Leadership

Basic Approaches
to Leadership-RMG sector
perspective
Dt. 15-05-2022

For Post Graduate Diploma in Garment Business (PGD-GB).

Institute of Business Administration, IBA (D.U.) - SEIP
Conducted by
Md. Mamunul Huda
International Expert- Apparel and Textile Sector
Email: mamunul.huda@outlook.com
Cell: +8801713001005
Mission and vision of the program is to produce a cadre of
smart, confident, and efficient mangers who will lead the
garment industry to elevate Bangladesh to be the number one
garments exporting country of the world.
 Who
Who is
is the
the leader
leader ??

Leader :
•the person who leads or commands a group,
organization, or country.
•Leaders to influence people with or without
authority.
• A person who is followed by others.
• Do the right thing
All successful endeavors are the result of
human effort; thus, the ability to influence
others is a derivation of
•Interpersonal Communications
•Conflict Management
•Problem solving
By term : chief, head, dept. head, principal,
boss, commander, captain, figurehead…
 What
What is
is leadership?
leadership?

Leadership :
•practical skill, encompasses the ability of an
individual, group or organization to "lead",
influence or guide other individuals, teams, or
entire organizations towards achievement of
goals ..
•leadership can be defined as an influential
power-relationship in which the power of
one/the “leader” promotes movement/change
in others/the "followers”
•Leadership is the ability to develop a vision
that motivates others to move with a passion
toward a common goal
 Why
Why leadership
leadership in
in RMG
RMG sector?
sector?

Reasoning for Leadership :

•RMG sector is one of the most labor-
intensive industry and owners-employee
relationship (IR) is week. Leadership can
contribute to reduce gaps between two
parties for sustainable growth.
•RMG sector is one of the most
interdependent sector which evolves many
stakeholders in total value chains.
•Leadership development boosts employee
engagement, increases the organization's
ability to deal with gaps in the talent pipeline,
and reduces the headaches and costs
associated with turnover.
•A good leader is able to bring out the best
abilities in his/her team members and
motivate them to work together in achieving a
shared goal. A good leader is also organized
and keeps the team on track and focused to
avoid delays.
Top
Top 10
10 reasons
reasons for
for leadership
leadership training
training && skills
skills
development
development

Leadership skill contributes to:

•Increase Productivity. ...
•Increase employee engagement and reduce
staff turnover. ...
•Nurture future leaders. ...
•Improve their managerial skills and
abilities. ...
•Improve Risk Management. ...
•Achieve better Project Leadership. ...
•Improve corporate culture. ...
•Effectively manage change.
 Leadership
Leadership && Management
Management Skills
Skills

Leadership - soft skills

Communications
Motivation
Stress Management
Team Building
Change Management
Management – hard skills
Scheduling
Staffing
Activity Analysis
 Type
Type of
of leadership
leadership style
style
•Autocratic
• Command & control approach
• On-spot crucial decision making
• Inexperienced & new team
members
•Authoritative
• Confident – follow me
• Map the way and set
expectations
• Engaging and energizing
followers along the way.
•Pacesetting
• Effective to get things done and
drive result
• Not effective for long-run
• Needs to let the air out of the
tires once in a while to avoid
causing team burnout.
• Ideal for like-minded team on
developing and announcing a
new product or service
 Type
Type of
of leadership
leadership style
style

•Democratic
• We viewpoints for result
• Participative
• Can engender trust and
promote team spirit and
cooperation from employees.
• Allows for creativity and helps
employees grow and develop
• Can give freedom to get things
done

•Coaching
• Views people as a reservoir of
talent to be developed.
• Gives little direction to help
team tap into their ability to
achieve their full potential.
 Type
Type of
of leadership
leadership style
style

•Affiliative
• Pays attention to and supports
the emotional needs of team
members
• Encourages harmony and
forms collaborative
relationships within teams.
• Encourages harmony and
forms collaborative
relationships within teams.

•Laissez-Faire
• 180-degree opposite to
autocratic leadership – no
interference
• Ideal for creative work –
designing, programming
• Ideal to lead highly skilled,
experienced employees who
are self-starters and motivated
. ...
 Type
Type of
of leadership
leadership style
style
Transactional Leaders Transformational Leaders
Leaders who guide or motivate their followers Leaders who provide the four “I’s”
in the direction of established goals by (individualized consideration,
clarifying role and task requirements. inspirational motivation, idealized
influence, and intellectual stimulation).
Transactional leadership is primarily based
on processes and control and requires a Transformational leadership focuses on
strict management structure. inspiring others to follow, and it requires
 Values order and structure. Routine a high degree of coordination,
communication, and cooperation.
work/activities
 Idealized Influence
 Ideal to manage large corporations,
or lead international projects that  Inspirational Motivation
require rules and regulations to  Intellectual Stimulation
complete objectives on time  Individual Consideration
 Move people and supplies in an
organized way.
 Contingent Reward
 Management by Exception (active)
 Management by Exception
(passive)
 Type
Type of
of leadership
leadership style
style
Charismatic Leadership Theory Ethical Leadership
(inspirational approaches to
leadership)
Followers make attributions of heroic or  Work to positively change the
extraordinary leadership abilities when
attitudes and behaviors of
they observe certain behaviors.
employees
 Engage in socially constructive
 Have a vision.
behaviors
 Are willing to take personal risks to  Do not abuse power or use
achieve the vision. improper means to attain goals
 Are sensitive to follower needs.
 Exhibit behaviors that are out of the
ordinary.
 Exercise
Exercise

Leaders Followers

 What type of leadership you  What type of leadership is

exercise to lead your team exercised by your superior to
members lead you?
 What type of leadership  What type of leadership you
better fits into your team and expect from your boss and
why ? why to perform better at your
work?
  Which factors create barriers to female progression in
leadership positions in RMG organizations?
How organizational behavior, culture and mind-set hamper
women leadership progression ?
How do female employees perceive these factors and manage to
overcome them to access leadership positions?
 Characteristics
Characteristics of
of Transformational
Transformational vs
vs
transactional
transactional leader
leader
Transformational leader Transactional leader
1. Idealized Influence: Provides vision 1. Contingent Reward: Contracts exchange
and sense of mission, instills pride, of rewards for effort, promises rewards
gains respect and trust for good performance, recognizes
accomplishments
2. Inspiration: Communicates high
expectations, uses symbols to focus 2. Management by Exception (active):
efforts, expresses important Watches and searches for deviations
from rules and standards, takes
purposes in simple ways
corrective action
3. Intellectual Stimulation: Promotes
3. Management by Exception (passive):
intelligence, rationality, and careful Intervenes only if standards are not met
problem solving
4. Laissez-Faire: Abdicates/disowns
4. Individualized Consideration: Gives responsibilities, avoids making
personal attention, treats each decisions
employee individually, coaches,
advises
Characteristic
Characteristic of
of charismatic
charismatic leader
leader

1.Vision and articulation. Has a vision—

expressed as an idealized goal—that proposes a
future better than the status quo; and is able to
clarify the importance of the vision in terms that
are understandable to others
2.Personal risk. Willing to take on high personal
risk, incur high costs and engage in self-sacrifice
to achieve the vision
3.Environmental sensitivity. Able to make
realistic assessments of the environmental
constraints and resources needed to bring about
change
4.Sensitivity to follower needs. Perceptive of
others’ abilities and responsive to their needs
and feelings
5.Unconventional behavior. Engages in
behaviors that are perceived as novel and
counter to norms
Leadership
Leadership -- Trait
Trait Theories
Theories (TT)
(TT)
Traits Theories of
Leadership Leadership
LeadershipTraits
Traits
Theories that consider • • Extraversion
Extraversion
personality, social, physical, • • Conscientiousness
Conscientiousness
or intellectual traits to • • Openness
Openness
differentiate leaders from • • Emotional
non-leaders EmotionalIntelligence
Intelligence
(Qualified) –
(Qualified) –(5(5Components)
Components)
•• Social
SocialSkills
Skills
•• Self-awareness
Self-awareness
•• Self-regulation
Self-regulation
•• Empathy
Empathy
•• Decision
DecisionMaking
Making
 Leadership
Leadership Traits
Traits
• Extraversion –
• a personality traits or style
characterized by preference Emotional
EmotionalIntelligence
Intelligence( (Five
Five
for or orientation to engaging Components)
Components)
socially with others. •Social
•SocialSkills
Skills––healthy
healthy
• Conscientiousness relationship
relationship withothers
with others
• the quality of wishing to do •Self-awareness-
•Self-awareness-knowledge
knowledge
one’s work or duty well and ofofown
own thoughts, feelingsand
thoughts, feelings and
thoroughly (follow-up). motivation
motivation
• Openness •Self-regulation-
•Self-regulation-ability
abilitytoto
regulate
regulateemotions
emotionsininaavariety
variety
• accessibility, frankness, ofofenvironments
environments
transparency, The personality
trait that best reflects the lay •Empathy-
•Empathy-capacity
capacitytoto
concept of open-mindedness. empathize
empathizeand
andappreciate
appreciate
Open people tend to be another perspective
another perspective
intellectually curious, creative •Decision
and imaginative. They are •DecisionMaking
Making––ability
abilitytoto
make
makeresponsible
responsiblechoices
choicesand and
interested in art and are accept their outcome
voracious consumers of accept their outcome
music, books and other fruits
of culture
 Trait
Trait theory
theory vs
vs Behavior
Behavior theory
theory
Trait theory: Behavior theory:
Leaders are born, not made. Leadership behaviors can be taught
Examples: Examples:
– Initiating Structure (The extent to which a
– Extraversion leader is likely to define and structure his
– Conscientiousness or her role and those of subordinates in
– the search for goal attainment
Openness
– Production Orientation (One who
Assumption: emphasizes technical or task aspects of
- Leaders are born ( symptomatic) the job)
Goal: Select leaders – Consideration (The extent to which a
leader is likely to have job relationships
Problems and limitation: characterized by mutual trust, respect for
- Traits do not generalize across subordinate’s ideas, and regard for his/her
feelings)
situations
– Employee Orientation (Emphasizing
Better at predicting leader emergence than interpersonal relations; taking a personal
leader effectiveness interest in the needs of employees and
accepting individual differences among
• No universal traits found that predict
members)
leadership in all situations
Assumption:
• Unclear evidence of the cause and effect Leaders can be trained
of relationship of leadership and traits
 Goal: Develop leaders
 Problem: Effective behaviors do not
generalize across situations.
The
Managerial
Grid
(Blake and
Mouton)
 Situational
Situational Leadership
Leadership Theory
Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness; the more “ready” the followers (the more
willing and able) the less the need for leader support and
supervision.

LOW Amount of Follower Readiness HIGH

Amount of Leader
Support &
HIGH Supervision Required LOW
Path-Goal
Path-Goal Theory
Theory
Premise
• Leader must help followers attain
goals and reduce roadblocks to
success
• Leaders must change behaviors
to fit the situation (environmental
contingencies and subordinate
contingencies)
Leadership
Leadership Styles
Styles and
and Follower
Follower Readiness
Readiness
(Hersey
(Hersey and
and Blanchard)
Blanchard)
Follower Unwilling Willing
Readiness
Supportive
Able Participative Monitoring
Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations
Contemporary Issues
in Leadership
 Authentic
Authentic Leaders
Leaders and
and Ethical
Ethical Behavior
Behavior

 Authentic leaders know who they are, what they

believe in and value, and act on those values openly
and candidly.
– Followers see them as ethical.
 Ethical leaders use ethical means to get followers to
achieve their goals, and the goals themselves are
ethical.
Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Providing
Providing
Team
Team Leadership
Leadership

Team
TeamLeadership
LeadershipRoles
Roles
•• Act
Actas
asliaisons
liaisonswith
withexternal
external
constituencies
constituencies
•• Serve
Serveas
astroubleshooters
troubleshooters
•• Managing
Managingconflict
conflict
•• Coaching
Coachingtotoimprove
improveteam
team
member
memberperformance
performance
Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Mentoring
Mentoring
Mentor
A senior employee who Mentoring
MentoringActivities
Activities
sponsors and supports
•• Present
Presentideas
ideasclearly
clearly
a less-experienced
employee (a protégé) •• Listen
Listenwell
well
•• Empathize
Empathize
•• Share
Shareexperiences
experiences
•• Act
Actas
asrole
rolemodel
model
•• Share
Sharecontacts
contacts
•• Provide
Providepolitical
political
guidance
guidance
Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Self-Leadership
Self-Leadership

Self-Leadership Creating
CreatingSelf-Leaders
Self-Leaders
A set of processes •• Model
Modelself-leadership
self-leadership
through which
•• Encourage
Encourageemployees
employeestoto
individuals control their
create
createself-set
self-setgoals
goals
own behavior.
•• Encourage
Encouragethetheuse
useofofself-
self-
rewards
rewards
•• Create
Createpositive
positivethought
thought
patterns
patterns
•• Create
Createaaclimate
climateofofself-
self-
leadership
leadership
•• Encourage
Encourageself-criticism
self-criticism
Online
Online Leadership
Leadership
 Leadership at a Distance: Building Trust
– The lack of face-to-face contact in electronic
communications removes the nonverbal cues that
support verbal interactions.
– There is no supporting context to assist the receiver
with interpretation of an electronic communication.
– The structure and tone of electronic messages can
strongly affect the response of receivers.
– An individual’s verbal and written communications may
not follow the same style.
– Writing skills will likely become an extension of
interpersonal skills
Challenges
Challenges to
to the
the Leadership
Leadership Construct
Construct
Attribution Theory of Leadership
The idea that leadership is merely an attribution that
people make about other individuals

Qualities
QualitiesAttributed
Attributedto
toLeaders
Leaders
• • Leaders
Leadersareareintelligent,
intelligent,outgoing,
outgoing,have
havestrong
strongverbal
verbalskills,
skills,
are
areaggressive,
aggressive,understanding,
understanding,andandindustrious.
industrious.
• • Effective
Effectiveleaders
leadersareareperceived
perceivedasasconsistent
consistentand
and
unwavering in their decisions.
unwavering in their decisions.
• • Effective
Effectiveleaders
leadersproject
projectthe
theappearance
appearanceofofbeing
beingaaleader.
leader.
Finding
Finding and
and Creating
Creating Effective
Effective Leaders
Leaders
 Selection
– Review specific requirements for the job
– Use tests that identify personal traits associated with
leadership, measure self-monitoring, and assess
emotional intelligence
– Conduct personal interviews to determine candidate’s
fit with the job
 Training
– Recognize that all people are not equally trainable
– Teach skills that are necessary for employees to
become effective leaders
– Provide behavioral training to increase the
development potential of nascent charismatic
employees
Finding
Finding and
and Creating
Creating Effective
Effective Leaders
Leaders
 Interpersonal effectiveness is the capability of an
individual to do this, influence others, competently.
 Leadership is a direct function of three elements of
interpersonal effectiveness
 Awareness
 Ability
 Commitment
Interpersonal
Interpersonal Effectiveness
Effectiveness
 Awareness
Awareness

Aawareness is a state of consciousness.

It is the ability to recognize yourself, others, events and
situations in real time.
It is the ability to assess the impact of actions on
situations and others, and be critically self-reflective.
It is a development process that is a function of
experience, communication, self discovery and
feedback.
 Ability
Ability

Ability to learn and understand technical issues

is the basis of our careers.
Ability to lead is a function of influence:
 Ability to communicate
 Ability to resolve conflicts
 Ability to solve problems and make decisions
As a member of a team, we influence others in
a collaborative effort to find better ideas or
solve problems.
 Commitment
Commitment

“Everyone knows where the problems are, but no one is

willing to do anything. You said you would do
anything you had to, to make it right. Now, I’m willing
to help you. You made the commitment.”
 Attributes
Attributes to
to leaders
leaders

 Guiding vision: Effective leaders know what they want to do, and have the strength of
character to pursue their objectives in the face of opposition and in spite of failures.
The effective leader establishes achievable goals.

 Passion: Effective leaders believe passionately in their goals. They have a positive
outlook on who they are, and they love what they do. Their passion for life is a
guiding star for others to follow, because they radiate promise!
 Integrity: Because they know who they are, effective leaders are also aware of their
weaknesses. They only make promises they can follow through on.
 Honesty: Leaders convey an aura of honesty in both their professional and their
personal lives.
 Trust: Effective leaders earn the trust of their followers and act on behalf of their
followers.
 Curiosity: Leaders are learners. They wonder about every aspect of their charge.
They find out what they need to know in order to pursue their goals.


 Attributes
Attributes to
to leaders
leaders

 Risk: Effective leaders take calculated risks when necessary to achieve their
objectives. If a mistake is made, the effective leader will learn from the mistake
and use it as an opportunity to explore other avenues.

 Dedication: The effective leader is dedicated to his or her charge, and will work
assiduously on behalf of those following. The leader gives himself or herself
entirely to the task when it is necessary.
 Charisma: This may be the one attribute that is the most difficult to cultivate. It
conveys maturity, respect for your followers, compassion, a fine sense of humor,
and a love of humanity. The result is that leaders have the capability to motivate
people to excel.
 Listening: Leaders Listen! This is the most important attribute of all, listen to your
followers.


 Leader
Leader vs
vs Manager
Manager

Leader :
• A person who is followed by others.
• Do the right thing

Manager :
• A person controlling or administering a business or a part of a
business.
• A person regarded in terms of skill in household or financial or other
management.
• Do things right


 Attributes
Attributes to
to leadership
leadership vs
vs Management
Management

 Leadership
• The ability to develop a vision that motivates others to move with a passion
toward a common goal
 Management
– The ability to organize resources and coordinate the execution of tasks
necessary to reach a goal in a timely and cost effective manner
 Leadership
Leadership && Management
Management Skills
Skills

Leadership - soft skills

Communications
Motivation
Stress Management
Team Building
Change Management
Management – hard skills
Scheduling
Staffing
Activity Analysis
Managers
Managers have
have the
the following
following attributes
attributes ,, tt

– Consider alternatives to design

– Estimate costs involved
– Establish risks to the organization
– Develop a schedule for the project
– Include decision steps
– Manage change in an orderly fashion
– Keep the team motivated and informed
– Review responsibilities and goals with each team player
– State clearly the basis for evaluation and where each person fits into
the organization
– Monitor progress
– Set directions; set expected achievements for each individual
within the next work period. Show the team members where
they fit in achieving unit goals.
– Perform administrative tasks
– Report to senior management
– Money and job security play a major role in management
effectiveness. They act as deficiency motivators.
Trust:
Trust: The
The Foundation
Foundation of
of Leadership
Leadership
Trust
A positive expectation that
another will not—through
words, actions, or decisions
—act opportunistically
Trust is a history-dependent
process (familiarity) based
on relevant but limited
samples of experience (risk)
 Dimensions
Dimensions of
of Trust
Trust
 Integrity  Loyalty
– Honesty and truthfulness – The willingness to
protect and save face for
 Competence
another person
– An individual’s technical  Openness
and interpersonal
knowledge and skills – Reliance on the person
to give you the full truth
 Consistency
– An individual’s reliability,
predictability, and good
judgment in handling
situations
Three
Three Types
Types of
of Trust
Trust
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated- mistrust outweigh
benefits

Knowledge-based Trust
Trust based on behavioral predictability that comes from
a history of interaction

Identification-based Trust
Trust based on a mutual understanding of one another’s
intentions and appreciation of the other’s wants and
desires
Basic
Basic Principles
Principles of
of Trust
Trust
 Mistrust drives out trust.
 Trust begets trust.
 Growth often masks mistrust.
 Decline or downsizing tests the highest levels of trust.
 Trust increases cohesion.
 Mistrusting groups self-destruct.
 Mistrust generally reduces productivity.