Dr. Mohamed Seyam PhD. PT.
Assistant professor od physical therapy

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Purpose Driven _________________ Objectives Drive
Emotional____________________________ Rational
Fulfill Mission____________________Fulfill Contracts
Do Differently________________________ Do Better
Inspire Risk _________________________Avoid Risk
Seek New Systems _________seek Existing System
Look Outward _____________________ Look Inward
The Big Picture ______________ Day-to-Day Routine
Confront هجاوي Order___________________ Maintain Order
Innovative _____________________________ Stable
Flexible, Supportive ________________ Well-Ordered
Do the Right Thing_______________ Do Things Right
Change Things _____________Keep Things Running
Coordinate and Cultivate _____ Command and Control
The Future________________________ The Present

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Issues orders and it decides.
Depends on the powers granted.
Is interested in solving the problems.
A specialist in the performance of his work.
Is committed to the implementation of the instructions.
Seeks to achieve the official targets.
Ensure that there is a gab between him and his employees.
Do not be tempted to renewal and innovation.
It is imposed on the group.
Is interested in achieving the objectives.
Management skills first.
A one-way communication from top to bottom
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ةحونمملا تاطلسلا ىلع
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ررقيو رماولأا ردصي
دمتع
تلاكشملا لحب متهي
هلمع ءادأ يف صصختم
تاميلعتلا ذيفنتب مزتلي
ةيمسرلا فادهلأا قيقحت ىلإ ىعسي
نيبو هنيب ةوه كانه نوكت نأ ىلع صرحلا
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راكتبلااو ددجتلا ىلإ ليمي لا
ةعامجلا ىلع اضورفم نوكي
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نيسوؤرملا
فادهلأا قيقحتب متهي
لاوأ ةيرادلإا تاراهملا
فسلأا ىلإ ىلعلأا نم دحاو هاجتاب تلااصتلاا
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Issues Coaching and advising.
It depends on the selfconfidence and subordinates
Blowing enthusiasm in subordinates
Speak as collective ( we ).
Looking for solutions to the problems
Consult and ask advice .
Set off a collective action .
Focuses on innovation .
His powers are derived from the group .
Is interested in building relationships with subordinates .
The power to influence others .
Communication from top to bottom or vice versa
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حصنيو بردي
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نيسوؤرملاو سفنلاب ةقثلا ىلع دمتعي -
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نيسوؤرملا يف ةسامحلا رجفي -
.( نحن ) ةيعامجلا ةغيصلاب ملكتي -
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تلاكشملل لولح نع ثحبي -
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ةحيصنلا بلطيو ريشتسي -
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يعامجلا لمعلا رجفي -
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راكتبلااو ديدجتلا ىلع زكري -
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ةعامجلا نم هدمتسم هتايحلاص
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نيسوؤرملا عم تاقلاعلا ءانبب متهي -
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نيرخلآا يف ريثأتلا ةطلس -
سكعلاب وأ لفسلأا ىلإ ىلعلأا نم تلااصتلاا -
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 Two main aspects, namely: -
A - strength of the relationship and humanitarian ties between the leader and the others (followers / subordinates) comes from the attention of the commander skillfully human interaction and build social relationships based on the foundations of teamwork and common goals.
B * leadership style as commander often not based on official authority as does the Director is based on personal abilities in dealing with others and earn their convictions to implement the goals it seeks to achieve.

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Good reputation, honesty and good morals.
Calm and poise in dealing with things and sobriety and prudence when making decisions.
Physical strength and health and safety.
Flexibility and imagination.
The ability to self-control when necessary.
Appearance Hassan and positive at work.
Self-adhesive properties (innate) like thinking and planning, creativity and the ability to visualization.
Humanitarian skills (social) such as relations and communication and motivation
The ability to innovate and good conduct.
Characterized his relationship with his colleagues and perfect cooperation.
A combination of knowledge systems and objectives and labor laws and the ability to influence others.
Full understanding of the dimensions of personal labor.
That has the ability to dialogue with others and listen to them and motivate them to do their jobs.

 Personal leadership, which manages a certain position in any organization should have :
1) the knowledge of labor laws,
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Goals and objectives of the organization. a personal specification (flexibility, absorption capacity, humility, commitment)

1. Field intelligence.
2. The ability to make decisions.
3. self-confidence.
4. honesty.
5. collective possibilities.
 The specifications as well as the leader in: -
1. atrractive (ideal effect)
2. Catalysis inspirational
3. intellectual arousal
4. individual account: any listening gently and to give special attention to the needs of personnel

1-
. Is it who leaders are that makes them leaders?
2-
. Is it what leaders achieve that makes them leaders?
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: Is it where they operate that makes them leaders?
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: Is it how they get things done that makes them leaders?

The identified leadership dimensions are:
1- charismatic/value-based (visionary, inspirational, integrity, decisive)
2- team-oriented (collaborative, integrative, diplomatic)
3- participative (non-autocratic, allow participation in decision making)
4- autonomous (individualistic, independent, unique)
5- humane (modest, tolerant, sensitive)
6- self-protective (self-centered, status-conscious, facesaver)

Be in control and project confidence yet realize their limitations because of organizational realities.
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Be wise yet modest to avoid self-enhancement.
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Lead, yet get out of the way – no leadership may be the best leadership.
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Build systems and teams yet take little direct credit for their successes.

 leading from alongside people rather than leading them from above.
 Lateral leaders function as mentors and consultants to teams of workers.

 It is the link between the workers and the organization's future plans and perceptions.
 It is working to unify the efforts of workers towards achieving the goals set.
 Control over the work and draw the necessary plans to solve problems.
 The development of individuals and their training, care and motivate them.
 The ability to increase individual development and humanitarian and practical skills.

 Leadership is the ability to influence individuals to make them want to achieve the objectives of the group

 Autocratic leadership
 This kind of leadership is known by different names such as leadership military or authoritarian leadership
(dictatorship).
 The date of this leadership to the early times of the composition of human society, where the force of circumstance life conditions, and is characterized by the kind of leaders Arbitrary his behavior derived from the power vested in him

 Democratic leader depends on the acceptance of belonging to the authority,
 and not on the official authority vested in him.
 The Democratic leadership in the method of the opposite style autocratic ruler.
 First, it depends on the development of good human relationships between the leader and the people, through their needs and satisfy their interest in, and recognition of the importance of their role in the organization.

 This method of leadership is different for each of the two approaches, also called under the leadership of
"non-interference" and also "Alterslah leadership" and
"concessional Leadership" A leader who uses this method in leadership does not lead, in fact, any business mentioned, it is only telling subordinates goal to be achieved, then let them do what they want without interference including

 Affiliative Power Managers:
 Want to be liked more than they want to get the job
(patient care) done
 so they make decisions based on what makes people
(staff) happy.

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 Strong bosses who make employees feel strong.
 Democratic but turf building and selfaggrandizing so friction between units of an organization (Physical Therapy, Occupational
Therapy, Speech Language Pathology) results.
 They are competitive, and not team players because decisions are based on “me” first.