[Music] [Applause]
[Applause]
[Applause] the topic I chose for today’s talk is
the topic I chose for today’s talk is
the topic I chose for today’s talk is leadership inspiration and change and I
leadership inspiration and change and I
leadership inspiration and change and I would like to that the very outset I
would like to that the very outset I
would like to that the very outset I would like to unpack this term of change
change I see as a holistic phenomenon
change I see as a holistic phenomenon which works at three different levels
first the belief level action level and
first the belief level action level and attitude level but the problem we see in
attitude level but the problem we see in
attitude level but the problem we see in different organizations is that the
different organizations is that the
different organizations is that the whole focus goes to action level and the
whole focus goes to action level and the
whole focus goes to action level and the change at belief level an attitude level
change at belief level an attitude level
change at belief level an attitude level is not tapped and the ultimate outcome
is not tapped and the ultimate outcome
is not tapped and the ultimate outcome is that their change is not sustainable
is that their change is not sustainable
is that their change is not sustainable I think we need to know something more
I think we need to know something more
I think we need to know something more about this phenomenon called change
change is developmental which simply
change is developmental which simply means that if you have learned something
means that if you have learned something
means that if you have learned something new and if you remain with that thing
new and if you remain with that thing
new and if you remain with that thing for the rest of your life this is not
for the rest of your life this is not
for the rest of your life this is not developmental change developmental
developmental change developmental
developmental change developmental change always makes an angle that if you
change always makes an angle that if you
change always makes an angle that if you have gone from status quo line up that
have gone from status quo line up that
have gone from status quo line up that angle must be there throughout your life
angle must be there throughout your life
angle must be there throughout your life change is painful because the practices
change is painful because the practices
change is painful because the practices the ideas which are with you for such a
the ideas which are with you for such a
the ideas which are with you for such a long time it is very difficult to part
long time it is very difficult to part
long time it is very difficult to part with those ideas so change is always
with those ideas so change is always
with those ideas so change is always very painful change is incremental you
very painful change is incremental you
very painful change is incremental you should expect that the everything is
should expect that the everything is
should expect that the everything is going to change overnight
going to change overnight
going to change overnight it’s very slow process and change is not
it’s very slow process and change is not
it’s very slow process and change is not straightforward it’s kind of zigzag
straightforward it’s kind of zigzag
straightforward it’s kind of zigzag process you start with some idea you
process you start with some idea you
process you start with some idea you think that this is going to happen
think that this is going to happen
think that this is going to happen in its way there are certain constraints
in its way there are certain constraints
in its way there are certain constraints and certain obstacles it’s always the
and certain obstacles it’s always the
and certain obstacles it’s always the exact process change in whites
exact process change in whites
exact process change in whites resistance now what I’m sharing with you
resistance now what I’m sharing with you
resistance now what I’m sharing with you is based on my readings my observations
is based on my readings my observations
is based on my readings my observations and my actual practice as a leader
whenever you want to bring some change
whenever you want to bring some change there is always some resistance from
there is always some resistance from
there is always some resistance from some quarters so be ready for that
some quarters so be ready for that
some quarters so be ready for that change needs are rational
why should I change so there needs to be
why should I change so there needs to be a purpose a cause a reason now I come to
a purpose a cause a reason now I come to
a purpose a cause a reason now I come to my actual topic of leadership but that
my actual topic of leadership but that
my actual topic of leadership but that background is very important because we
background is very important because we
background is very important because we the ultimate aim is change some leaders
the ultimate aim is change some leaders
the ultimate aim is change some leaders are one layer managers they focus on
are one layer managers they focus on
are one layer managers they focus on just one layer of change that is actions
just one layer of change that is actions
just one layer of change that is actions and they may comprise do things remember
and they may comprise do things remember
and they may comprise do things remember that in the previous slide we mentioned
that in the previous slide we mentioned
that in the previous slide we mentioned that changed needs are rational but here
that changed needs are rational but here
that changed needs are rational but here these managers ignore that golden rule
these managers ignore that golden rule
these managers ignore that golden rule they make employees do things they use
they make employees do things they use
they make employees do things they use Authority in fear if you don’t do this
Authority in fear if you don’t do this
Authority in fear if you don’t do this this will happen to you
this will happen to you
this will happen to you the whole emphasis is on what do this do
the whole emphasis is on what do this do
the whole emphasis is on what do this do this do this
this do this
this do this the other two very important WH
the other two very important WH
the other two very important WH questions how and why they are totally
questions how and why they are totally
questions how and why they are totally missing in this kind of management there
missing in this kind of management there
missing in this kind of management there is partial
is partial
is partial there’s partial emphasis on how that is
there’s partial emphasis on how that is
there’s partial emphasis on how that is why in this kind of paradigm there is
why in this kind of paradigm there is
why in this kind of paradigm there is less emphasis on professional
less emphasis on professional
less emphasis on professional development because these managers think
development because these managers think
development because these managers think that professional development is not
that professional development is not
that professional development is not very important thing so I call them one
very important thing so I call them one
very important thing so I call them one layered managers the employees do not
layered managers the employees do not
layered managers the employees do not know the why our rationale then this is
know the why our rationale then this is
know the why our rationale then this is very important the relationship between
very important the relationship between
very important the relationship between employees and manager is a master/slave
employees and manager is a master/slave
employees and manager is a master/slave relationship the employees are always at
relationship the employees are always at
relationship the employees are always at the receiving end they are there to
the receiving end they are there to
the receiving end they are there to receive the instructions orders
receive the instructions orders
receive the instructions orders everything is fixed there are structures
everything is fixed there are structures
everything is fixed there are structures so there is no room for creativity and
so there is no room for creativity and
so there is no room for creativity and you can imagine that if there is no room
you can imagine that if there is no room
you can imagine that if there is no room for creativity what kind of place that
for creativity what kind of place that
for creativity what kind of place that would be the workplace appears as a dull
would be the workplace appears as a dull
would be the workplace appears as a dull and boring place so this is one scenario
and boring place so this is one scenario
and boring place so this is one scenario where of one layered manager is leading
where of one layered manager is leading
where of one layered manager is leading some organisation then we come to two
some organisation then we come to two
some organisation then we come to two layered management where one layer of
layered management where one layer of
layered management where one layer of action is there and the lead are the
action is there and the lead are the
action is there and the lead are the managers who are leading the
managers who are leading the
managers who are leading the organization do have knowledge about
organization do have knowledge about
organization do have knowledge about that organization as well in the first
that organization as well in the first
that organization as well in the first case the managers don’t know anything
case the managers don’t know anything
case the managers don’t know anything about that organization well in this
about that organization well in this
about that organization well in this case the manager knows about that
case the manager knows about that
case the manager knows about that organization for instance if it’s a
organization for instance if it’s a
organization for instance if it’s a university the manager knows about the
university the manager knows about the
university the manager knows about the educational dynamics if it’s a law
educational dynamics if it’s a law
educational dynamics if it’s a law college the marriage knows about the
college the marriage knows about the
college the marriage knows about the dynamics of law in this case the manager
dynamics of law in this case the manager
dynamics of law in this case the manager possesses knowledge relevant to the
possesses knowledge relevant to the
possesses knowledge relevant to the organization how part is improved
organization how part is improved
organization how part is improved because that person knows about the
because that person knows about the
because that person knows about the nature of that organization
the relationship remains master/slave
the relationship remains master/slave relationship and things remain fixed
relationship and things remain fixed
relationship and things remain fixed workplace is very dull and boring but on
workplace is very dull and boring but on
workplace is very dull and boring but on the other hand things are moving
the other hand things are moving
the other hand things are moving organization are working right now here
organization are working right now here
organization are working right now here I’ll stop here and I’ll share with you a
I’ll stop here and I’ll share with you a
I’ll stop here and I’ll share with you a very interesting experience of reading a
very interesting experience of reading a
very interesting experience of reading a book on portrait and the writer in that
book on portrait and the writer in that
book on portrait and the writer in that book gives three laws that how a piece
book gives three laws that how a piece
book gives three laws that how a piece of craft can be turned into a piece of
of craft can be turned into a piece of
of craft can be turned into a piece of art law number one it’s called law of
art law number one it’s called law of
art law number one it’s called law of head that the Potter in his or her head
head that the Potter in his or her head
head that the Potter in his or her head thinks about the shape of a part he or
thinks about the shape of a part he or
thinks about the shape of a part he or she is going to make the second law is
she is going to make the second law is
she is going to make the second law is law of hand in poetry the movement of
law of hand in poetry the movement of
law of hand in poetry the movement of hand is very important because a little
hand is very important because a little
hand is very important because a little twist if you have seen this process of
twist if you have seen this process of
twist if you have seen this process of making parts you’ll see that the wheel
making parts you’ll see that the wheel
making parts you’ll see that the wheel is moving with a very fast pace and a
is moving with a very fast pace and a
is moving with a very fast pace and a little twist of hand changes the shape
little twist of hand changes the shape
little twist of hand changes the shape of the pot so the second law is law of
of the pot so the second law is law of
of the pot so the second law is law of hand and the righteous says in that book
hand and the righteous says in that book
hand and the righteous says in that book that after applying these two laws law
that after applying these two laws law
that after applying these two laws law of head and law of hand
of head and law of hand
of head and law of hand a perfect dead skeleton is ready let me
a perfect dead skeleton is ready let me
a perfect dead skeleton is ready let me repeat after applying these two laws law
repeat after applying these two laws law
repeat after applying these two laws law of head and law of hand a perfect dead
of head and law of hand a perfect dead
of head and law of hand a perfect dead skeleton is ready and the title of this
skeleton is ready and the title of this
skeleton is ready and the title of this book was the theme of this book was how
book was the theme of this book was how
book was the theme of this book was how to convert a piece of craft into a piece
to convert a piece of craft into a piece
to convert a piece of craft into a piece of art
then he says there is a third law and
then he says there is a third law and thought that law is the law of love when
thought that law is the law of love when
thought that law is the law of love when you apply this law you know the whole
you apply this law you know the whole
you apply this law you know the whole thing becomes a life you infuse life
thing becomes a life you infuse life
thing becomes a life you infuse life into that part now it is a piece of art
into that part now it is a piece of art
into that part now it is a piece of art see law of head law of hand after
see law of head law of hand after
see law of head law of hand after applying two laws a perfect dead
applying two laws a perfect dead
applying two laws a perfect dead skeleton is ready so the part is there
skeleton is ready so the part is there
skeleton is ready so the part is there you can use it but it’s not a piece of
you can use it but it’s not a piece of
you can use it but it’s not a piece of art it becomes piece of art when you
art it becomes piece of art when you
art it becomes piece of art when you apply law of love right similarly after
apply law of love right similarly after
apply law of love right similarly after applying these first two laws some
applying these first two laws some
applying these first two laws some managers think that that is it
managers think that that is it
managers think that that is it organization is running but something is
organization is running but something is
organization is running but something is missing and that something is that life
missing and that something is that life
missing and that something is that life and for that you have to apply the law
and for that you have to apply the law
and for that you have to apply the law of love so far we talked about two kinds
of love so far we talked about two kinds
of love so far we talked about two kinds of managers first manager was didn’t
of managers first manager was didn’t
of managers first manager was didn’t know anything about the organization and
know anything about the organization and
know anything about the organization and focused on actions only he would make
focused on actions only he would make
focused on actions only he would make his or her employees work do things by
his or her employees work do things by
his or her employees work do things by using Authority are using fear in the
using Authority are using fear in the
using Authority are using fear in the second case the manager knew something
second case the manager knew something
second case the manager knew something about the organization this means
about the organization this means
about the organization this means improvement in how but still why part
improvement in how but still why part
improvement in how but still why part was missing now we go to the third
was missing now we go to the third
was missing now we go to the third scenario here is the third layer this is
scenario here is the third layer this is
scenario here is the third layer this is a three layered leader can
a three layered leader can
a three layered leader can you spot what was missing in the
you spot what was missing in the
you spot what was missing in the previous and what is present here the
previous and what is present here the
previous and what is present here the attitude the passion the affection the
attitude the passion the affection the
attitude the passion the affection the warmth the enthusiasm the inspiration
warmth the enthusiasm the inspiration
warmth the enthusiasm the inspiration and here is a leader who is not driving
and here is a leader who is not driving
and here is a leader who is not driving his or her employees through fear or
his or her employees through fear or
his or her employees through fear or authority he’s inspiring them
authority he’s inspiring them
authority he’s inspiring them he’s igniting enthusiasm but before he
he’s igniting enthusiasm but before he
he’s igniting enthusiasm but before he ignites enthusiasm he himself
ignites enthusiasm he himself
ignites enthusiasm he himself Archy him herself has to be excited
Archy him herself has to be excited
Archy him herself has to be excited about things only then you can you know
about things only then you can you know
about things only then you can you know communicate this enthusiasm or convey
communicate this enthusiasm or convey
communicate this enthusiasm or convey this enthusiasm first of all this leader
this enthusiasm first of all this leader
this enthusiasm first of all this leader is excited about what he or she is doing
is excited about what he or she is doing
is excited about what he or she is doing that is prerequisite now immediately the
that is prerequisite now immediately the
that is prerequisite now immediately the relationship shifts from me in you to we
relationship shifts from me in you to we
relationship shifts from me in you to we it’s not a master-slave relationship
it’s not a master-slave relationship
it’s not a master-slave relationship here the leader himself is excited about
here the leader himself is excited about
here the leader himself is excited about the vision and this is something which
the vision and this is something which
the vision and this is something which was missing in the previous two
was missing in the previous two
was missing in the previous two paradigms the leader inspires employees
paradigms the leader inspires employees
paradigms the leader inspires employees through his or her vision gives purpose
through his or her vision gives purpose
through his or her vision gives purpose cause meaning and why of actions so
cause meaning and why of actions so
cause meaning and why of actions so this is the most important line that the
this is the most important line that the
this is the most important line that the leader shows the dream to his or her
leader shows the dream to his or her
leader shows the dream to his or her employees he gives he or she gives
employees he gives he or she gives
employees he gives he or she gives purpose in meaning if you are doing this
purpose in meaning if you are doing this
purpose in meaning if you are doing this why should you do this see the
why should you do this see the
why should you do this see the difference in the old paradigm and this
difference in the old paradigm and this
difference in the old paradigm and this paradigm that in the previous two
paradigm that in the previous two
paradigm that in the previous two paradigms the manager had the ability to
paradigms the manager had the ability to
paradigms the manager had the ability to make employees do things that’s it but
make employees do things that’s it but
make employees do things that’s it but in this case the leader is doing
in this case the leader is doing
in this case the leader is doing something more in this case the leader
something more in this case the leader
something more in this case the leader himself herself is excited about things
himself herself is excited about things
himself herself is excited about things and he or she has the ability to make
and he or she has the ability to make
and he or she has the ability to make others think the way he is thinking the
others think the way he is thinking the
others think the way he is thinking the leader has the ability to make others
leader has the ability to make others
leader has the ability to make others feel the way he’s feeling or the way he
feel the way he’s feeling or the way he
feel the way he’s feeling or the way he wants them to feel the leader has the
wants them to feel the leader has the
wants them to feel the leader has the ability to make other see things the Hey
ability to make other see things the Hey
ability to make other see things the Hey the way he would like them to see the
the way he would like them to see the
the way he would like them to see the leader has the ability to make them
leader has the ability to make them
leader has the ability to make them dream the way he would like to dream and
dream the way he would like to dream and
dream the way he would like to dream and here the driving force of action is not
here the driving force of action is not
here the driving force of action is not fear or authority but a purpose a dream
fear or authority but a purpose a dream
fear or authority but a purpose a dream a cause a meaning and why now
a cause a meaning and why now
a cause a meaning and why now no I’m adding another very interesting
no I’m adding another very interesting
no I’m adding another very interesting component to leadership and to me
component to leadership and to me
component to leadership and to me this is perhaps the most important
this is perhaps the most important
this is perhaps the most important component and this is the fourth layer
component and this is the fourth layer
component and this is the fourth layer first layer was at
first layer was at
first layer was at knowledge attitude this is fourth layer
knowledge attitude this is fourth layer
knowledge attitude this is fourth layer this is creativity a leader is always
this is creativity a leader is always
this is creativity a leader is always very creative innovative and for that he
very creative innovative and for that he
very creative innovative and for that he reflects he or she reflects deep
reflects he or she reflects deep
reflects he or she reflects deep thinking if you want to know you know
thinking if you want to know you know
thinking if you want to know you know the details of this read Steve Jobs
the details of this read Steve Jobs
the details of this read Steve Jobs autobiography starting with Mac
autobiography starting with Mac
autobiography starting with Mac computers iPod iPad and then many joined
computers iPod iPad and then many joined
computers iPod iPad and then many joined films you know constantly thinking
films you know constantly thinking
films you know constantly thinking remember that initially I shared with
remember that initially I shared with
remember that initially I shared with you that change is developmental always
you that change is developmental always
you that change is developmental always making an angle the moment you stopped
making an angle the moment you stopped
making an angle the moment you stopped this means that you have touched status
this means that you have touched status
this means that you have touched status coline so for that it’s very important
coline so for that it’s very important
coline so for that it’s very important that leader is a thinking leader who
that leader is a thinking leader who
that leader is a thinking leader who reflects what next what next you know
reflects what next what next you know
reflects what next what next you know the beauty of dreams is that when one
the beauty of dreams is that when one
the beauty of dreams is that when one dream is realized the boundary of
dream is realized the boundary of
dream is realized the boundary of another dream starts when you achieve
another dream starts when you achieve
another dream starts when you achieve that dream another dream starts and that
that dream another dream starts and that
that dream another dream starts and that is kind of lifelong process that never
is kind of lifelong process that never
is kind of lifelong process that never ends the leader has a car
ends the leader has a car
ends the leader has a car to rock the boat to think out of the box
and when you think out of the box there
and when you think out of the box there needs a lot of courage because working
needs a lot of courage because working
needs a lot of courage because working in box is so safe that is your comfort
in box is so safe that is your comfort
in box is so safe that is your comfort zone but you when you do something
zone but you when you do something
zone but you when you do something different there is always some
different there is always some
different there is always some opposition here let me share with you
opposition here let me share with you
opposition here let me share with you some initiatives very briefly from the
some initiatives very briefly from the
some initiatives very briefly from the University where I am coming from that
University where I am coming from that
University where I am coming from that in that university we have started free
in that university we have started free
in that university we have started free education for jail inmates and I
education for jail inmates and I
education for jail inmates and I personally visited Central Jail quota
personally visited Central Jail quota
personally visited Central Jail quota Central Jail karachi court Lakhpat jail
Central Jail karachi court Lakhpat jail
Central Jail karachi court Lakhpat jail ideology met with the prisoners
ideology met with the prisoners
ideology met with the prisoners motivated them and in this semester we
motivated them and in this semester we
motivated them and in this semester we are having with us more than 1,000
are having with us more than 1,000
are having with us more than 1,000 prisoners who are getting education at
prisoners who are getting education at
prisoners who are getting education at different levels at different levels
different levels at different levels
different levels at different levels free of cost we provide them books
free of cost we provide them books
free of cost we provide them books inside the jail we conduct do Turing
inside the jail we conduct do Turing
inside the jail we conduct do Turing inside the jail
inside the jail
inside the jail the assessment is done inside the jail
the assessment is done inside the jail
the assessment is done inside the jail and they are engaged in a very positive
and they are engaged in a very positive
and they are engaged in a very positive activity similarly in our university
activity similarly in our university
activity similarly in our university special children any category of
special children any category of
special children any category of disability get full fee waiver we have
disability get full fee waiver we have
disability get full fee waiver we have another project which is free education
another project which is free education
another project which is free education for drop of girls those girls in remote
for drop of girls those girls in remote
for drop of girls those girls in remote areas who could not go to school for any
areas who could not go to school for any
areas who could not go to school for any reason we provide them free education at
reason we provide them free education at
reason we provide them free education at pre-literacy grade 5 and grade 8 level
pre-literacy grade 5 and grade 8 level
pre-literacy grade 5 and grade 8 level similarly we started in accessibility
similarly we started in accessibility
similarly we started in accessibility centre
centre
centre for visually impaired children we have
for visually impaired children we have
for visually impaired children we have got software that turns text into speech
got software that turns text into speech
got software that turns text into speech so without any other help they wear
so without any other help they wear
so without any other help they wear headphones they click any book or
headphones they click any book or
headphones they click any book or research paper and that book starts
research paper and that book starts
research paper and that book starts talking to them and after doing this in
talking to them and after doing this in
talking to them and after doing this in our you know headquarter of Islamabad we
our you know headquarter of Islamabad we
our you know headquarter of Islamabad we have 44 regional offices we have
have 44 regional offices we have
have 44 regional offices we have established these accessibility Center
established these accessibility Center
established these accessibility Center in 44 regional offices which are open to
in 44 regional offices which are open to
in 44 regional offices which are open to non AR your students as well similarly
in the last semester we thought about a
in the last semester we thought about a very marginalized stigmatized segment of
very marginalized stigmatized segment of
very marginalized stigmatized segment of society transgenders so allah my parafin
society transgenders so allah my parafin
society transgenders so allah my parafin university is the first University who
university is the first University who
university is the first University who announced free education for
announced free education for
announced free education for transgenders and we are getting response
similarly as there are marginalised
similarly as there are marginalised segments of society there are some much
segments of society there are some much
segments of society there are some much nice areas in Pakistan so from next
nice areas in Pakistan so from next
nice areas in Pakistan so from next semester we are offering free metric
semester we are offering free metric
semester we are offering free metric program to the students of bata and
program to the students of bata and
program to the students of bata and Balochistan so the purpose is that you
Balochistan so the purpose is that you
Balochistan so the purpose is that you know one way of doing is that you should
know one way of doing is that you should
know one way of doing is that you should continue with whatever is there but as a
continue with whatever is there but as a
continue with whatever is there but as a leader you should be thinking
leader you should be thinking
leader you should be thinking out-of-the-box things that how we can
out-of-the-box things that how we can
out-of-the-box things that how we can bring a change at individual level of
bring a change at individual level of
bring a change at individual level of student and at societal level I think
student and at societal level I think
student and at societal level I think what a leader needs to give to his or
what a leader needs to give to his or
what a leader needs to give to his or her employees is trust
respect
respect and space to work and then the magic
and space to work and then the magic
and space to work and then the magic happens if the leader is forced the
happens if the leader is forced the
happens if the leader is forced the employees and you know encourages gives
employees and you know encourages gives
employees and you know encourages gives them credit they you know gives you back
them credit they you know gives you back
them credit they you know gives you back a very simple maximum for a leader is
a very simple maximum for a leader is
a very simple maximum for a leader is give them the best and take best out of
give them the best and take best out of
give them the best and take best out of them give them the enabling environment
them give them the enabling environment
them give them the enabling environment and you’ll see that how productivity is
and you’ll see that how productivity is
and you’ll see that how productivity is enhance the leader like manager is not
enhance the leader like manager is not
enhance the leader like manager is not just concerned about organization the
just concerned about organization the
just concerned about organization the leader is concerned about organizational
leader is concerned about organizational
leader is concerned about organizational development as well as individual
development as well as individual
development as well as individual development because for a leader it’s
development because for a leader it’s
development because for a leader it’s very important that the employees
very important that the employees
very important that the employees welfare how they’re feeling is are they
welfare how they’re feeling is are they
welfare how they’re feeling is are they comfortable how about their professional
comfortable how about their professional
comfortable how about their professional development because as you say this is
development because as you say this is
development because as you say this is human centric leadership this slide you
human centric leadership this slide you
human centric leadership this slide you have seen as first light this was my
have seen as first light this was my
have seen as first light this was my first slide so I’m bringing it back
first slide so I’m bringing it back
first slide so I’m bringing it back again
again
again we started with slide saying that a real
we started with slide saying that a real
we started with slide saying that a real change a sustainable change is that
change a sustainable change is that
change a sustainable change is that change where which is holistic in nature
change where which is holistic in nature
change where which is holistic in nature which is brought about at three levels
which is brought about at three levels
which is brought about at three levels at belief level at action level and at
at belief level at action level and at
at belief level at action level and at attitude level because if it’s a action
attitude level because if it’s a action
attitude level because if it’s a action level only it won’t sustain there is
level only it won’t sustain there is
level only it won’t sustain there is need that there is a change at belief
need that there is a change at belief
need that there is a change at belief level as well
level as well
level as well then had to do only then you know that
then had to do only then you know that
then had to do only then you know that change is sustainable and this is my
change is sustainable and this is my
change is sustainable and this is my last slide and I’m summing it up after
last slide and I’m summing it up after
last slide and I’m summing it up after showing you that holistic view of change
showing you that holistic view of change
showing you that holistic view of change let’s compare these two major paradigms
let’s compare these two major paradigms
let’s compare these two major paradigms in leadership this is coercion versus
in leadership this is coercion versus
in leadership this is coercion versus inspiration some managers they would
inspiration some managers they would
inspiration some managers they would like to get things done by using
like to get things done by using
like to get things done by using authority by instilling fear this is
authority by instilling fear this is
authority by instilling fear this is coercive paradigm of management use of
coercive paradigm of management use of
coercive paradigm of management use of fear and force to get things done and in
fear and force to get things done and in
fear and force to get things done and in this case they touch just one layer of
this case they touch just one layer of
this case they touch just one layer of change actions the other two layers
change actions the other two layers
change actions the other two layers belief and attitudes are not touched on
belief and attitudes are not touched on
belief and attitudes are not touched on the other hand inspirational paradigm of
the other hand inspirational paradigm of
the other hand inspirational paradigm of leadership that uses inspiration
leadership that uses inspiration
leadership that uses inspiration enthusiasm as a driving force that
enthusiasm as a driving force that
enthusiasm as a driving force that enthusiasm emanates from a dream from a
enthusiasm emanates from a dream from a
enthusiasm emanates from a dream from a meaning of life from a purpose from a
meaning of life from a purpose from a
meaning of life from a purpose from a cause that is given by the leader and
cause that is given by the leader and
cause that is given by the leader and then this kind of leadership touches
then this kind of leadership touches
then this kind of leadership touches three levels of change the belief level
three levels of change the belief level
three levels of change the belief level change the action level change and the
change the action level change and the
change the action level change and the attitude level change and in the
attitude level change and in the
attitude level change and in the you know short time I just I could share
you know short time I just I could share
you know short time I just I could share with you that my own personal experience
with you that my own personal experience
with you that my own personal experience is that use of force is not the way to
is that use of force is not the way to
is that use of force is not the way to lead in organization it is incomplete
lead in organization it is incomplete
lead in organization it is incomplete and misleading management style on the
and misleading management style on the
and misleading management style on the other hand this inspiration this
other hand this inspiration this
other hand this inspiration this participatory approach and this
participatory approach and this
participatory approach and this enthusiasm that is the way and my
enthusiasm that is the way and my
enthusiasm that is the way and my personal experience is that because I am
personal experience is that because I am
personal experience is that because I am coming from a background I was just a
coming from a background I was just a
coming from a background I was just a teacher a writer and this was totally a
teacher a writer and this was totally a
teacher a writer and this was totally a different thing for me but my personal
different thing for me but my personal
different thing for me but my personal experiences that I found this paradigm
experiences that I found this paradigm
experiences that I found this paradigm more effective and more useful thanks
more effective and more useful thanks
more effective and more useful thanks very much
”
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