WELCOME LEADERSHIP

TRAINING PROGRAM
Kaushal shah
REFERENCE BOOKS
You crossed
milestones, SO
Special !
• Experience
• Potential
• Responsible
• Having value of commitment
• Ability to Learn how Quickly
• Curiosity
• Flexible
• More Innovative
• Better/Filtered circle
• Risk taker with Calculation
WHAT WE GOING TO LEARN
TODAY……
• Leadership Definition
• Interpersonal Effectiveness

Leadership
• Attributes of a leader
• Differences between management skills and leadership skills
• Being a leader
• Holistic communications
INTERPERSONAL COMMUNICATIONS

• Personal Interactive Skills

• Jungian type personality indicators
• Self Evaluation
• Motivating
• Maslow’s Hierarchy of Needs
• Team building
• Coaching
CONFLICT MANAGEMENT

• Thomas-Kilmann Conflict Styles

• Self Evaluation
• Situations to use conflict styles and consequences
• Confronting Conflict
PROBLEM SOLVING AND DECISION
MAKING
• Formal Techniques, eg. KT, Alamo, Cause Mapping, etc
• Brainstorming
• Synergistic Decision Making
 What is Leadership ?

• Leadership is the Influencing process of leaders and followers to achieve organizational

objectives through change

• Leadership, is the ability to influence others, with or without authority

Why Leadership
is Important ?

For crisis situations

For organizational performance

For employee job satisfaction

For successful management

Interpersonal Effectiveness
• Interpersonal effectiveness is the capability of an individual to do this,
influence others and competently.

• Leadership is a direct function of three elements of interpersonal

effectiveness
• Awareness
• Ability
• Commitment
Interpersonal Effectiveness
 Awareness
• Awareness 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.
Leader must have
• Vision
• Travel into unexplored path
• Manage success and failure
• Courage to take decision
• Nobility in management (action should be transparent)
• Work with integrity and succeed with integrity
 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
• For leaders, the “one thing” that leads to maturity is the fully aware
recognition that one’s decisions make a difference, both positively
and negatively.
• In the lives of others, and that any attempt to solve a problem might
have a decided negative impact on some, while helping others.
• In no-win scenarios, one must still make a hard decision.
Attributes of a Leader
• 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.
Attributes of a Leader
• 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.

• 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.
Where leadership require?
 Leadership vs Management
Leadership is the ability to develop a vision that Management is the ability to organize
motivates others to move with a passion resources and coordinate the execution of
toward a common goal tasks necessary to reach a goal in a timely and
cost effective manner

Leader vs Manager
Leaders: Manager:
Do the right thing Do things right

Leadership – soft skills Management – hard skills

• Communications • Scheduling
• Motivation • Staffing
• Stress Management
• Activity Analysis
• Team Building
• Project Controls
• Change Management
Managers attributes
• 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.
Time management
• Email etqtaes
Recipe for being a Leader
• Take control of your life
• Assume responsibility for who you are
• Convey a positive and dynamic attitude in everything you do
• Accept blame: learn from your own mistakes as well as those of others. Take blame
for everything that happens in your unit
• Give credit wherever it is due
• Think great thoughts. Small thinking is why companies go broke
• Turn disasters into opportunities. Turn every obstacle into a personal triumph
• Determine your "real" goals then strive to achieve them
• When you want to tell someone something important, do it personally
• Don’t be afraid to get your hands dirty doing what you ask others to do. Make coffee
Recipe for being a Leader
• Listen effectively
• Encourage teamwork and participation
• Empower team members
• Communicate effectively
• Emphasize long-term productivity
• Make sound and timely decisions
• Treat each person as an individual
• Know yourself and your team
• Protect your team
• Have vision, courage and commitment
Holistic Communications
• Holistic communication is the art of sharing emotional as well as factual
information.

• The way you stand or sit

• indicates whether you are an open person, easily approachable
• says whether you are friendly
• tells others whether you could be a good team player
• suggests that you are frank and honest
• tells others what you really think of them
• shows whether you are a part of the team
Holistic Communications
• The way you dress
• indicates whether you have conventional ideas or whether you are a
radical
• shows how neat you are
• suggests whether you will fit in with the company's image
• makes a statement about whether or not you care enough to find out
about the company, its image and its objectives
• shows indirectly whether you are confident, whether or not you
believe in yourself.
Holistic Communications
• The way you write
• Conveys whether you are warm and friendly or appear cool and reserved
• Tells whether you are dynamic and energetic or whether you are
lethargic and procrastinate
• Conveys an image of you as either intuitive in solving problems, or
logical, solving problems step by step
• Says whether you want to communicate with others or not
• Says whether you try to avoid conflict or seek it
• Says whether you are materialistic or idealistic
Holistic Communications
Conclusions
• Communication is a holistic concept; everything we do conveys
something about ourselves
• If you want to achieve greatness in your chosen objectives you must
communicate holistically. It is not enough to write well or to know a
lot of big words. You must be able to project an image that will lead
to success
• You can change the way you appear to others by changing your
behavior pattern
• If you want to change your behavior pattern, you must change
everything about yourself
Interpersonal Communications
Personality Indicators
• an introvert and extrovert

• Are you energized around people? Do you like to meet people and
seek opportunities to do so? Do you think out loud? Do you talk to
plants and discuss problems with animals? This is Extrovert behavior.
• Alternatively, do you find you would rather work alone, without
interruption. Does meeting too many people tend to tire you out?
Would you sooner not answer the phone - let the answering machine
do it for you. Would you rather have a problem written down for you
than stated verbally? This is typical Introvert behavior.
 Abraham Maslow
Abraham Maslow was an American born psychologist, researcher and
educator who practiced during the middle third of the 20th century.
Maslow created his now famous hierarchy of needs based on his
observations that some needs take precedence over others.
 Building a Team
• Why would someone want to become part of a team?

• Doing something worthwhile for themselves and the organization

• Enjoying a more satisfying work life
• More in control of their jobs
• Making contributions which are well used
• Learning new skills
• Recognized and respected
• Are clear on team goals and are committed to them
• Feel ownership for problems rather than blaming them on others
• Share ideas
• Listen to and show respect for others
• Talk more about “we” and less about “I” and “me”
 Building a Team
• Understand and use each others know-how
• Know about each other’s personal lives
• Give each other help and support
• Show appreciation for help received
• Recognize and deal with differences and disagreements
• Encourage development of other team members
• Are loyal to the group, its members, the leader and the organization
• Make decisions based on facts not on emotion or personalities
• Play a variety of roles – serve as leader, teacher or coach
Coaching
• The goal of coaching is not to provide direction, but to enable team
members to work together to help one another find direction.
• Coaching is the foundation for continuous improvement.
• Coaching is a practical skill anyone can learn.
Coaching
1. Identify an opportunity to help someone expand on his or her skills,
knowledge and abilities
Coaching is a chance to help someone enhance his or her performance and
add value to the organization/team. Sometimes, people may ask for
coaching, but don’t wait for that to happen. Act on opportunities for
coaching at any time.
2. Confirm that the person is ready for coaching.
Before trying to coach, make sure the person is open to it. If a person seems
hesitant, try explaining the benefits, but don’t insist on coaching
someone who simply isn’t receptive. To ensure a win-win situation, find
out if the person is willing before proceeding to coach.
Coaching
3. Ask questions and offer information to help clarify the situation.
Much of coaching involves helping people clarify situations in their own
minds. Often, the best way to do this is by asking open-ended
questions that encourage them to think through the situation aloud.
Begin questions with words like what, when, where, who and how
much.
4. Help the person identify possible actions.
The best coaching enables people to think and act on their own. As you
help someone identify immediate actions, you’re also preparing the
person to work through similar issues without your help. Offer
guidance as he or she develops a plan.
Coaching
5. Gain agreement on a course of action.

In coaching, you help someone plan how to handle a situation. To be certain

that the session results in positive action, you need to gain the person’s
commitment to a specific plan of action.
6. Offer your support.
The ultimate goal of coaching is to enable a person to act independently.
Most people need assurance and support before they can reach that goal.
As a coach, you need to let the person know you’re available to give
further assistance – or further coaching- when it is needed. Coaching
isn’t a quick fix or a one-time shot, it’s an extended relationship
Conflict Management
• Kenneth Thomas and Ralph Kilmann developed a model of five (5)
conflict handling modes or styles
 Thomas-Kilmann Conflict Styles
• Avoiding (Uncooperative and unassertive) Neglects own concerns as well as
those of other parties: does not raise or address conflict issues.
• Accommodating (Cooperative and unassertive) Seeks to satisfy other
person's concerns at the expense of own.
• Competing (Uncooperative and assertive) Opposite of accommodating. Uses
whatever seems appropriate to win
• Collaborating (Cooperative and assertive) Opposite of avoiding. Works with
other party to find a solution that satisfies both own and other party's
concerns.
• Compromising (Middle ground) Seeks to find a middle ground to partially
satisfy both parties.
When to Avoid
• When an issue is trivial.
• When there is no chance of getting what you want.
• When the potential damage of confrontation is greater
than the benefits if resolution.
• When you need to gather more information.
• When others can resolve the conflict more effectively.
• When you need to cool down, reduce tension, and
regain perspective or composure.
When to Accommodate
• When you realize you are wrong.
• When the issue is much more important to the other
person than you.
• When you need a future favor (credit).
• When continuing the competition would damage the
cause.
• When subordinates need to develop - to learn from
our mistakes.
When to Compete
• When quick, decisive action is necessary.
• On important issues for which unpopular courses of
action need implementing.
• On issues vital to the group welfare, when you know
you are right.
• When protection is needed against people who take
advantage of noncompetitive behavior.
When to Collaborate
• When both sets of concerns are too important to be
compromised.
• When it is necessary to test your assumptions or
better to understand the viewpoint of the other party.
• When there is a need to combine ideas from people
with different perspectives.
• When commitment can be increased by incorporating
the concerns of everyone into the proposal.
• When there is a history of bad feeling.
When to Compromise
• When goals are important but not worth the effort of
potential disruption from more aggressive players.
• When two opponents with equal power are strongly
committed to mutually exclusive goals.
• When temporary settlements are needed on complex
issues.
• When expedient solutions are needed under time
pressures.
• As back-up when collaboration or competition fail.
When to Compromise
• When goals are important but not worth the effort of
potential disruption from more aggressive players.
• When two opponents with equal power are strongly
committed to mutually exclusive goals.
• When temporary settlements are needed on complex
issues.
• When expedient solutions are needed under time
pressures.
• As back-up when collaboration or competition fail.
Negative Consequences of Competing
• Eventually being surrounded by "yes people."
• Fear of admitting error, ignorance, or uncertainty.
• Reduced communication.
• Damaged relationships.
• Lack of commitment from others.
• More effort during implementation to sell the
solution.
Negative Consequences of Collaborating
• Too much time spent on insignificant issues.
• Ineffective decisions can be made by people with
limited knowledge of the situation.
• Unfounded assumptions about trust.
Negative Consequences of Compromising
• No one is completely satisfied.
• Solutions tend to be short-lived.
• Cynical climate: perception by both parties that it is a
"sellout."
• Larger issues, principles, long-term values and the
welfare of the company can be lost by focusing on
trivia or the practicality of implementation.
Negative Consequences of Avoiding
• Decisions made by default.
• Unresolved issues.
• Self-doubt created through lack of esteem.
• Creative input lost.
• Lack of credibility.
• Anger and hostility generated in subsequent
discussions.
Negative Consequences of Accommodating
• Decreased influence, respect, or recognition by too
much deference.
• Laxity in discipline.
• Frustration as own needs are not met.
• Self-esteem undermined.
• Best solution may be lost.
Conflict Control
• Use avoidance to ignore the issue.
• Use accommodating style to allow the other person to
resolve the issue.
• Structure the interaction so that a triggering event is
unlikely to occur.
• Strengthen the barriers that inhibit the expression of
conflict.
• Avoid dealing with the person with whom you are in
conflict.
Steps for Confronting Conflict
• Explain the situation as you see it.
• Describe how it is affecting your performance or the
performance of others.
• Ask for the other viewpoint to be explained, and listen
to the response.
• Agree on the issues independent of personalities.
• Explore and discuss the issues, without reference to
the problem.
Steps for Confronting Conflict
• Agree on what each person will do to resolve the
issues.
• Try to agree on the problem. If there is no agreement,
discuss issues some more.
• Explore possible solutions.
• Agree on what each person will do to solve the
problem.
Problem Solving & Decision Making
A number of formal, structural problem solving and
decision making techniques are taught in
organizational management courses. Examples:
• Kepner-Tregoe (KT) Technique
• Alamo Technique
• Cause Mapping
• etc
Brainstorming Process
• Everyone must be involved
• Call out ideas to scribe
• Build on ideas
• No idea is too trivial or silly
• There is no criticism nor judgment on any idea
• Get as many ideas as possible in the time
• Objective: solve problems and enjoy doing it
Objectives of Brainstorming
• Identify the issues rapidly
• Reach consensus on the most important issues rapidly
• Determine possible solutions to issues
• Select the most promising action to solve the problem
• Agree on who does what
• Get a commitment
• Sell the process
Synergistic Decision Making
Based on the premise that when people are supportive
of one another and follow a rational sequence of
activities in dealing with a problem, they can perform
beyond the sum of their individual resources.

Synergistic decision making requires participation in

effective interpersonal and rational processes.
Synergistic Decision Making
Interpersonal Processes – involves skills we use when
working with others.
• Listening to others
• Supporting their efforts to do well
• Differing with others when necessary in a manner that
is constructive rather than defensive
• Participating equally in group discussions
Synergistic Decision Making
Rational Processes – involves the skills we use in
thinking a problem through to a solution.
• Analyzing the situation
• Identifying objectives (ie., aims or goals)
• Considering alternative strategies
• Discussing adverse consequences
Synergistic Decision Making
Reaching a consensus is the hallmark of “acceptance” in
the effective decision equation:

Effective Decision = Quality X Acceptance

Lack of agreement regarding a decision places

acceptance of the decision and its execution in
jeopardy.
Synergistic Decision Making

Survival Exercise
Emotion managment
• Don’t take decigin when you have emotion on mind
What is a
leader?
• A leader is someone who brings people from where they
are, to where they need to be
Must have
• Change management
• Management skills
• Coaching skills
• Communication
• Emotional intelligence
• Time management
Leaders
• Share leadership responsibilities
through co-leadership
• Teach leadership skills to
subordinates
• Influence followers to support
organizational interests
• Set objectives
• Influence change for continual
improvement
• Can work with people
WHY do you want
to be a leader?
• Power, position, less work, to set
life in the organization…?

• Provide Direction And Vision,

• Motivate And Inspire Others,
• And Help Create An Environment
• Conducive To Success By Promoting
Communication And Collaboration
Among Team Member
Can an organization (company) fully accomplish its goals
like this?

Accountability and
Powerful People Come
From Powerful Places
Powerful People Make Places
Powerful
A leader is great, not because of
his/her power, but because of
his/her ability to Empower
others

•Attitude
•Our attitude is our most important asset

•“What lies behind us and what lies before

us are tiny matters compared to what lies
within us.” Walt Emerson (n.d.).

•The pessimist complains about the wind

•The optimist expect it to change
•The leader adjusts the sails
Test your Decision Power
Leaders
LEAD,
Managers
MANAGE
Leadership v/s
Management
• There has to be a balance

• Managers need to have some

leadership skills
• Leaders need to have some
management skills

• A mix of both is what makes a

leader successful in today’s world.
IMPROVEMENT
IN PERSONALI Communication
Skills
Emotional
Intelligence
Strategic Thinking
TY
Decision-Making
Team Building Change
and Problem-
and Motivation Management
Solving

Cultural Time
Ethical Leadership Competence and Management and
Diversity Prioritization

Coaching and
Mentoring
As leaders, We Need To Do The Following
Give Give credit for suggestions

Correct Correct grievances

Encourage Encourage others

Don’t criticize Don’t criticize others in front of others

Ask Ask other’s their opinions

Give Give positive feedback when demonstrated

Don’t show Don’t show favoritism

TASK

 Define the task

 Make the plan
 Delegate work and resources
 Control quality and rate of work
 Check performance
 Adjust the plan
INDIVIDUAL

 Attend to personal problems

 Praise individuals
 Give status
 Recognize and use individual abilities
 Develop the individual
TEAM

 Maintain discipline
 Build team spirit
 Encourage, motivate, give a sense of purpose
 Appoint sub-leaders
 Develop the group
What is leader's etiquette ? &
types of leader's etiquettes

• Workplace Etiquettes
• Personal Grooming
• Meeting & Presentation Etiquettes
• Telephonic Etiquettes
• Net etiquettes
• E-mail Etiquettes
 Professional Look
• As an administrative assistant to a federal judge it is important to Dress Professional
whether it is your first day or your 700th.

• •Sandals and Flip-flops

• •Shorts
• •Pajamas
• •Revealing Clothing
• •Wrinkled Clothing
• •Sweatpants
• •Ripped Jeans
• •Dirty Clothes
 Leaders to avoid these 7 mistakes
• Setting impossible goals

• Letting people get pseudo-wins by “majoring in the minors.”

• Tolerating “The dog ate my homework” and other common excuses

• Allowing sloppiness and imprecision

• Encouraging “editorialized” data

• Failing to measure what matters.

• Allowing an ABSOLUTE commitment to winning to slip

Books to be Read ….
LETS TEST YOUR
LEADER
Conclusion
Let's Recap 1 s
What is 2nd S

• Seiton – Set in order (Configure) -

visually arrange and identify
items for ease of use and
retrieval
Q&A
What is 2 S ? nd

Seiton – Set in order (Configure) - visually

arrange and identify items for ease of use
and retrieval
Thank
You &
Stay co
n nected
Next......
Leadership Styles

 Autocratic Leadership Style

 Bureaucratic Leadership Style

 Democratic Leadership Style

 Laissez-Faire Leadership Style

Five Levels
of Leadership

• Position/Rights
• Permission/Relationship
• Production/Results
• People
Development/Reproduction
• Personhood/Respect
LEADERSHIP FUNCTIONS
THE ROLE OF A LEADER
Achieving the task

Building and
maintaining Developing the
Team individual.

105
 Training Objective

Learning the
Understanding Gaining insight into
difference between Defining qualities
Good leadership your pattern belief
leadership and and strength
behavior and rules
management

Determining how Polishing Learning about

well you perceive interpersonal skills commitment and Making key
what's going around and communication how to move things decisions
you skill forwards

Empowering ,
Handling your and So what exactly is a
Motivating and Leading by example
other stress leader
inspiring other

Leadership Training
Qualities to look
for in a leader

• Character
• Influence
• Positive Attitude
• Excellent People Skills
• Honesty
• Proven track record
• Confidence
• Self Discipline
• Effective communication skills
• Willingness to change & take risks
 • Know the job
• Create a happy environment
Leadership •
•
Communicate
Coordinate with other departments
Roles and • Train & Develop
Responsibilities •
•
Coach and Counsel
Praise
• Explain the goal
• Offer solutions to problems
• Seek advice and service
WHAT’S IN IT FOR ME???
• Learn Social Relation Skills. You will get an excellent practical
experience in dealing with all kinds of people.
• LEARN to work with a quality and excellence mindset
• LEARN how to work as part of a team.
• CREATE friendships. You will meet new people and gain more friends.
• HAVE a head start towards a management career.
• LEARN time management. You will learn how to use your time for a
better advantage, planning your work schedule around your work and
other activities.
 Leadership & Teams
 In today’s organization teams are
Forces and Leadership Style
involved in every function
 For teams to achieve maximum  There are three forces that need to be
considered
effectiveness it is important that • Forces within you
― Influenced by background,
appropriate leadership be shown so as
knowledge, values and
to provide: experience
• Direction • Forces in the team
― Influenced by the leaders
• Motivation personality, their relationship
• Cohesion with the leader and their
expectations of the leader
• Forces in the situation
― Influenced by the nature of the
task, time available, customer
demands, resource availability
 Leadership
• Understanding Good leadership behavior
• Learning the difference between leadership and management
• Gaining insight into your pattern belief and rules
• Defining qualities and strength
• Determining how well you perceive what's going around you
• Polishing interpersonal skills and communication skill
• Learning about commitment and how to move things
forwards
• Making key decisions
• Handling your and other stress
• Empowering , Motivating and inspiring other
• Leading by example
• So what exactly is a leader
What is Leadership?
What is Leadership?

• Leadership is not something you do to people it is something you do

with people

Blanchard, Zagarmi and Zagarmi 1994

 Leadership Defined

 Creating & Communicating Meaning

 Genuine Caring About People

 External Focus

 Awareness of the Big Picture

 Clear Honest Communication

 Leadership and the Organization

 The organization needs to have leadership because leaders provide:

• Direction
• Motivation
• Inspiration

These allow ordinary people within the organization to produce extraordinary results over the long
term.
 Understanding Leadership

 Leadership is the essential ingredient that turns visions and plans into reality
 Effective leaders harness the energies and gain the commitment of their people towards great
achievements
 Leadership is the ability to get others to do willingly the things you want them to do for you
 Key elements are therefore
• Vision
Clarity in knowing where you need to get to
• Motivation
Spurring the people to work with you to achieve the vision
WHAT’S IN IT FOR ME???
• Learn Social Relation Skills. You will get an excellent practical
experience in dealing with all kinds of people.
• LEARN to work with a quality and excellence mindset
• LEARN how to work as part of a team.
• CREATE friendships. You will meet new people and gain more friends.
• HAVE a head start towards a management career.
• LEARN time management. You will learn how to use your time for a
better advantage, planning your work schedule around your school
and other activities.
What Makes an Effective Leader?

 Traits

 Behavioral

 Situational
Types of Power

•Position Power​

•Personal Power​
 What Makes an Effective Leader?
The factors that make an effective leader can be classified under three headings:

Traits
Approach

Behavioral
Approach

Situational
Approach
 What Makes An Effective Leader?

 Current thinking is that an effective leader possesses

• key characteristics from the Traits approach
• Skills and behaviors from the Behavioral Approach
• Use these in conjunction with appropriate responses from the Situational
Approach
Leadership & Management
Leadership v/s Management
Activity Management Leadership

Creating an Planning and Establishing

agenda budgeting direction

Developing a
human network Organizing and
Aligning people
for achieving the staffing
agenda

Controlling and Motivating and

Executing plans
problem solving inspiring
Leadership v/s Management
• There has to be a balance

– Managers need to have some leadership skills

– Leaders need to have some management skills

– A mix of both is what makes a leader successful in today’s world.

Leadership Style
 Leadership Style

 Can be defined as
• The way in which you carry out your functions as a leader
• A consistent pattern of behavior
• A behavior that has been developed by you consciously or sub-
consciously over time
 Leadership Styles
 Autocratic Leadership Style

 Bureaucratic Leadership Style

 Democratic Leadership Style

 Laissez-Faire Leadership Style

Autocratic Leadership Style
• Manager retains as much power and decision-making authority
• Manager does not consult employees, nor are they allowed to give any input

Should be used when:

• New, untrained employees join
• There is limited time in which to make a decision

Should be avoided when:

• Employees expect to have their opinions heard
• Employees become tense, fearful, or resentful
Bureaucratic Leadership Style
• The leader ensures that everything must be done according to procedure or policy
• If things are not done according to the book, the manager refers to the next level
above him or her

Should be used when:

• Employees are performing routine tasks over and over
• Safety or security training is being conducted

Should be avoided when:

• Employees do only what is expected of them and nothing more
• Employees lose their interest in their jobs and in their fellow workers.
Democratic Leadership Style

• Also called the participative style as it encourages employees to be a part of the decision making
• Manager shares decision making and problem solving responsibilities
• Can produce high quality and high quantity work for long periods of time

Should be used when:

• Highly skilled or experienced employees
• When implementing operational changes

Should be avoided when:

• New, untrained employees join
• When time is limited
Laissez-Faire Leadership Style
• Also known as the "hands-off¨ style. The manager provides little or no direction and
gives employees as much freedom as possible
• All authority or power is given to the employees and they must determine goals,
make decisions, and resolve problems on their own.

Should be used when:

• Employees are highly skilled, experienced, and educated
• Outside experts, such as staff specialists or consultants are being used

Should be avoided when:

• If It makes employees feel insecure at the unavailability of a manager.
• The manager cannot provide regular feedback to let employees know how well they
are doing or when the Manager doesn't understand his or her responsibilities and is
hoping the employees can cover for him or her
Leading A Team
 Motivational Skills
The leader’s job often includes having to change the attitudes and behaviors
of the followers This can be achieved by:

 Giving praise and honest appreciation when it is due

 Calling people’s attention to mistakes - but indirectly
 Talk about your own mistakes before criticizing another person
 Ask questions instead of giving direct orders
 Let the other person save face
 Praise very improvement
 Give the person a fine reputation to live up to
 Use encouragement to make any fault seem easy to fix
 Make the other person happy about doing as you suggest
Lateral Leadership
 Lateral Leadership

 Definition: Getting things done when you are not the boss
 This may be required or appropriate when
• Cross Functional Teams are involved
• Project Team Management is required
Lateral Leadership by Fisher & Sharp 1998
Lateral Leadership Process
 There is a 5 step process for lateral leadership

• Defining the purpose by clarifying the results to be

1. achieved

• Think about the process and the outcomes

2.

• Integrate thinking and doing to learn

3.

• Offer everyone a challenging role so as to engage

4. hearts, minds and bodies

• Give clear feedback in a constructive way

5.
 Keeping Leadership On-Course
• The key components for this are what defined leadership at the
beginning of this module

Creating & External Focus

Communicating Genuine Caring
Meaning About People

Awareness of the Clear Honest

Big Picture Communication
Final Comment

An army of deer led by a lion is

more to feared than an army
of lions lead by a deer

Phillip II of Macedonia