Concept of Leadership:

Organizational system leadership is the ability to create energy, motivation and action in a group of people based on mutual values and ideas. That is the type of the leaders we usually see. Intellectual leadership is the ability to take risks with ideas, challenging both current belief and us to react, think, argue, and grow - through writing and speaking but not from a formal organizational perspective. According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that:
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Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: 1. Helping employees understand the company's overall business strategy. 2. Helping employees understand how they contribute to achieving key business objectives. 3. Sharing information with employees on both how the company is doing and how an employee's own division is doing relative to strategic business objectives.

Questions about Leadership:

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

The best example of leadership is leadership by example. - Jerry McClain of Seattle, WA

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If it's a good idea, go ahead and do it. It is much easier to apologize than it is to get permission. - Admiral Grace Hopper You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the thing you think you cannot do. - Eleanor Roosevelt Leadership in today's world requires far more than a large stock of gunboats and a hard fist at the conference table. - Hubert H. Humphrey All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership. - John Kenneth Galbraith, U.S. economist, "The Age of Uncertainty" The real leader has no need to lead - he is content to point the way. - Henry Miller Most of the ladies and gentlemen who mourn the passing of the nation's leaders wouldn't know a leader if they saw one. If they had the bad luck to come across a leader, they would find out that he might demand something from them, and this impertinence would put an abrupt and indignant end to their wish for his return. - Lewis H. Lapham Leadership consists not in degrees of technique but in traits of character; it requires moral rather than athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of self-restraint. - Lewis H. Lapham I am a leader by default, only because nature does not allow a vacuum. - Bishop Desmond Tutu People ask the difference between a leader and a boss. . . The leader works in the open, and the boss in covert. The leader leads, and the boss drives. - Theodore Roosevelt The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on. . . . The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully. - Walter Lippmann There is no such thing as a perfect leader either in the past or present, in China or elsewhere. If there is one, he is only pretending, like a pig inserting scallions into its nose in an effort to look like an elephant. - Liu Shao-ch'i 2|Page

Importance of Leadership on Organizational Behavior:

The aspect of leadership is perhaps one of the most influential elements in organizational behaviors. This is because the leaders are expected to direct the company in such a way as to maximize corporate objectives while minimizing costs. In perhaps more than any other area of organizational behavior the leadership aspect is a combination of learning theories, power, personality, performance appraisal and motivation. This is because leadership is the process whereby an individual must gain the voluntary participation of subordinates with the goal of attaining corporate objectives. Thus, a leader's personality and sense of power will influence this process. Further, motivation is a key aspect of leadership because goal will not be attained if subordinates are not properly motivated to achieve them and performance appraisal is a key element in this process. Without adequate feedback that is quantifiable, leaders will not be able to assess employee performance reliably or measure progress in attaining corporate objectives. Leadership theory is mostly divided between trait and behavioral theories. Trait theories are more traditional and focus on the personal traits of leaders from those of followers. Behavioral therapists take a different approach. Behavior lists try to determine the types of leadership behaviors that have produced a higher level of work performance. Too often, leaders fail because they only consider one aspect

Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. The following points justify the importance of leadership in a concern. 1. Initiates action- Leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts. 2. Motivation- A leader proves to be playing an incentive role in the concerns working. He motivates the employees with economic and non-economic rewards and thereby gets the work from the subordinates. 3. Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates. Guidance here means instructing the subordinates the way they have to perform their work effectively and efficiently. 4. Creating confidence- Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems. 5. Building morale- Morale denotes willing co-operation of the employees towards their work and getting them into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals. 6. Builds work environment- Management is getting things done from people. An efficient work environment helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal contacts with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms. 7. Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective coordination which should be primary motive of a leader. 3|Page

BIOGRAPHY Of Mr. M. A. Hashem:

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Mr. Hashem, son of Late Al-Haj Abdul Aziz and Late Amberer Nersa Begd Late Amberer Nersa Begum, was born in a respectable Muslim family of Wasaqpur, Begumganj in the district of Noakhali In August 11, 1943. He was a Member of National Parliament. He is a proud father of 5 Highly educated boys. A reputed Industrialist and philanthropist, Mr. Hashem is actively associated with many educational and socio-cultural organizations of the country. He is a Director of Janata Insurance Co. Ltd. and also the founder member of North South University, Founder of M.A. Hashem Diabetic Hospital Chowmuhani, M.A. Hashem University College, Kazirhat, Begumganj and AlHaj Abdul Aziz Lillah Boarding & Orphanage at Chowmuhani, Noakhali. He has been patronizing a number of social, cultural, charitable & sporting organizations of the country. He is the Chairmen of Company list: Hashem Corporation (Pvt.) Ltd Star Particle Board Mills Ltd. Danish Condensed Milk Bangladesh Ltd. Danish Food Products Partex suger mills Ltd. Amber Cotton Mills Ltd. Amber Pulp and Paper Mills Ltd. Partex Beverage Ltd. Parterx Furniture Industries Ltd. Danish Distribution Network Ltd. Partex Plastics Limited. Rubel Steel Mills Ltd. Partex Real Estate Ltd. Star Vegetable Oil Mills Limited Star Coconut Mills Limited Dhakacom Ltd. (ISP) Partex Rottor Spinning mills Limited Others: United Commercial Bank Ltd.(Director) Janata Insurance Co. Ltd. (Director)

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Leadership and Path-Goal Theory

Path-goal theory is about fit between motivation, behavior, environment, tasks, and reward (Evans, 1970; House, 1971). It traces its origins to expectancy theory, situational leadership and contingency theory, and builds upon all three. Path-goal theory is therefore about flexibility. From expectancy theory, path-goal finds that motivation works best by encouraging followers in their strengths and rewarding them for their efforts. The leader identifies the development level of the followers as well as the supportive and directive behavior criteria to be filled. In the situational leadership model this corresponds to delegating, supporting, coaching and directing behaviors. Where path-goal deviates from situational leadership is in the leaders need to be able to adapt to the characteristics of the followers and the task at hand. Additionally flexibility is needed not only on the behavior of the leadership in understanding the needs of the followers, but also to the environment the organization is operating as well has the internal workings of the organization itself. This ability to adapt to environment and internal operational parameters is the foundation of contingency theory. The objectives that path-goal theory follows to evaluate the surroundings and personalities are (a) define goals, (b) clarifies path, (c) remove obstacles and provide support. Based in the typology, path-goal theory offers, "a large set of predictions for how a leader's style interacts with subordinates' needs and the nature of the task. Among other things, it predicts that directive leadership [directive] is effective with ambiguous tasks, that supportive [coaching] leadership is effective for repetitive tasks, that participative [supporting] leadership is effective when tasks are unclear and subordinates are autonomous, and that achievement-oriented [delegating] leadership is effective for challenging tasks." (Northouse, 2004, p. 144) Strength of path-goal typology is therefore based on the situational framework of understanding how achievement-oriented (delegating), participative (supporting), supportive (coaching) and directive (directive) behaviors affect the productivity and satisfaction of the followers. Additionally path-goal theory integrates the motivation principles of expectancy theory with the adaptation to environment and internal organizational parameters of contingency theory. Though flexible in nature, path-goal theory in itself is also complex and counter intuitive; herein lies its criticism. "Path-goal theory encompasses so many interrelated sets of assumptions that it is hard to use this theory in a given organizational setting" (Northouse, 2004, p. 144) An explanation of the effects of leader behavior on subordinate satisfaction, motivation, and performance is presented. The explanation is derived from a path-goal theory of motivation. Dimensions of leader behavior such as leader initiating structure, consideration, authoritarianism, hierarchical influence, and closeness of supervision are analyzed in terms of path-goal variables such as valence and instrumentality. The theory specifies some of the situational moderators on which the effects of specific leader behaviors are contingent. A set of general propositions are advanced which integrate and explain earlier fragmentary research findings. Several specific predictions are made to illustrate how the general propositions can be operationalised. The usefulness of the theory is demonstrated by showing how several seemingly unrelated prior 7|Page

research findings could have been deduced from its general propositions and by applying it to reconcile what appear to be contradictory findings from prior studies. Results of two empirical studies are reported that provide support for seven of eight hypotheses derived directly from the general propositions of the theory. A third study designed to test three of the original eight hypotheses is also reported. Two of these three hypotheses are successfully replicated.

The theory has been subjected to empirical testing in several studies and has received considerable research support. This theory consistently reminds the leaders that their main role as a leader is to assist the subordinates in defining their goals and then to assist them in accomplishing those goals in the most efficient and effective manner. This theory gives a guide map to the leaders about how to increase subordinates satisfaction and performance level. The path goal theory centers on the motivational factors of the subordinates that have significant influence on the outcome of the task. It was originally proposed by Robert House(1971) while he was trying to explain various anomalies that were found in studies related to people vs task concern leadership styles. According to the situational-leadership , if the leader adapted his style to complement the developmental level of the employees, the outcome should be maximized, but it was not found to be true in practice. The main reason was that the leadership was still focused on its own goals of task completion, while the employees perception of goal is the rewards that he might get on task completion. The subtle question that comes to every employees mind is what do I gain out of this task? Hence the path-goal theory intrinsically rests on the expectancy theory which states that an individual cognitively determines his motivation based on amount of effort required, the rewards or returns of the effort and the importance the individual gives to the rewards. Path-Goal theory defines the role of a leader as one who defines the goal and lays down the path for the subordinate that facilitates completion of goal. 8|Page

Clarifies the task scope, boundaries and the process. Clarifies the role and responsibilities of the subordinates. Clarifies the criteria on which both the task success and subordinates accomplishments will be judged. Provides guidance and coaching. Removes obstacles that might affect the task completion. Provide psychological support and rewards as way to complement the work environment.

The path-goal theory stresses that if the subordinates find the leadership style to be satisfying and it meets their expectations, they will be motivated towards the goal of leadership. On the other hand, when the role of subordinate and the task structure are ambiguous, i.e its not clear what is expected of one and how he will be evaluated, the subordinate feel extremely stressed and dissatisfying, and will disapprove of leaders style. Mr. M. A. Hashem and The four leadership styles: Directive: Here as a leader, Mr. M. A. Hashem provides guidelines, lets subordinates know what is expected of them, sets performance standards for them, and controls behavior when performance standards are not met. He makes judicious use of rewards and disciplinary action. The style is the same as task-oriented one. Supportive: Mr. M. A. Hashem is friendly towards subordinates and displays personal concern for their needs, welfare, and well-being. This style is the same as people-oriented leadership. Participative: Mr. M. A. Hashem believes in group decision-making and shares information with subordinates. He consults his subordinates on important decisions related to work, task goals, and paths to resolve goals. Achievement-oriented: The leader sets challenging goals and encourages employees to reach their peak performance. Mr. M. A. Hashem that employees are responsible enough to accomplish challenging goals. This is the same as goal-setting theory. According to the theory, these leadership styles are not mutually exclusive and leaders are capable of selecting more than one kind of a style suited for a particular situation.

Environmental Contingency Factors: These are outside of control of the subordinates. Task structure Formal authority system Work group Environmental factors determine the type of leader behavior required as a complement if subordinate outcomes are to be maximized, while personal characteristics of the subordinate determine how the environment and leader behavior are interpreted. Task Structure: Here Task structure is the level of complexity and ambiguity in task. Formal authority system: Formal authority system of the organization is the degree to which the system supports or inhibits the work behavior. Here, Mr. Hashem deals with different organizational authority system as he is holding more than one organization. 9|Page

Work group: Work group is the dignity of clarity and support of work-group norms. Mr. Hashem takes support from his Personal secretary, his fellow co-workers and executives. Personal characteristics of subordinates Leader behavior will be ineffective when it is redundant with sources of environmental structure or incongruent with subordinate characteristics. The personal charactistics of subordinates are: Locus of control Experience Perceived ability Locus of control is the extent to which people believe they are in control of their environment (internal locus of control) or that events control them (external locus of control).Perceived ability is Subordinates perception of their ability to accomplish a given task. Motivational Tools The most common expectations of employees from their jobs have roots in their socio-economic status, people work not just to make a living but also how they compare against their peers. A motivational instrument can utilize the common socio-economic rewards from a task completion, namely: Raises ones technical skills. Formal recognition of ones abilities. Promotion or career growth. Monetary benefits like salary or pay-scale increase. Job security, immunity from companywide cost-cuttings or layoffs. Low-cost rewards like spot bonus, time-off, and leisure packages etc. Making the subordinate role and job more meaningful and important, creating value. Instigating a sense of achievement and pride. Strengths of Path-Goal 1. It is the first attempt to provide an expanded framework which combines the previous works of situational, contingent leadership and expectancy theory. 2. It is also the first theory to emphasize the importance of motivational factors from the subordinate perspective. 3. It defines very practical and clear roles for a leader. This is a leadership tool used to identify, analyze, solve and effectively manage situational issues arising from either follower characteristics or unfavorable external factors. Identifying problems between the environment-follower relationship, House then treats these as obstacles that need to be removed by the leader. The Path-Goal Theory requires leaders to clarify the path for followers, increase rewards and/or remove goal obstacles through adapting their leadership style as and when the situation requires.

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Present and Beyond:

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own. Leadership in today's world requires far more than a large stock of gunboats and a hard fist at the conference table. All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership. The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on. . . . The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully. Mr. M. A. Hashem is a very successful in being at the top position as the Businessmen with a great consistency. Because of maintaining a superior quality in a very competitive decent price, and of course, for the strong brand image, Partex Groups sale has been higher than any other company spontaneously. By analyzing the profile of Mr. M. A. Hashem it is found that he is one of the role model of the leaders and Businesspersons in the country and to the world also.

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References :( Sources)
1. www.teal.org.uk/leadership/definition.htm 2. www.nwlink.com/~donclark/leader/leadcon.html 3. en.wikipedia.org/wiki/Leadership 4. www.managementstudyguide.com/importance_of_leadership.htm 5. www.nwlink.com/~donclark/leader/leadob.html 6. www.projectguru.in/.../importance-of-leadership-in-organizational7. zamanfam.com/MBA/OBImportance.html 8. House, R.J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321-339 (1.http://managementstudyguide.com/houses-path-goal-theory.htm)

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