a team. There are various methods and leadership
styles a team leader can take to increase personnel productivity and build an effective team

Process of Team Management:

1. Define team principles

2. Clarify roles and responsibilities
3. Define key customers and requirements
4. Develop a balance scorecard
5. Analyze the work processes
6. Prioritize problems
7. Recognize contribution
8. Evaluation of entire process

1. Define team principles:

All groups, whether families, athletic teams or work teams function well when they have common
understanding priorities and principles. Define your team’s principles around your organization’s
vision and how you want to work as a team. Principles may include things such as the agreement
to conduct discussions with absolute frankness and honesty; to agree to adhere to decision in unity
as if they were your own; to listen to all input with respect; and to maintain a constant focus on the
requirements of customers.

2. Clarify roles and responsibilities:

One of the most common misunderstandings of team management is that teams reduce
responsibility and result in the chaos unclear roles. If one had never seen a basketball game and
walked into the arena it might appear to be chaos with players running every which way in apparent
disorder. However, the more one under- stands the sport, the more one understands that there are
very clear roles and responsibilities, designed plays and discipline. The same is true with
management and work teams. Roles may include facilitation, data collection and presentation,
customer and supplier communication, training, and responsibility for specific process steps.
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3. Define key customers and requirements:

Reports that “quality is dead” are premature. Without a doubt one of the most useful concepts to
come out of the quality movement is the focus on customers and their requirements. The team
management process institutionalizes this focus as a routine responsibility of every employee on
every team. Each team will decide how best to define their customers and how to gather data on
requirements. They may interview their customers, gather survey or telephone information, and
will seek to develop ongoing customer feedback on their performance. They will also define their
suppliers and share their requirements with their suppliers.

4. Develop a balanced scorecard:

The purpose of the team management process is to improve business performance. Each and every
team should know their data. They should define measures that reflect the output of their work
process as well as measures of customer satisfaction. Measures typically include productivity,
quality, costs and cycle time. It is generally the practice to develop a visual scoreboard so that
every team member can see the graphs moving toward their goal and experience the emotional
impact of improved (or the reverse!) performance. Scorecards are generally reviewed at each team
meeting and form the basis for ongoing problem solving and performance improvement efforts.

5. Analyze the work processes:

Teams are formed around responsibility for specific work processes. The processes may be
assembling a certain product in a manufacturing environment, servicing a group of customers,
selling to a defined market group, or for a senior management team, developing business strategy.
Each team should be expert in those processes for which it is responsible. To be expert in a work
process that process must be de- fined, its course mapped, its cycle time measured and alternatives
considered.

6. Prioritize problems:
Problems are a normal part of all work environments. It is the purpose of teams to assume
ownership of all problems related to their work process and to solve those problems in the most
effective and rapid manner. Teams are trained in data analysis and problem solving techniques.

7. Recognize contributions:
In past years managers were encouraged to “catch- someone-doing-something-good-today” on the
assumption that it was they who were responsible for the performance of their people. While that

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is still true, it is also true in a high per- forming organization that all employees share in the
responsibility to celebrate success, to recognize the accomplishments of their peers and teams.
Many teams include recognition as a regular item on their meeting agendas. One results of the
team process is to make the work place a more satisfying place of employment.

8. Evaluation of entire process:

Evaluation of the entire process, from customer requirements, to work process, to results, to the
functioning of the group as a team is an ongoing responsibility of the team. By periodic evaluation
the team develops the sensitivity and flexibility to make adjustments as they develop greater skill
and as circumstances change.

Team management results:

Team management is a system of management. It is not a program. It is an investment in the
performance of the organization. It must produce results or it is a bad investment. The team
management process has consistently demonstrated business results and, therefore, has become a
lasting practice in our client organizations.

1. Motivation and sense of belongingness

2. Improved communication
3. Lasting behavior changes
4. Shared learning from a diverse workforce
5. Performance Results

1. Motivation and a sense of belongingness

Why do we enjoy playing on teams? Teams celebrate success together, suffer their losses together,
and form bonds of friendship around the activity of the team. Teams have fun because they have
common goals, keep score, and gain the satisfaction of succeeding together. It is natural for teams
to try to perform to the best of their ability. Teams also become important social groups that
provide a sense of belonging and recognition of individual contributions which enhance self-
esteem

2. Improved communication
The team process involves everyone in the organization. Both employees and managers serve on
teams. Teams are forums for communication. Communication is more efficient be- cause the group
discusses, asks questions, and clarifies decisions together. A question that is on the minds of many
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is often asked by one person. Efficiency and morale are improved when members of a team have
the same information and feel that information is being shared freely.

3. Lasting behavior changes

Many training programs produce a temporary boost in performance. People get excited and behave
differently for a short while; then things often return to the old, routine way. This happens because
a new, better system of management that involves everyone has not been created. Team
management creates systems that lead to permanent changes.

4. Shared learning from a diverse workforce

Teams provide the employee with an opportunity to contribute particular strengths to the larger
group and to learn from the strengths of others. Each of us is “wired” differently. We think
differently, analyze the world differently, and present our thoughts and ideas in various ways.
Teams are a vehicle for capturing the richness afforded us through our diversity. Individuals also
learn to value the different competencies and ideas of others within the team.

5. Performance Results
In the team management process, every employee becomes a business manager. One of the most
powerful components of the team process is the development of a balanced scorecard by every
team. This scorecard includes business and customer satisfaction measures; or financial and
process measures. This scorecard is generally posted and visible to each team member each day.
It is the focus of discussion and action planning. It is normal for teams to demonstrate
improvements in costs, quality, productivity, and cycle time.

Questions we asked from Team Management

1. How would you go about developing your team?

I encourage by

1. Training courses

2. Soft skills workshops

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LEADERSHIP AND PROFESSIONAL DEVELOPMENT PROJECT REPORT

3. On the job mentoring

4. Coaching.

2. How have you gained commitment from your team?

I gain commitment from my teams by influencing and persuading them to set specific objectives
and also buy into the process. Once they have established cooperation and cohesion, they are on
board to attain the goal.

3. How would you go about praising a team member in public?

I would use a time when we would be gathered in a group, such as a meeting to bring up the praise
to the team member. I would recognize their success in front of the group so others could also
learn best practices.

4. Are you more effective in a team or one on one basis?

I feel that I am more effective in a team.

Because everyone has some unique quality that they bring to a group. We can develop our
interpersonal skills by helping those in the group who need it as well as learning from those who
are successful.

5. How often do you feel it’s necessary to meet with your team?

I feel that I should meet with my team at least once a week on a set time and day of the week. Also,
when our team reaches a milestone, a new project begins, an award or promotion is given, or when
there is a challenging situation, I would want to bring the team together.

6. How do you motivate your team?

I find out what motivates them individually so I can speak to how a goal or change is going to
benefit them. I ensure that I have the right amount of positive and constructive feedback to help
them perform effectively.

7. How do you set an example to those for your team members?

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I will perform my best at everything and ensure that my actions match my words. My team sees
that my expectations that are set for them are the same expectations I put on myself.

8. How do you delegate responsibilities to your team?

I match up responsibilities with each member’s strengths. If I have a team member who is
working on improving an aspect, I will give them the opportunity to take on the task and ensure
they have the tools necessary to be successful. I would monitor their progress as well.

9. What is the difference between a Team leader and a Team manager?

A manger is able to handle tasks and responsibilities and ensure that others get their work done.

A leader will inspire and motivate their team to achieve their goals.

CHAPTER:03 POWER AND INFLUENCE TACTICS

POWER: Ability to get things done or make things happen by others

INFLUENCE: Behavioral response of power by followers

Why Leader Need to exercise power

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1. To have influence
2. To get things done
3. To earn profit
4. To motivate followers
5. To learn ethics
6. To deal with critical situation
7. For quick decision making
8. To maintain health workplace environment
9. To follow rules and regulations

Sources of Power:

1. POSITION POWER

The power due to post/position is called position power.

Position power includes:

1. Legitimate Power
2. Reward Power
3. Coercive Power
4. Process Power
5. Information Power
6. Representative Power

1. Legitimate power

Legitimate power comes from having a position of power in an organization, such as being the
boss or a key member of a leadership team. This power comes when employees in the
organization recognize the authority of the individual. For example, the CEO who determines
the overall direction of the company and the resource needs of the company.

2. Reward power

Reward power is conveyed through rewarding individuals for compliance with one’s wishes.
This may be done through giving bonuses, raises, a promotion, extra time off from work, etc.
For example, the supervisor who provides employees comp time when they meet an objective
she sets for a project.

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Reward power may be monetary or non-monetary

3. Coercive power

Coercive power is conveyed through fear of losing one’s job, being demoted, receiving a poor
performance review, having prime projects taken away, etc. This power is gotten through
threatening others. For example, the VP of Sales who threatens sales folks to meet their goals
or get replaced.

4. Process power

The ability to influence others as individual has control over production process and analysis

5. Information power

Ability of leader to influence his/her followers as he/she controls valuable and necessary
information

6. Representative power

The power possessed by the leaders as they represent organization in front of stakeholders

2. PERSONAL POWER:

1. Expert Power
2. Referent Power

1. Expert Power:

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Expert power comes from one’s experiences, skills or knowledge. As we gain experience in
particular areas, and become thought leaders in those areas, we begin to gather expert power that
can be utilized to get others to help us meet our goals. For example, the Project Manager who is
an expert at solving particularly challenging problems to ensure a project stays on track.

2. Referent Power:

Referent power comes from being trusted and respected. We can gain referent power when others
trust what we do and respect us for how we handle situations. For example, the Human Resource
Associate who is known for ensuring employees are treated fairly and coming to the rescue of
those who are not.

INFUENCE TACTICS: Behavioral response of power by followers.

1. Pressure
2. Assertiveness
3. Legitimating
4. Coalition
5. Exchange
6. Upward Appeals
7. Ingratiating
8. Rational Persuasion
9. Personal Appeals
10. Inspirational Appeals
11. Consultation

The effective leader needs as many influence tactics at her or his disposal as possible. The
University of Nebraska recently published eleven key influence tactics, listed from hard (direct,
authoritative) to soft (indirect, collaborative):

1. Pressure Tactics:

Seeks influence through demands, threats or intimidation to convince others to comply with a
request or to support a proposal.

2. Assertiveness:

Seeks influence through includes repeatedly making requests, setting timelines for project
completion or expressing anger toward individuals who do not meet expectations.

3. Legitimating:

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Seeks influence through persuading others that the request is something they should comply with
given their situation or position.

4. Coalition:

Seeks influence through the aid of others to persuade them to do something or uses the support of
others as an argument for them to agree.

5. Exchange:

Seeks influence through making explicit or implicit a promise that others will receive rewards or
tangible benefits if they comply with a request or reminds others of a favor that should be
reciprocated.

6. Upward Appeals:

Seeks influence through the approval/acceptance of those in higher positions within the
organization prior to making a request of someone.

7. Ingratiating:

Seeks influence through getting others in a good mood or to think favorably of them before asking
them to do something.

8. Rational Persuasion:

Seeks influence through logical arguments and factual evidence to persuade others that a proposal
or request is viable and likely to result in task objectives.

9. Personal Appeals:

Seeks influence through others’ compliance to their request by asking a “special favor for them,”
or relying on interpersonal relationships to influence their behavior.

10. Inspirational Appeals :

Seeks influence through making an emotional request or proposal that arouses enthusiasm by
appealing to other’s values and ideals, or by increasing their confidence that they can succeed.

11. Consultation:

Seeks influence through involving others’ participation in making a decision or planning how to
implement a proposed policy, strategy or change.

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While all eleven tactics will need to be draw upon depending on the situation at hand, the influence
tactics occurring later on the list above are more effective at influencing others long-term.

Question that we asked from Power and Influence:

1. How you as a leader define power what is its importance in your point of view?

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I as a leader define power as the ability to get things happen by others.

Power is important because it help us to have influence, to get things done, to motivate followers,
for quick decision making, to maintain the decorum of workplace, to make the rules and
regulations implemented.

2. Why leaders need to exercise power?

Basically, you have to build something professionally and have to make it prosperous. You should
have to give vision to the people that it is also beneficial for your leader always work for others
and power according to me will gradually come with the trust of people. I as a manager of first
women bank think that trust is the main power.

3. Do you think reward power do positive reinforcement?

Yes, because the anticipation of a reward can encourages employees to work hard to achieve the
reward.

I think reward power work very effectively because today every person has the financial crises and
problems. monetary reward power positively effects employee’s quality its performance and
growth and development

4. Do you think that non-monetary reward power is also necessary or equally important
as monetary reward power

Your seniority itself is a reward kidder

5. Do you think building knowledge can enhance your position power?

Without Updating your knowledge, you cannot enhance your position power knowledge and
position power is directly related and affect each other.

6. Position power and personal power are the two basic sources of power Do you think
position power is more important?

Yes, me as a manager thinks that position power is more important because it gives us authority
to make and implement the decisions

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CHAPTER:04 LEADING THROUGH CHANGE

In business, the one guarantee is change. Organizations of all sizes will experience a great deal of
change at some point and it’s up to the leader to create an atmosphere of effective adaptation. The
best organizations that dominate the market and competition have leaders that know how to lead
through change better than anyone else, as well as bring out the best in their people during times
of extreme uncertainty.

Common Strategies that Leader adopt through change:

1. Stay purpose driven
2. Communication must be constant
3. Invest in your people
4. Persist until you succeed

1. Stay purpose driven.

When your organization is experiencing turbulent times and you are in a position where you have
to lead through change, you must stay purpose driven. If the leader of an organization veers away
from the organization's purpose, how in the world are the employees of that organization supposed
to stay on target? It’s just not going to happen. You might not know the exact way in the beginning,
you may be more nervous than you have ever been in your career or the criticism from the outside
world may be at an all-time high, but if you direct all of your focus on staying purpose driven and
creating a culture high on purpose, the "how" will eventually present itself.

2. Communication must be constant.

I write about communication a lot, and a major reason for that is because I think there are too many
organizations that undervalue its importance, especially during times of major change. Great
communication is required to create great relationships. Great communication is required for
athletic teams to perform at a high level. The same goes for organizational health and being able
to lead effectively.

It’s important for leaders to constantly communicate from a technical standpoint, but also to
reinforce much needed inspiration and acknowledgment of their people. The next time change hits
your organization, whether big or small, make it a priority to become a world-class communicator.

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3. Invest in your people.

As a leader, you have to understand that the most important people are the ones who work with
you. These are the men and women that are expected to carry out your vision and head into the
trenches to make sure that the transition through whatever change your organization is going
through is a success. Depending on the size of your company, look to invest in your people as
much as possible. The organizations that are passionate about developing and building their people
are the same organizations that win and come out on top.

Whether it’s incorporating team-building exercises, bringing in experts in a certain field or

enhancing skill sets in different ways, the opportunities are endless for you to invest in your people.
This will not only help you and your organization lead successfully through change, but you will
also be showing your people how much you care about developing them to become better.

4. Persist until you succeed.

No one enjoys change, and that especially goes for employees. They will be tempted to give up,
slow down and lose focus of the overall objective and purpose. It’s your job as a leader to instill a
culture of persistence.

It’s really hard to see the end result and even move forward when it feels as if nothing is being
accomplished. Throughout the course of my athletic career as well as speaking to hundreds of
majorly successful companies, I have realized that the most detailed plan and course of action can
only get you so far when leading through change.

Persistence isn’t just a trait of the most successful people, it's the backbone of the organizations
that completely thrive during times of extreme change. Persisting and staying the course even
when progress seems to be minimal is an absolute must when leading through change.

It’s inevitable that you will experience change at some point throughout your professional career.
As a leader, business owner or entrepreneur, it’s your job to set the tone when leading your
organization through change. These strategies will greatly improve your chances of getting the
best out of your organization.

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Questions that we asked from Leading Through Change:

1. List Different types of Changes that can occur in your organization?

Following types of changes can occur in our organization:
1. Technological Change
2. Cultural Change
3. Structural Change
4. Strategic Change

2. Why employees resist change?

Because they have fear of five types of loses due to change.

3. List those five loses?

1. Loss of power
2. Loss of relationship
3. Loss of rewards
4. Loss of capability
5. Loss of position

4. What are the ways you use to deal with resistance?

1. Training Programs
2. Motivational Workshop
3. Link change with rewards
4. Leader as a role model

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