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Leadership Influence In Goal Achievement: IITA In Focus
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Leadership Influence In Goal Achievement: IITA In Focus


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Leadership and Leaders,Some Attributes of Leaders,Delegation and its importance in leadership,IITA – Background and Achievements

Leadership and Leaders,Some Attributes of Leaders,Delegation and its importance in leadership,IITA – Background and Achievements

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  • 1. SEMINAR PRESENTATIONThe 5th in the series of the HR individual seminar presentation Leadership Influence In Goal Achievement: IITA In Focus By: Mr. Sam Ayebameru, Executive Assistant Human Resources Unit IITA, Ibadan
  • 2. Discussion will be on:• Leadership and Leaders• Some Attributes of Leaders• Delegation and its importance in leadership• IITA – Background• IITA – Achievements
  • 3. Leadership Influence In Goal Achievement: IITA In FocusWhat is leadership?• The ability to affect human behaviour so as to accomplish a mission• The process of directing the behaviour of others toward the accomplishment of some common objectives• Leadership is influencing people to get things done to a standard and quality above their norm, and doing it willingly
  • 4. Leadership Influence In Goal Achievement: IITA In Focus contdWho are leaders?• Leaders are those who are able to think and act creatively in non-routine situations – and who set out to influence the actions, beliefs and feelings of others• Leaders are people who know what they want and why they want it, and how to communicate what they want to others, in order to gain their cooperation and support• Leaders are people who influence groups toward obtaining particular results Three things stand out in leadership: - First, to lead involves influencing others - Second, where there are leaders there are followers - Third, leaders are people who have clear idea of what to achieve and why
  • 5. Fundamental Question:Why are some leaders/managers effective/successful while others are not?
  • 6. Effective LeadershipIs the ability to successfully integrate and utilize available resourceswithin the internal and external environment for the attainment oforganizational or societal goalsAn effective leader therefore is an individual with the capacity toconsistently succeed in any given conditions and be recognized asmeeting the expectations of an organization or societyDetermining what makes “effective leadership”Effective leaders generate results, attain goals, realize vision, andother objectives more quickly and at a higher level but with lowercosts than ineffective leaders
  • 7. Attributes of leaders/managers Leadership attributes are the inner or personal qualities that constitute effective leadership These attributes include a large array of characteristics such as values, character, motives, habits, traits, competencies, styles, behaviors and skills• A clear sense of purpose – clear goals • Keep informed always. Open to new – focus – commitment ideas, insights and revelation• Charismatic inspiration – • Empathy – Understanding of followers attractiveness to others and the ability and their needs. Be willing to discuss and to leverage this esteem to motivate solve problems; support and help others • Sense of Humour – people work better• Task competence – good knowledge when they’re happy of the task; a deep understanding of • Delegation – Ability to encourage and the business nurture those that report to you. Delegate• Will power and self-discipline in such a way as people will• Self-confidence – belief in one’s ability grow/develop. Avoid close supervision; to “make a difference” do not overboss; have faith in the• Capacity to motivate people creativity of others.• Role models – lead by example. The ability to “lead” one’s own self prior to lead others
  • 8. John Adair’s Action-centred Leadership Model• achieving the task• managing the team or group• managing individuals
  • 9. Your Responsibilities for achieving task are: Identify aims and vision for the group, purpose and direction Identify resources, people, processes, systems and tools Create plans to achieve the task Establish responsibilities, objectives and accountabilities by agreement and delegation Set standards, quality, time and reporting parameters Monitor and maintain overall performance against plan Review, re-assess, adjust plan, methods and targets as necessary
  • 10. Your Responsibilities for the group are: Establish, agree and communicate standards of performance and behaviour Identify and meet group training needs Give feedback to the group on overall progress; consult with, and seek feedback and input from the group
  • 11. Your Responsibilities for each individual are: Understand the team members as individuals - personality, skills, strengths, needs, aims and fears Assist and support individuals - plans, problems, challenges Identify and agree appropriate individual responsibilities and objectives Give recognition and praise to individuals Where appropriate reward individuals with extra responsibilities, advancement and status Train and develop individual team members
  • 12. DelegationDelegation is an act of transferring responsibility with corresponding authority to anotherperson(s) for the purpose of achieving a goal.It is a dynamic tool for motivating and training team members to realize their full potentialBenefits of effective delegation It saves you time It motivates people It develops people It aids succession planning It aids greater team flexibilityWhen you delegate, you must ensure that the person/persons:- know what you want- have the authority to achieve it- have the knowledge and skills required- know how to do itDelegation can be:1. Downward delegation2. Sideways delegation3. Upward delegation
  • 13. Downward, Sideways, and Upward Delegation Sideways delegation
  • 14. Delegation: Dos and DontsDos Don’ts• Delegate based on a fair and objective • Don’t delegate in an unorganized fashion assessment of the skills and abilities of staff • Don’t over exercise your power; don’t try to in relation to the requirement of the task dominate the delegates; be rather a leader• Delegate responsibilities to those you trust than a mentor• Give precise instructions, explain the task; • Don’t criticize employees in front of others explain what should be done, but don’t tell • Don’t bypass the chain of command them how• Show how each delegation contributes to Upward Manager organizational goals• Clarify expected results• Develop standard of performance• Discuss problems; answer questions; seek Delegation Supervisor employees’ ideas about how to do the job• Be supportive• Praise positive achievements in public Advice Worker •Avoid micro-management •Learn to do less and manage more Downward
  • 15. IITA IN FOCUS• IITA is an international non-profit research organization established in 1967• It is governed by a Board of Trustees, and supported primarily by the CGIARMissionTo enhance food security and improve livelihoods in Africa through research fordevelopmentMandate - Cowpea - Bananas - Plantain - Yams - Soybean - Cassava - Maize
  • 16. CGIAR Centres• IRRI• CIMMYT• CIAT• IITA• WARDA• Bioversity International• CIFOR• CIP• ICARDA• ICRISAT• IFPRI• ILRI• IWMI• ICRAF• WorldFish Centre
  • 17. IITA DIRECTORS GENERAL (from 1968 to date)No. Name Duration1. Dr. Herbert R. Albrecht 1968 – 19752. Dr. William K. Gamble 1975 – 19803. Dr. Ermond H. Hartmans 1980 – 19854. Dr. Lawrence D. Stifel 1985 – 19905. Dr. Lukas Brader 1990 – 20016. Hartmann 2001 – to date
  • 18. Location of IITA Station
  • 19. IITA STATION LOCATION FOR SUPERVISION BY DIRECTORS Deputy Director General R4D Director, Director, East & Central Africa Director, West Africa Director, Project Southern Africa & Locations Locations Dev. & ManagementNorthern Nigeria Locations Uganda, Kano, Ibadan, Akure, Tanzania, Maiduguri, Onne, Abuja, Kenya, Malawi, Liberia, Cameroon, Mozambique Benin, DR Congo Cote d’Ivoire
  • 20. SOME IITA ACHEIVEMENTS ON RESEARCHCassava:  Higher yielding cassava varieties developed through genetic improvement  Improvement in agronomic practices.  Improvement in the processing, utilization and marketing of cassava (value-added chain)  Improved cassava varieties deployed to serve as fire-wall against spread of a devastating cassava brown streak disease common in East Africa  Discovery of parasitoids (organism feeding on mealy-bug, a cassava pest). The parasitoids reduce population of mealy bugs on cassava plants.
  • 21. SOME IITA ACHEIVEMENTS ON RESEARCH CONTDSoybean: – Many high yielding soybean varieties developed. New varieties with resistance to rust being tested – Improvement in the processing, utilization and marketing of soybean – Development of soybean-based food products such as soy milk, soy-ogi as baby food, soy cheese, etc.
  • 22. SOME IITA ACHEIVEMENTS ON RESEARCH CONTD• Cowpea: – Early maturing cowpea (2 months) varieties developed. – Cowpea pest control measures were developed at IITA• Yams: – Many yam varieties are now available for local farmers in Nigeria, Ghana, & Cote d’Ivoire, etc• Rehabilitation assistance to war-torn African countries – DR Congo, Liberia, Sierra Leone, etc
  • 23. SOME IITA ACHEIVEMENTS ON RESEARCH CONTDSustainable Tree Crops Program on Cocoa: – Sustainable Tree Crops Program (STCP) emerged (the concept in 2002 and the pilot work in 2003) – Improvement in rural economy where cocoa is grown – Development and use of innovative training approaches such as Farmer’s Field School (FFS) to train farmers – Development of new marketing approaches for cocoa • IITA-STCP: Ghana Cameroon Liberia Cote d’Ivoire NigeriaTraining: – Many current African agric. scientists have been trained through IITA’s training program.
  • 24. SOME IITA ACHEIVEMENTS ON RESEARCH CONTDResearch breakthroughs/Awards:- 1989 - The King Bauduin Award in recognition of its development of streak resistance maize varieties- 1990 - The King Baudouin Award was jointly won by IITA and CIAT in recognition of their outstanding achievements in classical biological control of the cassava mealybug.- 1994 – The King Bauduin Award in recognition of outstanding achievements in breeding plaintains for black sigatoka resistance and advances in Musa genetics- 1996 – CG Chairman’s Excellence in Science Award (Outstanding Scientific Partnership) in recognition of outstanding achievement in collaborative research on the improvement of root and tuber crops in West Africa
  • 25. SOME IITA ACHEIVEMENTS (ADMINISTRATION)• Industrial Relations Harmony: Industrial relations dichotomy put to rest• Improved security system especially at the headquarters• More administrative power to the stations• Provision of multi-purpose loan for local staff
  • 26. THANK YOU