essential skills for public servants-2 leadership and management

7/27/2019 Essential Skills for Public Servants-2 Leadership and Management

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Shahid Hussain RajaIndependent Consultant-Public Policy

www.sanoconsultants.co.uk 27th July,2013

http://www.sanoconsultants.co.uk/

http://www.sanoconsultants.co.uk/



Introduction What is leadership

Role of leadership

Features of leadership What is management

Old distinction

Essential ingredients of leadership

Conclusion



As a public servant, there is no distinction between a leader anda manager. Both are needed at all the three broad levels of anyorganization- strategic, operational and tactical.

Nature of assignment would determine which aspect should begiven more emphasis-leadership or management

Similarly it has nothing to do with grades, scales or position;anyone who performs leadership role and functions is a leader

Not a trait to be inherited rather a skill which can be learnt,improved and refined

What should you do to prove your leadership and managementskills ? This presentation answers this question



Knowledge of challenges

Formulating a vision

Chartering the roadmap

Marshalling the resources

Leading by example- knowledge, skills andcharacter

Motivating the followers-



It is a science (there are rules to learn) as well as art(needs practice for perfection)

Holding formal office not necessary but gives formallegitimacy and helps in leadership role

Comes in different shades of grey- charismatic,professional, situational

Mostly perceptions in the minds of followers-no

more leader if people reject you for any reason

More like a romance; will wither away if notreinforced by continued efforts to be a leader



Management is an organizational process thatincludes planning, organizing, leading andcontrolling

Leadership is thus a function in the managementprocess while management is an attribute of leadership

Being two sides of a coin, both are needed at allthe three broad levels of any organization-strategic, operational and tactical



Management is doing things right; leadership is doing the right things. Peter F. Drucker

Leadership has more to do with personalitywhile management is more aboutenvironment

Leadership is more art than science whilemanagement is obverse of that equation



Leadership provides vision, direction whilemanagement is to collect and controlresources to achieve the task given

Leadership is effectiveness first, efficiencysecondary while it is reverse in management

Leadership is leap of faith; management istaking calculated risks



Leading by example-professional competency Providing congenial environment to juniors

Selecting the right person for right job

Setting challenging but attainable goals Effective job description,

Appropriate delegation

Incentives and rewards system

Periodic monitoring and evaluation Continuous capacity building of subordinates



Legal/regulatory framework

Facts and figures

Strengths and weaknesses

Opportunities and threats

Challenges and responses

Vision and mission



Appropriate office space

Adequate staff support

Equipment and machinery

Financial independence and wherewithal

Emotional support



Eternal wisdom-do not fit a square peg in a roundhole

Beside being morally and legally wrong, it is

economically counter productive

Adversely affects the morale of the other employees

Hinders the achievement of organizational goals

Badly reflects upon your leadership qualities



Nothing is more frustrating than ambiguous job description

Every employee must know what he or she issupposed to do-in writing and verbally

Carrying job analysis and job description of

every post periodically establishes you as aleader



Conceive-what duties everyone is performing Choose-what to weed out, what to retain and

what to delegate to whom

Capacity-is he fit to shoulder the responsibility

Clarity-clear instructions about job, timeframe

Communications-constant liaison

Confidence-repose confidence, build confidence

Constant monitoring-everyone needs it Cooperation-help them when they need you



Even charitable organizations need to rewardtheir star performers

Not necessarily the monetary benefits; paidholidays, training opportunities etc

Public appreciation does wonders

But counsel/warn in private



Best legacy of a leader is leaving behind anefficiently functioning organization, not deluge

Best way to do so is capacity building of your

employees and effective delegation

Ideal course is to show and tell them how to dothings by your personal competency

Combination –in-house and external trainingcourses



Everyone needs to be led and monitored

Midterm correction is only possible throughmonitoring

Awarding and punishing is also possible onlythrough evaluation of their performance

Never be afraid or ashamed of carrying outperiodic inspection of subordinates



Ten good soldiers ,wisely led will beat a hundred without a head

Euripides

essential skills for public servants-2 leadership and management

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