Leadership Development Programme : Leadership Development Programme
What’s Leadership ? : What’s Leadership ?
Leadership is a process whereby a person influences others to achieve a goal and inspires through motivation and direction.
Leaders have -
Vision and direction
Are capable of aligning employees towards a common purpose
Key Functions of a Leader : Key Functions of a Leader
Key Functions : Key Functions
Slide5 :
Role Plays
Leadership Styles : Leadership Styles
Authoritarian or autocratic
Participative or democratic
Delegative or Free Reign
Leadership Styles : Leadership Styles
Authoritarian or autocratic Style : Authoritarian or autocratic Style
Retains power and decision-making
Does not consult staff, nor allowed to give any input
Staff expected to obey orders without receiving any explanations
Structured set of rewards and punishments
Style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style...
Authoritarian Style –Most Effective : Authoritarian Style –Most Effective
When new, untrained staff do not know which tasks to perform or which procedures to follow.
Effective supervision provided only through detailed orders and instructions
If Staff do not respond to any other leadership style
Limited time in which to make a decision
A manager’s power challenged by staff
Authoritarian - Should not be used : Authoritarian - Should not be used
Staff become tense, fearful, or resentful
Staff expect their opinions to be heard
Staff depend on their manager to make all their decisions
Low staff morale, high turnover and absenteeism and work stoppage
Participative or democratic Style : Participative or democratic Style
Encourages staff to be a part of the decision making
Keeps staff informed about everything that affects their work and shares decision making and problem solving responsibilities
A coach who has the final say, but gathers information from staff before making a decision
Staff like the trust they receive and respond with cooperation, team spirit, and high morale
Democratic – Most Effective : Democratic – Most Effective
When want to keep staff informed about matters that affects them.
Wants staff to share in decision-making and problem-solving duties.
Wants to provide opportunities for staff to develop a high sense of personal growth and job satisfaction.
A large or complex problem that requires lots of inputs to solve
Want to encourage team building and participation
Democratic – Should not be used : Democratic – Should not be used
Not enough time to get everyone’s input
Easier and more cost-effective for the manager to make the decision
Can’t afford mistakes
Manager feels threatened by this type of leadership
Staff safety is a critical concern
Delegative or Free Reign : Delegative or Free Reign
The manager provides little or no direction and gives staff as much freedom as possible
All authority or power given to the staff and they determine goals, make decisions, and resolve problems on their own.
Delegative – Most Effective : Delegative – Most Effective
Staff highly skilled, experienced, and educated
Staff have pride in their work and the drive to do it successfully on their own.
Outside experts, such as staff specialists or consultants used
Staff trustworthy and experienced
Delegative – Should not be used : Delegative – Should not be used
When Staff feels insecure at the unavailability of a manager
The manager cannot provide regular feedback to staff on how well they are doing.
Managers unable to thank staff for their good work.
The manager doesn’t understand his or her responsibilities and hoping the staff cover for him or her
Slide17 :
Which Style Do you think is the Best ???
Slide18 :
Situational Leadership
Situational Leadership The Leader’s Level of Support : Situational Leadership The Leader’s Level of Support Directing - Leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way.
Coaching- Leaders still define roles and tasks, but seeks ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way.
Supporting- Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower.
Delegating- Leaders are still involved in decisions and problem-solving, but control is with the follower
Applying Situational Leadership : Applying Situational Leadership
Skill Set Clash : Skill Set Clash
Are you good with Processes, but not with people?
Are you good with people but not with Processes?
Slide22 : Leadership is... BALANCE
Balance : People Processes Balance
Characteristics of Successful Leader : Characteristics of Successful Leader Listening (and questioning) skills
Dealing with conflict
Dealing with difficult people
Appreciation of other people.
Forming effective teams
Establishing trust through consistency
Sensitivity to other cultures
Communicating Positive & negative feedbacks.
Capacity to handle criticism
Put your People First : Put your People First Put your people first. The bottom line about being a good manager is this:
If your employees don't perform well, you don't perform well.
Every good manager must learn how to train, support and motivate his or her employees.
If you don't take the time to support your staff and ensure their needs are being met, all of your work will be useless.
Be a Credible Manager : Be a Credible Manager Effective managers establish a system of values.
You have to make yourself accountable to people in authority.
Effective managers understand that no good ever comes out of authority without accountability
You are an includer : You are an includer
Being a manager you need to involve your team members in whatever you do. You don’t exclude others because they lack certain attributes. To become an effective manager learn to tap & develop people.
Keep your employees within the loop. Inform them of all decisions that will affect and be affected by their work. Don’t treat them as mindless machines that are used only to get the job done.
Don’t show discrimination : Don’t show discrimination Being a good manager you should never discriminate among your team members.
Treat your people equally.
Be calm & dignified : Be calm & dignified Don’t be rude with others
You can be firm but not harsh
Don’t use hurting words in your statement
Be a Mentor : Be a Mentor Not everyone can learn his / her job from the first day. Train your team members wherever they are facing problem
Rather than shouting on others who are not as good as you on that job try to make them learn. Your team members will pay high regards to you.
Top things to make a good manager : Top things to make a good manager Acknowledge your staff :
When a member of staff does a job well, make sure you notice it, and acknowledge her or him for it. Don't let the opportunity to praise a piece of good work go by.
Never, ever, humiliate anyone in public : Never, ever, humiliate anyone in public If you are annoyed with someone on your team, or they have done something wrong, make sure you keep your cool, especially in public. If you humiliate someone, he or she will hold a grudge against you, and their work will suffer too.
Criticize in a constructive manner : Criticize in a constructive manner If you feel that an employee has the potential to do much better at his/her job, take them aside and tell them how you feel. Sometimes, the belief that a superior has in you pushes you to achieve more.
Avoid last minute tasks : Avoid last minute tasks No one likes to start a task at the end of the day, especially when you have other plans for the evening. Do not throw work at your employees just as they are about to call it a day
Consider Following Points : Consider Following Points Talk to people Make people feel important Agree with People Thank People
More : More Skillfully listen to people Convince people Praise People
How to Set Inspiring Team Goals : How to Set Inspiring Team Goals Translate general goals into ones that tap into the team’s enthusiasm Try to be enthusiastic and confident about team goals Listen to the team’s idea about how to achieve goals Use SMART goals: Specific, Measurable, Achievable, Realistic, Time bound Build the team’s ground rules for always meeting deadlines
Slide38 :
Case Study - How to Support Your Team’s Development
How to Support Your Team’s Development (Case Study) : Stay aware of what is happening in your team
Anticipate problems and remove blocks to better working
Keep reviewing what stage the team has reached
Clarify what roles people are playing
Share the natural stages of team development with your team
Build trust in your team
Acknowledge conflicts How to Support Your Team’s Development (Case Study)
How to Support Your Team’s Development ( Cont’d. ) : How to Support Your Team’s Development ( Cont’d. ) Give regular rewards and feedbacks
Use commitment rather than control to obtain high level results
When it is time to end the team set a definite ending date
Acknowledge and deal with people’s feelings about ending the team
Celebrate or formally mark the ending of a team
Help enforce ground rules for working together
Show your personal commitment to the ground rules
Keep the team’s energy focused
Ideas to Use When Delegating : Ideas to Use When Delegating Pick people who accept responsibility
Try to match the person to the task
Remember that the person performing the task may not do it as well as you do it
Build the person's confidence by assigning a low-risk project at first
When communicating the assignment, use vocabulary that's easily understood
Keep tabs on what you delegate
Give a due date for the assignment
Slide42 :
You can’t direct the wind, but you can
adjust your sails.
Thanks !!!